Face-to-face and Internet Communications in R&D Activities in Japan : An Empirical Study in Kyushu

Netcom ◽  
2002 ◽  
Vol 16 (1) ◽  
pp. 5-16 ◽  
Author(s):  
Yoshio Arai
Keyword(s):  
Empirical Study ◽  
Face To Face

Pilot Study Findings

2015 ◽  
pp. 182-195
Keyword(s):  
Pilot Study ◽  
Empirical Study ◽  
Research Methodology ◽  
Face To Face ◽  
Electrical Industry ◽  
The Face ◽  
Organizational Collaboration

This research started our research methodology with pilot study because this type of the study is exploratory in nature and helps researchers to explore related indicators for the research constructs and improve adequacy of the research questionnaire for the empirical study. Perceptions extracted from the electrical organizations are valuable in validating the questionnaire according to the context of the Wenzhou electrical industry. They are DG, HG, JEA, ZG, ZE and QE, which are recommended by the WSMEA according to its reputation and achievements in the globalization, inter-organizational collaboration and e-business adoption. The face-to-face interviews with organizations' managers were conducted with the period of March 2010 to January 2011. The discussion will focus on three perspectives: challenges from the innovation inside the organizational capacities for collaboration, the drivers and barriers to trust in the industry, as well as from e-business diffusion.

AN EMPIRICAL STUDY ON THE IMPACT OF KIBS INNOVATION IN JAPANESE MANUFACTURING CORPORATIONS

2011 ◽  
Vol 08 (04) ◽  
pp. 501-520 ◽  
Author(s):  
YONG CAO ◽  
AKIO NAGAHIRA ◽  
SHUO SHE
Keyword(s):  
Empirical Study ◽  
Service Delivery ◽  
Radical Innovation ◽  
Incremental Innovation ◽  
Delivery Method ◽  
Business Services ◽  
Face To Face ◽  
Knowledge Intensive Business Services ◽  
Knowledge Intensive ◽  
The Impact

Dealing with knowledge intensive business services (KIBS) has become an important strategy for many firms. Services that heavily rely on professional knowledge are needed by Japanese manufacturing corporations (JMCs) for solving different problems. This article explores the impact of the utilization of KIBS on the innovation of JMCs in Japan. The goal of the paper is threefold: first, we focus on the different divisions of JMCs that have dealt with KIBS and analyze the impact of KIBS on their innovation respectively; second, we separate the types of innovation into radical innovation and incremental innovation and then analyze what and how the service delivery method contributes to each type of innovation; and finally we discuss in more depth the details of an efficient service delivery method. The results show that first, KIBS contribute more to the radical innovation of a client rather than incremental innovation and second, face-to-face is the most efficient method of service delivery from KIBS to the JMCs.

scholarly journals Online supervision at the university - A comparative study of supervision on student assignments face-to-face and online

2015 ◽  
Vol 8 (13) ◽  
Author(s):  
Søren Smedegaard Bengtsen ◽  
Gry Sandholm Jensen
Keyword(s):  
Empirical Study ◽  
Comparative Study ◽  
Digital Tools ◽  
Face To Face ◽  
Online Supervision ◽  
Online Tools ◽  
Supervision Practice ◽  
The University ◽  
The Way

Through an empirical study of supervision on student assignments at the university across face-to-face and online settings, we show firstly the limiting implications of traditional dichotomies between face-to-face and online supervision. Secondly we show that more attention must be given to the way different digital tools influence the supervisory dialogue. These findings illustrate a form of ‘torn pedagogy’; that online tools and platforms destabilize and tear traditional understandings of supervision pedagogy apart. Also we forge a new concept of “format supervision” that enables supervisors to understand and reflect their supervision practice as a deliberate choice between face-to-face and online formats.

Comparing Virtual and Face-to-Face Team Collaboration: Insights From an Agent-Based Simulation

2021 ◽  
Author(s):  
Harshika Singh ◽  
Gaetano Cascini ◽  
Christopher McComb
Keyword(s):  
Empirical Study ◽  
Positive Impact ◽  
Virtual Team ◽  
Model Parameters ◽  
Virtual Collaboration ◽  
Team Collaboration ◽  
Face To Face ◽  
Task Cohesion ◽  
Virtual Teaming ◽  
The Impact

Abstract The ongoing COVID-19 pandemic has accelerated the acceptance of virtual team collaboration as a replacement for face-to-face collaboration. Unlike face-to-face collaboration, virtual collaboration has different factors like technology mediation influencing communication that affects a team’s processes. However, there is a lack of rigorous research that assesses the impact of virtual teaming on the engineering design process. Therefore, the current study investigates the effect of virtual team collaboration on design outcomes by means of the MILANO (Model of Influence, Learning, and Norms in Organizations) framework. To tailor MILANO for virtual collaboration, this paper first presents an empirical study of human design teams, that shows how the model parameters for face-to-face collaboration (like self-efficacy, perceived influencers, perceived degree of influence, trust and familiarity) must be modified. The empirical study also shows the positive impact of effective communication on conflict resolution, task cohesion and the model parameters listed above. The simulation results for both virtual and face-to-face collaboration show how design outcomes differ with collaboration mode.

scholarly journals An Empirical Study of Face-to-Face and Distance Learning Sections of a Core Telecommunication Course

2015 ◽  
Author(s):  
Omaima Almatrafi ◽  
Khondkar Islam ◽  
Aditya Johri ◽  
Karthik Nagappan ◽  
Aref Modanlu
Keyword(s):  
Distance Learning ◽  
Empirical Study ◽  
Face To Face

On the (re)construction of numbers and operational reality

2016 ◽  
Vol 13 (2) ◽  
pp. 159-188 ◽  
Author(s):  
Gun Abrahamsson ◽  
Hans Englund ◽  
Jonas Gerdin
Keyword(s):  
Empirical Study ◽  
Social Interactions ◽  
Field Study ◽  
Design Methodology ◽  
Transformation Process ◽  
Detailed Account ◽  
Content Type ◽  
Face To Face ◽  
Over Time ◽  
The Way

Purpose This paper aims to examine the mobilization of management accounting (MA) numbers and metrics in social interactions. The purpose is to develop a model of how and why managers perceive and mobilize (new) MA numbers/metrics in a changing way over time in situated face-to-face interactions. Design/methodology/approach An observation-based qualitative field study of a change project in a large manufacturing company is used as the basis for our analysis. Findings The empirical study shows that MA numbers and metrics are essential when semi-distant managers strive to solve problems and achieve radical improvement targets, but that the ways in which existing and new metrics are perceived and mobilized during face-to-face interactions change over time. The study provides both a detailed account of the emergent nature of the transformation process and a number of mechanisms as to why managers (inter-)act the way they do to produce such change. Originality/value The paper problematizes the generally held view that MA numbers and metrics primarily work as a structuring device in face-to-face interactions, and also, how the processes are constituted through which MA is transformed into such a structuring device. The paper also adds new insights to our understandings of why managers (inter-)act the way they do to produce MA change.

Supporting Asynchronous Dialogs in the Communication of Army Operations Orders

2007 ◽  
Vol 51 (4) ◽  
pp. 420-424 ◽  
Author(s):  
Philip J. Smith ◽  
Amy L. Spencer
Keyword(s):  
Empirical Study ◽  
Multimedia Communication ◽  
Communication Tool ◽  
Likert Scales ◽  
Face To Face ◽  
Joint Forces ◽  
The Us ◽  
Strongly Agree ◽  
Military Exercise

An empirical study was completed to study the use of an asynchronous multimedia communication tool to support dialogs during a joint forces military exercise. Ten captains, majors and colonels from Canada, France, Germany, Israel and the US who participated in the joint forces exercise had the option of using this multimedia communication tool whenever they felt it would help them to communicate information to commanders in other units. Two of the messages consisted of one-way communications. The remaining 13 were asynchronous dialogs. In these messages, the officers: • Made extensive use of pointing, drawing and embedded written notes • Used these asynchronous dialogs to detect and repair misconceptions that arose from live face-to-face briefings (6/13 dialogs) • Used these asynchronous dialogs to share expertise while developing a plan (13/13 dialogs). On Likert scales (1=strongly disagree; 7=strongly agree), the ratings for usefulness and usability were 6.2 and 6.4, respectively.

scholarly journals Teaching Interpreting by Distance Mode: An Empirical Study

2009 ◽  
Vol 53 (4) ◽  
pp. 814-840 ◽  
Author(s):  
Leong Ko
Keyword(s):  
Empirical Study ◽  
Language Transfer ◽  
Control Group ◽  
Training Process ◽  
Face To Face ◽  
The Face ◽  
Contact Hours ◽  
National Test ◽  
Consecutive Interpreting ◽  
Experimental Group

Abstract This paper is based on an empirical study of teaching liaison interpreting – specifically, dialogue interpreting, consecutive interpreting and sight translation – by distance mode. In this research, two groups of students were recruited – the experimental group to be taught by distance mode and a control group trained face-to-face. The training program lasted for 13 weeks or 39 hours, with three contact hours per week. The training followed the principle that no face-to-face contact with distance students was made during the training process, including the final examination. The major media used in the research included sound-only teleconferencing, telephone and the Internet. Students’ interpreting skills including language transfer and paralinguistic skills were assessed in different tests including an independent national test. The results of the research indicate that students trained by distance mode can achieve a level similar or comparable to those trained in the face-to-face manner in terms of interpreting ability and skills. The research has generated pedagogical implications for future attempts to teach interpreting by distance mode.

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