An Event Model for Smart Agriculture

Author(s):  
Stanimir Stoyanov ◽  
Asya Stoyanova-Doycheva ◽  
Vanya Ivanova ◽  
Veneta Tabakova-Komsalova ◽  
Vladimir Monov ◽  
...  
10.1596/31064 ◽  
2018 ◽  
Author(s):  
Chase Anthony Sova ◽  
Godefroy Grosjean ◽  
Tobias Baedeker ◽  
Tam Ninh Nguyen ◽  
Martin Wallner ◽  
...  
Keyword(s):  

Author(s):  
Barkha Rani ◽  
Mamta Kumari ◽  
Kumari Sobha . ◽  
Pinki Kumari ◽  
Jyoti Majhi ◽  
...  
Keyword(s):  
Big Data ◽  

2020 ◽  
Vol 48 (1) ◽  
pp. 1-13
Author(s):  
Wen Li ◽  
Yurong Zhang

Drawing on the entrepreneurial event model, we examined the role of perceived desirability and perceived feasibility and their interaction in university scholars' entrepreneurial intentions, with data from 252 Chinese academic entrepreneurs. Results showed that perceived feasibility only had a significant effect on scholars' entrepreneurial intentions formation. Further, the moderating effect of external environmental support brought about an interactive mechanism between perceived desirability and perceived feasibility: When perceived desirability was low, perceived feasibility played a more significant role in entrepreneurial intentions formation, and vice versa. Theoretical contributions and practical implications are discussed.


2019 ◽  
Vol 15 (3) ◽  
pp. 59-64
Author(s):  
D. NONGMAITHEM ◽  
M. APON ◽  
A.P. SINGH ◽  
L. TZUDIR

Author(s):  
Floris van den Oever ◽  
Jan Maarten Schraagen

Teams operating in time-pressured, dynamic environments frequently need to cope with critical situations varying in complexity and hazard. To cope with critical situations, teams may have to adapt their communication processes. Adaptation of team communication processes has been studied mostly at short time frames (minutes). Literature on adapting communication at longer time frames is limited (hours, relative to minutes). We used the relational event model to compare team communication in critical and noncritical situations of pediatric cardiac surgeries and Apollo 13 flight director’s voice loops. Teams showed some flattening of communication structures in critical situations. Both teams maintained institutional roles and displayed closed-loop and information-seeking communication. Communication patterns may change further with increasing criticality. The exact way teams adapt to critical situations may differ depending on team, team size and situation. Findings may inform team training procedures or team structure development.


2021 ◽  
Vol 7 (1) ◽  
pp. 1927561
Author(s):  
Innocent Kutyauripo ◽  
Nyaradzo Prisca Mavodza ◽  
Christopher Tafara Gadzirayi

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