Research on Publishing CIM Model Change Events through OPC UA

This paper studies how to publish the change events of CIM model using OPC UA, and proposes a method to publish CIM model change events using OPC UA based on mapping CIM model to OPC UA address space. By comparing with the CIS GDA model change notification service function in the legacy CIS interface, it is confirmed that the OPC UA service completely covers the original CIS GDA model change notification service function. Base-Model-Change-Event-Type and the more detailed General-Model-Change-Event-Type, Semantic-Change-Event-Type are used to provide appropriate model change information for clients through OPC UA Event service. CIM model change events in data platform of distribution grid and utilization system are published using OPC UA, the research results have been verified.

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Team Membership Change “Events”: A Review and Reconceptualization

Group & Organization Management ◽

10.1177/1059601120910848 ◽

2020 ◽

Vol 45 (2) ◽

pp. 219-251

Author(s):

Hayley M. Trainer ◽

Justin M. Jones ◽

Jacob G. Pendergraft ◽

Cynthia K. Maupin ◽

Dorothy R. Carter

Keyword(s):

Empirical Studies ◽

Future Research ◽

Team Members ◽

Membership Change ◽

The Past ◽

Change Events ◽

And Performance ◽

Team Functioning ◽

Event Based ◽

Change Event

Driven by views of teams as dynamic systems with permeable boundaries, scholars are increasingly seeking to better understand how team membership changes (i.e., team members joining and/or leaving) shape the functioning and performance of organizational teams. However, empirical studies of team membership change appear to be progressing in three largely independent directions as researchers consider: (a) how newcomers impact and are impacted by the teams they join; (b) how teams adapt to member departures; or (c) how teams function under conditions of high membership fluidity, with little theoretical integration or consensus across these three areas. To accelerate an integrative stream of research on team membership change, we advance a conceptual framework which depicts each team membership change as a discrete team-level “event” which shapes team functioning to the extent to which it is “novel,” “disruptive,” and “critical” for the team. We use this framework to guide our review and synthesis of empirical studies of team membership change published over the past 20 years. Our review reveals numerous factors, across conceptual levels of the organization, that determine the strength (i.e., novelty, disruptiveness, criticality) of a team membership change event and, consequently, its impact on team functioning and performance. In closing, we provide propositions for future research that integrate a multilevel, event-based perspective of team membership change and demonstrate how team membership change events may impact organizational systems over time and across levels of observation.

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A retrospective analysis of organizational change: A case study of Octaware Technologies

International Journal of Business Strategies ◽

10.47672/ijbs.688 ◽

2021 ◽

Vol 6 (1) ◽

pp. 1-11

Author(s):

Mohammed Khan

Keyword(s):

Organizational Change ◽

Organizational Development ◽

Qualitative Case Study ◽

Unique Contribution ◽

Case Study Method ◽

Management Processes ◽

Change Events ◽

Key Drivers ◽

Change Event

Purpose: The aim of this paper was to describe the change events as a case study in Octaware Technologies and analyze the change events utilizing the constructs of organizational development in order to get a better understanding of the change in an organization. Methodology: This study was conducted using a qualitative case study method to analyze the organizational change event in Octaware Technologies. Findings: The study revealed that the external environment of regulatory and economic change are the key drivers of organizational development in the company. The findings also highlighted that the organizational development of the company is demonstrated by its learning culture and outstanding management processes. Unique contribution to theory, practice, and policy: The results of the study make two contributions to the literature. First, the author sheds light on the underlying change that leads to the improvement of the specific construct of organizational development. Second, the author presented an empirically validated model conceptualized from a theoretical framework of organizational development.

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Athletes’ Decision-Making in Career Change-Events

The Sport Psychologist ◽

10.1123/tsp.27.1.78 ◽

2013 ◽

Vol 27 (1) ◽

pp. 78-82 ◽

Cited By ~ 14

Author(s):

Roy David Samuel ◽

Gershon Tenenbaum

Keyword(s):

Decision Making ◽

Career Change ◽

Strategic Decision ◽

Strategic Decisions ◽

Position Change ◽

High Tendency ◽

Change Events ◽

Motivation For Change ◽

Decision Making Processes ◽

Change Event

This study examined decision-making processes in response to athletic career change-events (e.g., injury, field position change). Athletes’ (N = 338) initial strategic decisions whether to address or ignore a change-event, and their subsequent decisions whether to make the required change were measured using the Change-Event Inventory (Samuel & Tenenbaum, 2011b). Athletes reported a high tendency of making a strategic decision to consult with others, which could be predicted from the event’s perceived significance and availability of professional support. Athletes also reported a high tendency of making a subsequent decision to change, which could be predicted from the helpfulness of support, motivation for change, and certain coping strategies. The two types of decisions were related. Perceived outcome of the change process and athletes’ motivation could also be accurately predicted. In conclusion, to effectively cope with change-events athletes need to feel involved, be in control, and make independent decisions that reflect their genuine needs and wishes.

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