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agents</title> <meta name="description" content="Search results for: change agents"> <meta name="keywords" content="change agents"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="change agents"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 8359</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: change agents</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8359</span> Teachers as Agents of Change in Diverse Classrooms: An Overview of the Literature</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anna%20Sanczyk">Anna Sanczyk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Diverse students may experience different forms of discrimination. Some of the oppression students experience in schools are racism, sexism, classism, or homophobia that may affect their achievement, and teachers need to make sure they create inclusive, equitable classroom environments. The broader literature on social change in education shows that teachers who challenge oppression and want to promote equitable and transformative education face institutional, social, and political constraints. This paper discusses research on teachers’ work to create socially just and culturally inclusive classrooms and schools. The practical contribution of this literature review is that it provides a comprehensive compilation of the studies presenting teachers’ roles and efforts in affecting social change. The examination of the research on social change in education points to the urgency of teachers addressing the needs of marginalized students and resisting systemic oppression in schools. The implications of this literature review relate to the concerns that schools should provide greater advocacy for marginalized students in diverse learning contexts, and teacher education programs should prepare teachers to be active advocates for diverse students. The literature review has the potential to inform educators to enhance educational equity and improve the learning environment. This literature review illustrates teachers as agents of change in diverse classrooms and contributes to understanding various ways of taking action towards fostering more equitable and transformative education in today’s schools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agents%20of%20change" title="agents of change">agents of change</a>, <a href="https://publications.waset.org/abstracts/search?q=diversity" title=" diversity"> diversity</a>, <a href="https://publications.waset.org/abstracts/search?q=opression" title=" opression"> opression</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20change" title=" social change"> social change</a> </p> <a href="https://publications.waset.org/abstracts/97619/teachers-as-agents-of-change-in-diverse-classrooms-an-overview-of-the-literature" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/97619.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">140</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8358</span> Antecedents and Consequences of Social Media Adoption in Travel and Tourism: Evidence from Customers and Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20A.%20Abou-Shouk">Mohamed A. Abou-Shouk</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahamoud%20M.%20Hewedi"> Mahamoud M. Hewedi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study extends technology acceptance model (TAM) to investigate the antecedents and consequences of social media adoption by tourists and travel agents. It compares their perceptions on social media adoption and its consequences. Online survey was addressed to tourists and travel agents for data collection purposes. Structural equation modelling was employed for analysis purposes. The findings revealed that the majority of tourists and travel agents involved in the study believe in the usefulness of social media adoption for travel planning and marketing purposes. They agree that adopting social media could change the attitude of tourists towards specific destination or attraction and influence their purchasing decisions. This study contributes to knowledge by extending TAM and provides some managerial implication to marketers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=TAM" title="TAM">TAM</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media" title=" social media"> social media</a>, <a href="https://publications.waset.org/abstracts/search?q=travel%20and%20tourism" title=" travel and tourism"> travel and tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=travel%20agents" title=" travel agents"> travel agents</a> </p> <a href="https://publications.waset.org/abstracts/36787/antecedents-and-consequences-of-social-media-adoption-in-travel-and-tourism-evidence-from-customers-and-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36787.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">412</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8357</span> Leveraging Employee Resource Groups (ERGs) as Agents of Change: An Exploration of Edgar Schein's Culture Work in Organizational Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jeanetta%20Darno">Jeanetta Darno</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores the realm of organizational development through the lens of Edgar Schein's seminal work on culture and change. Specifically, the paper will focus on the strategic implementation of Employee Resource Groups (ERGs) as powerful interventions for catalyzing culture change within modern workplaces. Edgar Schein's foundational theories on organizational culture and his renowned model of culture work will serve as the theoretical framework to guide the exploration of how ERGs can be harnessed as transformative tools in organizational development initiatives. Through a review of literature combined with content analysis, this paper will explore how ERGs align with Schein's principles, contribute to development, and drive positive cultural shifts toward inclusion and equity. The paper aims to provide practical insights for organizational leaders, HR practitioners, and change agents looking to integrate ERGs effectively into their culture change efforts, thereby advancing the field of organizational development informed by Schein's influential framework. The objective of the paper is to investigate and understand the intersection between Employee Resource Groups (ERGs) and Edgar Schein's Culture Work within the context of organizational development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=inclusive%20leadership" title="inclusive leadership">inclusive leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=culture" title=" culture"> culture</a>, <a href="https://publications.waset.org/abstracts/search?q=equity" title=" equity"> equity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20resource%20groups" title=" employee resource groups"> employee resource groups</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20development" title=" organization development"> organization development</a> </p> <a href="https://publications.waset.org/abstracts/182113/leveraging-employee-resource-groups-ergs-as-agents-of-change-an-exploration-of-edgar-scheins-culture-work-in-organizational-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182113.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">80</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8356</span> Passengers’ Behavior Analysis under the Public Transport Disruption: An Agent-Based Simulation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Rahimi">M. Rahimi</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20Corman"> F. Corman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper study the travel behavior of passengers in a public transport disruption under information provision strategies. We develop a within-day approach for multi-agent simulation to evaluate the behavior of the agents, under comprehensive scenarios through various information exposure, equilibrium, and non-equilibrium scenarios. In particular, we quantify the effects of information strategies in disruption situation on passengers’ satisfaction, number of involved agents, and the caused delay. An agent-based micro-simulation model (MATSim) is applied for the city of Zürich, Switzerland, for the purpose of activity-based simulation in a multimodal network. Statistic outcome is analysed for all the agents who may be involved in the disruption. Agents’ movement in the public transport network illustrates agents’ adaptations to available information about the disruption. Agents’ delays and utility reveal that information significantly affects agents’ satisfaction and delay in public transport disruption. Besides, while the earlier availability of the information causes the fewer consequent delay for the involved agents, however, it also leads to more amount of affected agents. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agent-based%20simulation" title="agent-based simulation">agent-based simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=disruption%20management" title=" disruption management"> disruption management</a>, <a href="https://publications.waset.org/abstracts/search?q=passengers%E2%80%99%20behavior%20simulation" title=" passengers’ behavior simulation"> passengers’ behavior simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20transport" title=" public transport"> public transport</a> </p> <a href="https://publications.waset.org/abstracts/122394/passengers-behavior-analysis-under-the-public-transport-disruption-an-agent-based-simulation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/122394.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">152</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8355</span> Institional Logics and Individual Actors: What Can an Organizational Change Agent Do? </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mira%C3%A7%20Sava%C5%9F%20Turhan">Miraç Savaş Turhan</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20Dan%C4%B1%C5%9Fman"> Ali Danışman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> New institutional theorists in organization theory have used institutional logics perspective to explain the contradictory practices in modern western societies. Accordingly, distinct institutional logics are embedded in central institutions such as the market, state, democracy, family, and religion. Individual and organizational actors and their practices are restricted and guided by institutional logics in a particular field. Through this perspective, actors are assumed to have a situated, embedded, boundedly intentional, and adaptive role against the structure in social, cultural and political context. Since the early 1990's, increasing number of studies has attempted to explain the role of actors in creating, maintaining, and changing institutions. Yet, most of these studies have focused on organizational field-level actors, ignoring the role that can be played by individual actors within organizations. As a result, we have much information about what organizational field level actors can do, but relatively little knowledge about the ability of organizational change agents within organization in relation to institutional orders. This study is an attempt to find out how the ability of individual actors who attempt to change their organization is constrained and shaped by institutional logics dominating the field. We examine this issue in a private school in the Turkish Education field. We first describe dominating institutional logics in the Turkish Education field. Then we conducted in-depth interviews and content analysis in the school. The early results indicate that attempts and actions of organizational change agents are remarkably directed and shaped by the dominating institutional logics in the Turkish Education field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Institutional%20logics" title="Institutional logics">Institutional logics</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20actors" title=" individual actors"> individual actors</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change%20agent" title=" organizational change agent"> organizational change agent</a> </p> <a href="https://publications.waset.org/abstracts/32967/institional-logics-and-individual-actors-what-can-an-organizational-change-agent-do" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32967.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">395</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8354</span> Migrants as Change Agents: A Study of Social Remittances between Finland and Russia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ilona%20Bontenbal">Ilona Bontenbal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this research, the potential for societal change is researched through the idea of migrants as change agents. The viewpoint is on the potential that migrants have for affecting societal change in their country of origin through transmitting transnational peer-to-peer information. The focus is on the information that Russian migrants living in Finland transmit about their experiences and attitudes regarding the Nordic welfare state, its democratic foundation and the social rights embedded in it, to their family and friends in their country of origin. The welfare provision and level of democracy are very different in the two neighbouring countries of Finland and Russia. Finland is a Nordic welfare state with strong democratic institutions and a comprehensive actualizing of civil and social rights. In Russia, the state of democracy has on the other hand been declining, and the social and civil rights of its citizens are constantly undermined. Due to improvements in communications and travel technology, migrants can easily and relatively cheaply stay in contact with their family and friends in their country of origin. This is why it is possible for migrants to act as change agents. By telling about their experiences and attitudes about living in a democratic welfare state, migrants can affect what people in the country or origin know and think about welfare, democracy, and social rights. This phenomenon is approached through the concept of social remittances. Social remittances broadly stand for the ideas, know-how, world views, attitudes, norms of behavior, and social capital that flows through transnational networks from receiving- to sending- country communities and the other way around. The viewpoint is that historically and culturally formed democratic welfare models cannot be copied entirely nor that each country should achieve identical development paths, but rather that migrants themselves choose which aspects they see as important to remit to their acquaintances in their country of origin. This way the potential for social change and the agency of the migrants is accentuated. The empirical research material of this study is based on 30 qualitative interviews with Russian migrants living in Finland. Russians are the largest migrant group in Finland and Finland is a popular migration destination especially for individuals living in North-West Russia including the St. Petersburg region. The interviews are carried out in 2018-2019. The preliminary results indicate that Russian migrants discuss social rights and welfare a lot with their family members and acquaintances living in Russia. In general, the migrants feel that they have had an effect on the way that their friends and family think about Finland, the West, social rights and welfare provision. Democracy, on the other hand, is seen as a more difficult and less discussed topic. The transformative potential that the transmitted information and attitudes could have outside of the immediate circle of acquaintances on larger societal change is seen as ambiguous although not negligible. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=migrants%20as%20change%20agents" title="migrants as change agents">migrants as change agents</a>, <a href="https://publications.waset.org/abstracts/search?q=Russian%20migrants" title=" Russian migrants"> Russian migrants</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20remittances" title=" social remittances"> social remittances</a>, <a href="https://publications.waset.org/abstracts/search?q=welfare%20and%20democracy" title=" welfare and democracy"> welfare and democracy</a> </p> <a href="https://publications.waset.org/abstracts/105417/migrants-as-change-agents-a-study-of-social-remittances-between-finland-and-russia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/105417.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">191</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8353</span> Impression Evaluation by Design Change of Anthropomorphic Agent</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kazuko%20Sakamoto">Kazuko Sakamoto</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Anthropomorphic agents have been successful in areas where there are many human interactions, such as education and medical care. The persuasive effect is also expected in e-shopping sites on the web. This indicates that customer service is not necessarily human but can play that role. However, the 'humanity' in anthropomorphism sometimes has a risk of working negatively. In general, as the appearance of anthropomorphic agents approaches humans, it is thought that their affinity with humans increases. However, when the degree of similarity reaches a certain level, it gives the user a weird feeling. This is the 'eerie valley' phenomenon. This is a concept used in the world of robotics, but it seems to be applicable to anthropomorphic agents such as characters. Then what kind of design can you accept as an anthropomorphic agent that gives you a feeling of friendliness or good feeling without causing discomfort or fear to people? This study focused on this point and examined what design and characteristics would be effective for marketing communication. As a result of the investigation, it was found that there is no need for gaze and blinking, the size of the eyes is normal or large, and the impression evaluation is higher when the structure is as simple as possible. Conversely, agents with high eye-gaze and white-eye ratios had low evaluations, and the negative impact on eye-gaze was particularly large. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=anthropomorphicgents" title="anthropomorphicgents">anthropomorphicgents</a>, <a href="https://publications.waset.org/abstracts/search?q=design%20evaluation" title=" design evaluation"> design evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20communication" title=" marketing communication"> marketing communication</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20service" title=" customer service"> customer service</a> </p> <a href="https://publications.waset.org/abstracts/119065/impression-evaluation-by-design-change-of-anthropomorphic-agent" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/119065.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">113</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8352</span> Inferential Reasoning for Heterogeneous Multi-Agent Mission</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sagir%20M.%20Yusuf">Sagir M. Yusuf</a>, <a href="https://publications.waset.org/abstracts/search?q=Chris%20Baber"> Chris Baber</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We describe issues bedeviling the coordination of heterogeneous (different sensors carrying agents) multi-agent missions such as belief conflict, situation reasoning, etc. We applied Bayesian and agents' presumptions inferential reasoning to solve the outlined issues with the heterogeneous multi-agent belief variation and situational-base reasoning. Bayesian Belief Network (BBN) was used in modeling the agents' belief conflict due to sensor variations. Simulation experiments were designed, and cases from agents’ missions were used in training the BBN using gradient descent and expectation-maximization algorithms. The output network is a well-trained BBN for making inferences for both agents and human experts. We claim that the Bayesian learning algorithm prediction capacity improves by the number of training data and argue that it enhances multi-agents robustness and solve agents’ sensor conflicts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distributed%20constraint%20optimization%20problem" title="distributed constraint optimization problem">distributed constraint optimization problem</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-agent%20system" title=" multi-agent system"> multi-agent system</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-robot%20coordination" title=" multi-robot coordination"> multi-robot coordination</a>, <a href="https://publications.waset.org/abstracts/search?q=autonomous%20system" title=" autonomous system"> autonomous system</a>, <a href="https://publications.waset.org/abstracts/search?q=swarm%20intelligence" title=" swarm intelligence"> swarm intelligence</a> </p> <a href="https://publications.waset.org/abstracts/116896/inferential-reasoning-for-heterogeneous-multi-agent-mission" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/116896.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">154</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8351</span> An Adaptive Distributed Incremental Association Rule Mining System </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adewale%20O.%20Ogunde">Adewale O. Ogunde</a>, <a href="https://publications.waset.org/abstracts/search?q=Olusegun%20Folorunso"> Olusegun Folorunso</a>, <a href="https://publications.waset.org/abstracts/search?q=Adesina%20S.%20Sodiya"> Adesina S. Sodiya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Most existing Distributed Association Rule Mining (DARM) systems are still facing several challenges. One of such challenges that have not received the attention of many researchers is the inability of existing systems to adapt to constantly changing databases and mining environments. In this work, an Adaptive Incremental Mining Algorithm (AIMA) is therefore proposed to address these problems. AIMA employed multiple mobile agents for the entire mining process. AIMA was designed to adapt to changes in the distributed databases by mining only the incremental database updates and using this to update the existing rules in order to improve the overall response time of the DARM system. In AIMA, global association rules were integrated incrementally from one data site to another through Results Integration Coordinating Agents. The mining agents in AIMA were made adaptive by defining mining goals with reasoning and behavioral capabilities and protocols that enabled them to either maintain or change their goals. AIMA employed Java Agent Development Environment Extension for designing the internal agents’ architecture. Results from experiments conducted on real datasets showed that the adaptive system, AIMA performed better than the non-adaptive systems with lower communication costs and higher task completion rates. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=adaptivity" title="adaptivity">adaptivity</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mining" title=" data mining"> data mining</a>, <a href="https://publications.waset.org/abstracts/search?q=distributed%20association%20rule%20mining" title=" distributed association rule mining"> distributed association rule mining</a>, <a href="https://publications.waset.org/abstracts/search?q=incremental%20mining" title=" incremental mining"> incremental mining</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20agents" title=" mobile agents"> mobile agents</a> </p> <a href="https://publications.waset.org/abstracts/10014/an-adaptive-distributed-incremental-association-rule-mining-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10014.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">393</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8350</span> Knowledge Management and Tourism: An Exploratory Study Applied to Travel Agents in Egypt</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Soliman">Mohammad Soliman</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20A.%20Abou-Shouk"> Mohamed A. Abou-Shouk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge management focuses on the development, storage, retrieval, and dissemination of information and expertise. It has become an important tool to improve performance in tourism enterprises. This includes improving decision-making, developing customer services, and increasing sales and profits. Knowledge management adoption depends on human, organizational and technological factors. This study aims to explore the concept of knowledge management in travel agents in Egypt. It explores the requirements of adoption and its impact on performance in these agencies. The study targets Category A travel agents in Egypt. The population of the study encompasses Category A travel agents having online presence. An online questionnaire is used to collect data from managers of travel agents. This study is useful for travel agents who are in urgent need to restructure their intermediary role and support their survival in the global travel market. The study sheds light on the requirements of adoption and the expected impact on performance. This could help travel agents identify their situation and the determine the extent to which they are ready to adopt knowledge management. This study is contributing to knowledge by providing insights from the tourism sector in a developing country where the concept of knowledge management is still in its infancy stages. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20adoption" title=" knowledge management adoption"> knowledge management adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=travel%20agents" title=" travel agents"> travel agents</a> </p> <a href="https://publications.waset.org/abstracts/36812/knowledge-management-and-tourism-an-exploratory-study-applied-to-travel-agents-in-egypt" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36812.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">397</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8349</span> Probabilistic Gathering of Agents with Simple Sensors: Distributed Algorithm for Aggregation of Robots Equipped with Binary On-Board Detectors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ariel%20Barel">Ariel Barel</a>, <a href="https://publications.waset.org/abstracts/search?q=Rotem%20Manor"> Rotem Manor</a>, <a href="https://publications.waset.org/abstracts/search?q=Alfred%20M.%20Bruckstein"> Alfred M. Bruckstein</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We present a probabilistic gathering algorithm for agents that can only detect the presence of other agents in front of or behind them. The agents act in the plane and are identical and indistinguishable, oblivious, and lack any means of direct communication. They do not have a common frame of reference in the plane and choose their orientation (direction of possible motion) at random. The analysis of the gathering process assumes that the agents act synchronously in selecting random orientations that remain fixed during each unit time-interval. Two algorithms are discussed. The first one assumes discrete jumps based on the sensing results given the randomly selected motion direction, and in this case, extensive experimental results exhibit probabilistic clustering into a circular region with radius equal to the step-size in time proportional to the number of agents. The second algorithm assumes agents with continuous sensing and motion, and in this case, we can prove gathering into a very small circular region in finite expected time. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=control" title="control">control</a>, <a href="https://publications.waset.org/abstracts/search?q=decentralized" title=" decentralized"> decentralized</a>, <a href="https://publications.waset.org/abstracts/search?q=gathering" title=" gathering"> gathering</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-agent" title=" multi-agent"> multi-agent</a>, <a href="https://publications.waset.org/abstracts/search?q=simple%20sensors" title=" simple sensors"> simple sensors</a> </p> <a href="https://publications.waset.org/abstracts/115199/probabilistic-gathering-of-agents-with-simple-sensors-distributed-algorithm-for-aggregation-of-robots-equipped-with-binary-on-board-detectors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/115199.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">164</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8348</span> An Exploratory Study on Business Leadership, Workplace Assessment, and Change Management in the Middle East and North Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=C.%20Akhras">C. Akhras</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Change is the life blood of business. Dynamic factors inspire change yet may act as barriers, influencing the company’s position in the market and challenging its organizational mission and culture. Today, the business context has globalized with business enterprises in the North and South joint in mergers and the East forges a strategic alliance with the West. Moreover, given that very little remains stable in certain industries, national business goals in the millennial marketplaces might be rapid, accelerated, and differentiated growth while distinctive competitive advantage might mark new qualitative excellence in others. In a new age culture marked by change, organizations, leaders, and followers are impacted; indigenous business leaders seem to have a very important role to play in change management. This case study was carried out on 178 business employees employed in local industry to evaluate perceptions of indigenous business leadership, workplace assessment, and organizational change management in the Middle East and North Africa. Three research questions were posed: (1) In your work context, do you think business leaders are essentially changing agents? (2) In your work context, is workplace change more effective in business leaders perceived as a hierarchical change agent rather than those perceived as an empowering change agent? (3) In your work context, is workplace change more efficient in business leaders perceived as a hierarchical change agent rather than those perceived as an empowering change agent? The results of the study and its limitations imposed by time and space indicate that more comprehensive research is required in this area. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=catalyst" title="catalyst">catalyst</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20enterprise" title=" business enterprise"> business enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20assessment" title=" workplace assessment"> workplace assessment</a> </p> <a href="https://publications.waset.org/abstracts/76562/an-exploratory-study-on-business-leadership-workplace-assessment-and-change-management-in-the-middle-east-and-north-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/76562.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">291</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8347</span> From Modern to Contemporary Art: Transformations of Art Market in Istanbul</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Cem%20Ozatalay">Cem Ozatalay</a>, <a href="https://publications.waset.org/abstracts/search?q=Senem%20Ornek"> Senem Ornek</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Artprice Contemporary Art Market Annual Report 2014 notices that Istanbul, with its art market volume of $3.6 million has become the first city of the Middle East and North Africa region and the 14th city of the World. Indeed, the period 2004–2014 has been significant in terms of the growth of the art market, during which the majority of contemporary art galleries and museums in Istanbul was inaugurated. This boom means that with the joining of new agents, the structure of the art market has dramatically changed. To use Nathalie Heinich’s terminology, in the current art field, three art genres – namely classical art, modern art and contemporary art – coexist, but in the case of Istanbul, such as many art cities in the world, the latter genre has become increasingly dominant. This presentation aims to show how the power shifts away from the classical art agents to contemporary art agents, and the effects produced by the conflicts between the old and new agents of current art field. Based on the data obtained from an ongoing field research in Istanbul among the art market agents such as art dealers, curators, art critics and artists, it will be shown that even if the agents of different art genres are in conflict with each other, there is, at the same time, a continuum between the three art worlds. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=contemporary%20art%20market" title="contemporary art market">contemporary art market</a>, <a href="https://publications.waset.org/abstracts/search?q=economic%20sociology%20of%20art" title=" economic sociology of art"> economic sociology of art</a>, <a href="https://publications.waset.org/abstracts/search?q=Istanbul%20art%20market" title=" Istanbul art market"> Istanbul art market</a>, <a href="https://publications.waset.org/abstracts/search?q=structure%20of%20the%20art%20field%20in%20Istanbul" title=" structure of the art field in Istanbul "> structure of the art field in Istanbul </a> </p> <a href="https://publications.waset.org/abstracts/64297/from-modern-to-contemporary-art-transformations-of-art-market-in-istanbul" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64297.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">255</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8346</span> Cooperative Learning Mechanism in Intelligent Multi-Agent System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayman%20M.%20Mansour">Ayman M. Mansour</a>, <a href="https://publications.waset.org/abstracts/search?q=Bilal%20Hawashin"> Bilal Hawashin</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20A.%20Mansour"> Mohammed A. Mansour</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we propose a cooperative learning mechanism in a multi-agent intelligent system. The basic idea is that intelligent agents are capable of collaborating with one another by sharing their knowledge. The agents will start collaboration by providing their knowledge rules to the other agents. This will allow the most important and insightful detection rules produced by the most experienced agent to bubble up for the benefit of the entire agent community. The updated rules will lead to improving the agents’ decision performance. To evaluate our approach, we designed a five–agent system and implemented it using JADE and FuzzyJess software packages. The agents will work with each other to make a decision about a suspicious medical case. This system provides quick response rate and the decision is faster than the manual methods. This will save patients life. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intelligent" title="intelligent">intelligent</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-agent%20system" title=" multi-agent system"> multi-agent system</a>, <a href="https://publications.waset.org/abstracts/search?q=cooperative" title=" cooperative"> cooperative</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy" title=" fuzzy"> fuzzy</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</a> </p> <a href="https://publications.waset.org/abstracts/47913/cooperative-learning-mechanism-in-intelligent-multi-agent-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47913.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">684</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8345</span> Strength & Density of an Autoclaved Aerated Concrete Using Various Air Entraining Agent</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shashank%20Gupta">Shashank Gupta</a>, <a href="https://publications.waset.org/abstracts/search?q=Shiva%20Garg"> Shiva Garg</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the present paper is to study the changes in the strength characteristics of autoclaved aerated concrete (AAC) and also the density when different expansion agents are used. The expansion agent so used releases air in the concrete thereby making it lighter by reducing its density. It also increases the workability of the concrete. The various air entraining agents used for this study are hydrogen peroxide, oleic acid, and olive oil. The addition of these agents causes the concrete to rise like cake but it reduces the strength of concrete due to the formation of air voids. The amount of agents chosen for concrete production are 0.5%, 1%, 1.5% by weight of cement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=AAC" title="AAC">AAC</a>, <a href="https://publications.waset.org/abstracts/search?q=olive%20oil" title=" olive oil"> olive oil</a>, <a href="https://publications.waset.org/abstracts/search?q=hydrogen%20peroxide" title=" hydrogen peroxide"> hydrogen peroxide</a>, <a href="https://publications.waset.org/abstracts/search?q=oleic%20acid" title=" oleic acid"> oleic acid</a>, <a href="https://publications.waset.org/abstracts/search?q=steam%20curing" title=" steam curing"> steam curing</a> </p> <a href="https://publications.waset.org/abstracts/13434/strength-density-of-an-autoclaved-aerated-concrete-using-various-air-entraining-agent" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13434.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">366</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8344</span> The Effect of Change Communication towards Commitment to Change through the Role of Organizational Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enno%20R.%20Farahzehan">Enno R. Farahzehan</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20Mangundjaya"> Wustari L. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change is necessary to develop innovation and to compete with other competitors. Organizational changes were also made to defend the existence of the organization itself. Success in implementing organizational change consists of a variety of factors, one of which is individual (employee) who run changes. The employee must have the willingness and ability in carrying out the changes. Besides, employees must also have a commitment to change for creation of the successful organizational change. This study aims to execute the effect of change communication towards commitment to change through the role of organizational trust. The respondents of this study were employees who work in organizations, which have been or are currently running organizational changes. The data were collected using Change Communication, Commitment to Change, and Organizational Trust Inventory. The data were analyzed using regression. The result showed that there is an effect among change communication towards commitment to change which is higher when mediated by organizational trust. This paper will contribute to the knowledge and implications of organizational change, that shows change communication can affect commitment to change among employee if there is trust in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20communication" title="change communication">change communication</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title=" commitment to change"> commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a> </p> <a href="https://publications.waset.org/abstracts/69139/the-effect-of-change-communication-towards-commitment-to-change-through-the-role-of-organizational-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69139.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">341</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8343</span> Using Automated Agents to Facilitate Instructions in a Large Online Course</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=David%20M%20Gilstrap">David M Gilstrap</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In an online course with a large enrollment, the potential exists for the instructor to become overburdened with having to respond to students’ emails, which consequently decreases the instructor’s efficiency in teaching the course. Repetition of instructions is an effective way of reducing confusion among students, which in turn increases their efficiencies, as well. World of Turf is the largest online course at Michigan State University, which employs Brightspace as its management system (LMS) software. Recently, the LMS upgraded its capabilities to utilize agents, which are auto generated email notifications to students based on certain criteria. Agents are additional tools that can enhance course design. They can be run on-demand or according to a schedule. Agents can be timed to effectively remind students of approaching deadlines. The content of these generated emails can also include reinforced instructions. With a large online course, even a small percentage of students that either do not read or do not comprehend the course syllabus or do not notice instructions on course pages can result in numerous emails to the instructor, often near the deadlines for assignments. Utilizing agents to decrease the number of emails from students has enabled the instructor to efficiently instruct more than one thousand students per semester without any graduate student teaching assistants. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agents" title="agents">agents</a>, <a href="https://publications.waset.org/abstracts/search?q=Brightspace" title=" Brightspace"> Brightspace</a>, <a href="https://publications.waset.org/abstracts/search?q=large%20enrollment" title=" large enrollment"> large enrollment</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20management%20system" title=" learning management system"> learning management system</a>, <a href="https://publications.waset.org/abstracts/search?q=repetition%20of%20instructions" title=" repetition of instructions"> repetition of instructions</a> </p> <a href="https://publications.waset.org/abstracts/79279/using-automated-agents-to-facilitate-instructions-in-a-large-online-course" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79279.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">203</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8342</span> Farmers' Perception of the Effects of Climate Change on Rice Production in Nasarawa State, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20O.%20Fatoki">P. O. Fatoki</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20S.%20Olaleye"> R. S. Olaleye</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20O.%20Adeniji"> B. O. Adeniji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study investigated farmers’ perception of the effects of climate change on rice production in Nasarawa State, Nigeria. Multi-stage sampling technique was used in selecting a total of 248 rice farmers from the study area. Data for the study were collected through the use of interview schedule. The data were analysed using both descriptive and inferential statistics. Results showed that majority (71.8%) of the respondents were married and the mean age of the respondents was 44.54 years. The results also showed that most adapted strategies for mitigating the effects of climate change on rice production were change of planting and harvesting date (67.7%), movement to another site (63.7%) and increased or reduced land size (58.5%). Relationship between the roles of extension agents in mitigating climate change effects on rice production and farmers’ perception were significant as revealed Chi-Square analysis from the study ; Dissemination of information ( = 2.16, P < 0.05) and use of demonstration methods ( = 2.15, P < 0.05). Poisson regression analysis revealed that educational status, farm size, experience and yield had significant relationship with the perception of the effects of climate change at 0.01 significance level while household size was as well significant at 0.05. It is recommended that some of the adaptive strategies and practices for mitigating the effects of climate change in rice production should be improved, while the extension outfits should be strengthened to ensure adequate dissemination of relevant information on climate change with a view to mitigate its effects on rice production. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=perception" title="perception">perception</a>, <a href="https://publications.waset.org/abstracts/search?q=rice%20farmers" title=" rice farmers"> rice farmers</a>, <a href="https://publications.waset.org/abstracts/search?q=climate%20change" title=" climate change"> climate change</a>, <a href="https://publications.waset.org/abstracts/search?q=mitigation" title=" mitigation"> mitigation</a>, <a href="https://publications.waset.org/abstracts/search?q=adaptive%20strategies" title=" adaptive strategies"> adaptive strategies</a> </p> <a href="https://publications.waset.org/abstracts/24876/farmers-perception-of-the-effects-of-climate-change-on-rice-production-in-nasarawa-state-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24876.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">357</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8341</span> Managing Organizational Change for a Transformation Project: The Billing and Customer Relationship Management Journey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sharifah%20I.%20N.%20A.%20Syed%20Azmi">Sharifah I. N. A. Syed Azmi</a>, <a href="https://publications.waset.org/abstracts/search?q=Nazarina%20Mohd%20Nasir"> Nazarina Mohd Nasir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Billing & Customer Relationship Management (BCRM) project is an important enabler towards realizing customer experience transformation. It involves technological shifts for future scalability, revision of multiple business processes and adoption of change by the users and impacted employees. This massive transition, if not managed properly, may result in the decline of business performance due to productivity drop. Organizational change management is an essential element in BCRM project implementation to ensure the system is well understood and embraced by all stakeholders. In order to move impacted employees from unaware state or denial mode to full-acceptance mindset and committing themselves in using the new system, their involvement in the whole change process starting from the initial stage is imperative. Through the BCRM Change Management Plan, a holistic approach was taken whereby the strategy and program for five key components namely executive sponsorship, continuous communication, process change readiness, organizational readiness and individual readiness were all carefully established. Roles of the project sponsor, change agents, change ambassadors and community of practice (CoP) were clearly defined in gaining high commitment and support across the entire organization. Continuous communication and engagement initiatives throughout project implementation have been carried out to reach all stakeholders. The business readiness was constantly monitored and assessed including effectiveness of end-user training, thorough review of process documentation and completion of roles realignment exercise. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=BCRM" title="BCRM">BCRM</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=transformation%20project" title=" transformation project"> transformation project</a> </p> <a href="https://publications.waset.org/abstracts/89144/managing-organizational-change-for-a-transformation-project-the-billing-and-customer-relationship-management-journey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89144.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">141</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8340</span> Dewatering Agents for Granular Bauxite</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bruno%20Diniz%20Fecchio">Bruno Diniz Fecchio</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Operations have been demanding increasingly challenging operational targets for the dewatering process, requiring lower humidity for concentrates. Chemical dewatering agents are able to improve solid/liquid separation processes, allowing operations to deal with increased complexity caused by either mineralogical changes or seasonal events that present operations with challenging moisture requirements for transportation and downstream steps. These chemicals reduce water retention by reducing the capillary pressure of the mineral and contributing to improved water drainage. This current study addresses the reagent effects on pile dewatering for Bauxite. Such chemicals were able to decrease the moisture of granulated Bauxite (particle size of 5 – 50 mm). The results of the laboratory scale tests and industrial trials presented the obtention of up to 11% relative moisture reduction, which reinforced the strong interaction between dewatering agents and the particle surface of granulated Bauxite. The evaluated dewatering agents, however, did not present any negative impact on these operations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bauxite" title="bauxite">bauxite</a>, <a href="https://publications.waset.org/abstracts/search?q=dewatering%20agents" title=" dewatering agents"> dewatering agents</a>, <a href="https://publications.waset.org/abstracts/search?q=pile%20dewatering" title=" pile dewatering"> pile dewatering</a>, <a href="https://publications.waset.org/abstracts/search?q=moisture%20reduction" title=" moisture reduction"> moisture reduction</a> </p> <a href="https://publications.waset.org/abstracts/162764/dewatering-agents-for-granular-bauxite" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162764.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">79</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8339</span> Framework for Developing Change Team to Maximize Change Initiative Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Z.%20Ansari">Mohammad Z. Ansari</a>, <a href="https://publications.waset.org/abstracts/search?q=Lisa%20Brodie"> Lisa Brodie</a>, <a href="https://publications.waset.org/abstracts/search?q=Marilyn%20Goh"> Marilyn Goh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Change facilitators are individuals who utilize change philosophy to make a positive change to organizations. The application of change facilitators can be seen in various change models; Lewin, Lippitt, etc. The facilitators within numerous change models are considered as internal/external consultants. Whilst most of the scholarly paper considers change facilitation as a consensus attempt to improve organization, there is a lack of a framework that develops both the organization and the change facilitator creating a self-sustaining change environment. This research paper introduces the development of the framework for change Leaders, Planners, and Executers (LPE), aiming at various organizational levels (Process, Departmental, and Organisational). The LPE framework is derived by exploring interrelated characteristics between facilitator(s) and the organization through qualitative research for understanding change management techniques and facilitator(s) behavioral aspect from existing Change Management models and Organisation behavior works of literature. The introduced framework assists in highlighting and identify the most appropriate change team to successfully deliver the change initiative within any organization (s). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20initiative" title="change initiative">change initiative</a>, <a href="https://publications.waset.org/abstracts/search?q=LPE%20framework" title=" LPE framework"> LPE framework</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20facilitator%28s%29" title=" change facilitator(s)"> change facilitator(s)</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20change" title=" sustainable change"> sustainable change</a> </p> <a href="https://publications.waset.org/abstracts/126523/framework-for-developing-change-team-to-maximize-change-initiative-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/126523.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">196</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8338</span> Extending BDI Multiagent Systems with Agent Norms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Francisco%20Jos%C3%A9%20Pl%C3%A1cido%20da%20Cunha">Francisco José Plácido da Cunha</a>, <a href="https://publications.waset.org/abstracts/search?q=Tassio%20Ferenzini%20Martins%20Sirqueira"> Tassio Ferenzini Martins Sirqueira</a>, <a href="https://publications.waset.org/abstracts/search?q=Marx%20Leles%20Viana"> Marx Leles Viana</a>, <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Jos%C3%A9%20Pereira%20de%20Lucena">Carlos José Pereira de Lucena</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Open Multiagent Systems (MASs) are societies in which heterogeneous and independently designed entities (agents) work towards similar, or different ends. Software agents are autonomous and the diversity of interests among different members living in the same society is a fact. In order to deal with this autonomy, these open systems use mechanisms of social control (norms) to ensure a desirable social order. This paper considers the following types of norms: (i) obligation — agents must accomplish a specific outcome; (ii) permission — agents may act in a particular way, and (iii) prohibition — agents must not act in a specific way. All of these characteristics mean to encourage the fulfillment of norms through rewards and to discourage norm violation by pointing out the punishments. Once the software agent decides that its priority is the satisfaction of its own desires and goals, each agent must evaluate the effects associated to the fulfillment of one or more norms before choosing which one should be fulfilled. The same applies when agents decide to violate a norm. This paper also introduces a framework for the development of MASs that provide support mechanisms to the agent’s decision-making, using norm-based reasoning. The applicability and validation of this approach is demonstrated applying a traffic intersection scenario. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=BDI%20agent" title="BDI agent">BDI agent</a>, <a href="https://publications.waset.org/abstracts/search?q=BDI4JADE%20framework" title=" BDI4JADE framework"> BDI4JADE framework</a>, <a href="https://publications.waset.org/abstracts/search?q=multiagent%20systems" title=" multiagent systems"> multiagent systems</a>, <a href="https://publications.waset.org/abstracts/search?q=normative%20agents" title=" normative agents"> normative agents</a> </p> <a href="https://publications.waset.org/abstracts/85259/extending-bdi-multiagent-systems-with-agent-norms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85259.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">231</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8337</span> Development of Thermo-Regulating Fabric Using Microcapsules of Phase Change Material</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=D.%20Benmoussa">D. Benmoussa</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20Hannache"> H. Hannache</a>, <a href="https://publications.waset.org/abstracts/search?q=O.%20Cherkaoui"> O. Cherkaoui</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In textiles, the major interest in microencapsulation is currently in the application of durable fragrances, skin softeners, phase-change materials, antimicrobial agents and drug delivery systems onto textile materials. In our research “Polyethylene Glycol” was applied as phase change material and it was encapsulated in polymethacrylic acid (PMA) by radical polymerization in suspension of methacrylic acid in presence of N,N'-methylenebisacrylamide (MBAM) as crosslinking agent. Thereafter the obtained microcapsule was modified by amidation with ethylenediamine as a spacer molecule. At the end of this spacer trichlorotriazine reactive group was fixed. Microcapsules were grafted onto cotton textile substrate. The surface morphologies of the microencapsulated phase change materials (micro PCMs) were studied by scanning electron microscopy (SEM). Thermal properties, thermal reliabilities and thermal stabilities of the as-prepared micro PCMs were investigated by differential scanning calorimetry (DSC) and thermogravmetric analysis (TGA). The results obtained show the obtaining microcapsules with a mean diameter of 10 µm and the resistance of the microcapsules is demonstrated by thermal analysis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=energy%20storage" title="energy storage">energy storage</a>, <a href="https://publications.waset.org/abstracts/search?q=microencapsulation" title=" microencapsulation"> microencapsulation</a>, <a href="https://publications.waset.org/abstracts/search?q=phase-change%20materials" title=" phase-change materials"> phase-change materials</a>, <a href="https://publications.waset.org/abstracts/search?q=thermogravmetric%20analysis%20%28TGA%29" title=" thermogravmetric analysis (TGA)"> thermogravmetric analysis (TGA)</a> </p> <a href="https://publications.waset.org/abstracts/25467/development-of-thermo-regulating-fabric-using-microcapsules-of-phase-change-material" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25467.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">675</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8336</span> The Implementation of the Multi-Agent Classification System (MACS) in Compliance with FIPA Specifications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20R.%20Mhereeg">Mohamed R. Mhereeg</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper discusses the implementation of the MultiAgent classification System (MACS) and utilizing it to provide an automated and accurate classification of end users developing applications in the spreadsheet domain. However, different technologies have been brought together to build MACS. The strength of the system is the integration of the agent technology with the FIPA specifications together with other technologies, which are the .NET widows service based agents, the Windows Communication Foundation (WCF) services, the Service Oriented Architecture (SOA), and Oracle Data Mining (ODM). Microsoft's .NET windows service based agents were utilized to develop the monitoring agents of MACS, the .NET WCF services together with SOA approach allowed the distribution and communication between agents over the WWW. The Monitoring Agents (MAs) were configured to execute automatically to monitor excel spreadsheets development activities by content. Data gathered by the Monitoring Agents from various resources over a period of time was collected and filtered by a Database Updater Agent (DUA) residing in the .NET client application of the system. This agent then transfers and stores the data in Oracle server database via Oracle stored procedures for further processing that leads to the classification of the end user developers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=MACS" title="MACS">MACS</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-agent" title=" multi-agent"> multi-agent</a>, <a href="https://publications.waset.org/abstracts/search?q=SOA" title=" SOA"> SOA</a>, <a href="https://publications.waset.org/abstracts/search?q=autonomous" title=" autonomous"> autonomous</a>, <a href="https://publications.waset.org/abstracts/search?q=WCF" title=" WCF"> WCF</a> </p> <a href="https://publications.waset.org/abstracts/2528/the-implementation-of-the-multi-agent-classification-system-macs-in-compliance-with-fipa-specifications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2528.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">274</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8335</span> Assessment of the Neuroprotective Effect of Oral Hypoglycemic Agents in Patients with Acute Ischemic Stroke</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Alhusban">A. Alhusban</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Alqawasmeh"> M. Alqawasmeh</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20Alfawares"> F. Alfawares</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: Diabetes is a chronic health problem and a major risk factor of stroke. A number of therapeutic modalities exist for diabetes management. It’s still unknown whether the different oral hypoglycemic agents would ameliorate the detrimental effect of diabetes on stroke severity. The objective of this work is to assess the effect of pretreatment with oral hypoglycemic agents, insulin and their combination on stroke severity at presentation. Patients and Methods: Patients admitted to the King Abdullah University Hospital (KAUH)-Jordan with ischemic stroke between January 2015 and December 2016 were evaluated and their comorbid diseases, treatment on admission and their neurologic severity was assessed using the National Institute of Health Stroke Scale (NIHSS) were documented. Stroke severity was compared for non-diabetic patients and diabetic patients treated with different antidiabetic agents. Results: Data from 324 patients with acute stroke was documented. The median age of participants was 69 years. Diabetes was documented in about 50% of the patients. Multinomial regression analysis identified diabetes treatment status as an independent predictor of neurological severity of stroke (p=0.032). Patients treated with oral hypoglycemic agents had a significantly lower NIHSS as compared to nondiabetic patients and insulin treated patients (p < 0.02). The positive effect of oral hypoglycemic agents was blunted by insulin co-treatment. Insulin did not alter the severity of stroke as compared to non-diabetics. Conclusion: Oral hypoglycemic agents may reduce the severity of neurologic deficit of ischemic stroke and may have neuroprotective effect. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=diabetes" title="diabetes">diabetes</a>, <a href="https://publications.waset.org/abstracts/search?q=stroke" title=" stroke"> stroke</a>, <a href="https://publications.waset.org/abstracts/search?q=neuroprotection" title=" neuroprotection"> neuroprotection</a>, <a href="https://publications.waset.org/abstracts/search?q=oral%20hypoglycemic%20agents" title=" oral hypoglycemic agents"> oral hypoglycemic agents</a> </p> <a href="https://publications.waset.org/abstracts/100618/assessment-of-the-neuroprotective-effect-of-oral-hypoglycemic-agents-in-patients-with-acute-ischemic-stroke" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100618.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">164</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8334</span> The Effect of Transformational Leadership and Change Self-Efficacy on Employees' Commitment to Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Denvi%20Giovanita">Denvi Giovanita</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20H.%20Mangundjaya"> Wustari L. H. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The pace of globalization and technological development make changes inevitable to organizations. However, organizational change is not easy to implement and is prone to failure. One of the reasons of change failure is due to lack of employees’ commitment to change. There are many variables that can influence employees’ commitment to change. The influencing factors can be sourced from the organization or individuals themselves. This study focuses on the affective form of commitment to change. The objective of this study is to identify the effect of transformational leadership (organizational factor) and employees’ change self-efficacy (individual factor) on affective commitment to change. The respondents of this study were employees who work in organizations that are or have faced organizational change. The data were collected using Affective Commitment to Change, Change Self-Efficacy, and Transformational Leadership Inventory. The data were analyzed using regression. The result showed that both transformational leadership and change self-efficacy have a positive and significant impact on affective commitment to change. The implication of the study can be used for practitioners to enhance the success of organizational change, by developing transformational leadership on the leaders and change self-efficacy on the employees in order to create a high affective commitment to change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment%20to%20change" title="affective commitment to change">affective commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20self-efficacy" title=" change self-efficacy"> change self-efficacy</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/69121/the-effect-of-transformational-leadership-and-change-self-efficacy-on-employees-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69121.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">384</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8333</span> The Effect of Psychological Capital and Psychological Empowerment on Employees' Commitment to Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muthmainah%20Mufidah">Muthmainah Mufidah</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20H.%20Mangundjaya"> Wustari L. H. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations nowadays have to change and adjust themselves to the changing external environment in order to survive the globalization era. However, not all the organizational change had been succeeded. Commitment to change is one important factor why the change process often failed. Even so, this commitment to change cannot be separated with the individual’s characteristic. The aim of this study is to identify the role of psychological capital and psychological empowerment as the individual’s positive characteristic on commitment to change. This research was conducted on Indonesian employees who have or are currently experiencing a change in their organization. Data was collected using Commitment to Change Inventory, Psychological Empowerment Questionnaire, and Psychological Capital Questionnaire. The results showed that both psychological capital and psychological empowerment have a positive and significant influence on commitment to change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title="commitment to change">commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital" title=" psychological capital"> psychological capital</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20empowerment" title=" psychological empowerment"> psychological empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a> </p> <a href="https://publications.waset.org/abstracts/69127/the-effect-of-psychological-capital-and-psychological-empowerment-on-employees-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69127.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8332</span> An Approach to Secure Mobile Agent Communication in Multi-Agent Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Olumide%20Simeon%20Ogunnusi">Olumide Simeon Ogunnusi</a>, <a href="https://publications.waset.org/abstracts/search?q=Shukor%20Abd%20Razak"> Shukor Abd Razak</a>, <a href="https://publications.waset.org/abstracts/search?q=Michael%20Kolade%20Adu"> Michael Kolade Adu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Inter-agent communication manager facilitates communication among mobile agents via message passing mechanism. Until now, all Foundation for Intelligent Physical Agents (FIPA) compliant agent systems are capable of exchanging messages following the standard format of sending and receiving messages. Previous works tend to secure messages to be exchanged among a community of collaborative agents commissioned to perform specific tasks using cryptosystems. However, the approach is characterized by computational complexity due to the encryption and decryption processes required at the two ends. The proposed approach to secure agent communication allows only agents that are created by the host agent server to communicate via the agent communication channel provided by the host agent platform. These agents are assumed to be harmless. Therefore, to secure communication of legitimate agents from intrusion by external agents, a 2-phase policy enforcement system was developed. The first phase constrains the external agent to run only on the network server while the second phase confines the activities of the external agent to its execution environment. To implement the proposed policy, a controller agent was charged with the task of screening any external agent entering the local area network and preventing it from migrating to the agent execution host where the legitimate agents are running. On arrival of the external agent at the host network server, an introspector agent was charged to monitor and restrain its activities. This approach secures legitimate agent communication from Man-in-the Middle and Replay attacks. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agent%20communication" title="agent communication">agent communication</a>, <a href="https://publications.waset.org/abstracts/search?q=introspective%20agent" title=" introspective agent"> introspective agent</a>, <a href="https://publications.waset.org/abstracts/search?q=isolation%20of%20agent" title=" isolation of agent"> isolation of agent</a>, <a href="https://publications.waset.org/abstracts/search?q=policy%20enforcement%20system" title=" policy enforcement system"> policy enforcement system</a> </p> <a href="https://publications.waset.org/abstracts/75444/an-approach-to-secure-mobile-agent-communication-in-multi-agent-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75444.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8331</span> Biomedical Countermeasures to Category a Biological Agents</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Laura%20Cochrane">Laura Cochrane</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The United States Centers for Disease Control and Prevention has established three categories of biological agents based on their ease of spread and the severity of the disease they cause. Category A biological agents are the highest priority because of their high degree of morbidity and mortality, ease of dissemination, the potential to cause social disruption and panic, special requirements for public health preparedness, and past use as a biological weapon. Despite the threat of Category A biological agents, opportunities for medical intervention exist. This work summarizes public information, consolidated and reviewed across the situational usefulness and disease awareness to offer discussion to three specific Category A agents: anthrax (Bacillus anthracis), botulism (Clostridium botulinum toxin), and smallpox (variola major), and provides an overview on the management of medical countermeasures available to treat these three (3) different types of pathogens. The medical countermeasures are discussed in the setting of pre-exposure prophylaxis, post-exposure prophylaxis, and therapeutic treatments to provide a framework for requirements in public health preparedness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=anthrax" title="anthrax">anthrax</a>, <a href="https://publications.waset.org/abstracts/search?q=botulism" title=" botulism"> botulism</a>, <a href="https://publications.waset.org/abstracts/search?q=smallpox" title=" smallpox"> smallpox</a>, <a href="https://publications.waset.org/abstracts/search?q=medical%20countermeasures" title=" medical countermeasures"> medical countermeasures</a> </p> <a href="https://publications.waset.org/abstracts/146987/biomedical-countermeasures-to-category-a-biological-agents" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146987.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">76</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8330</span> When Change Is the Only Constant: The Impact of Change Frequency and Diversity on Change Appraisal</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Danika%20Pieters">Danika Pieters</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to changing societal and economic demands, organizational change has become increasingly prevalent in work life. While a long time change research has focused on the effects of single discrete change events on different employee outcomes such as job satisfaction and organizational commitment, a nascent research stream has begun to look into the potential cumulative effects of change in the context of continuous intense reforms. This case study of a large Belgian public organization aims to add to this growing literature by examining how the frequency and diversity of past changes impact employees’ appraisals of a newly introduced change. Twelve hundred survey results were analyzed using standard ordinary least squares regression. Results showed a correlation between high past change frequency and diversity and a negative appraisal of the new change. Implications for practitioners and future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20frequency" title="change frequency">change frequency</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20diversity" title=" change diversity"> change diversity</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20changes" title=" organizational changes"> organizational changes</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20appraisal" title=" change appraisal"> change appraisal</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20evaluation" title=" change evaluation"> change evaluation</a> </p> <a href="https://publications.waset.org/abstracts/147976/when-change-is-the-only-constant-the-impact-of-change-frequency-and-diversity-on-change-appraisal" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147976.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">135</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=change%20agents&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=change%20agents&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=change%20agents&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=change%20agents&page=5">5</a></li> <li class="page-item"><a class="page-link" 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