Oleg Michailovich and Allen Tannenbaum
This paper seeks to develop a reliable and computationally efficient method for estimating and predicting large‐amplitude optical flows via taking into consideration their…
Abstract
Purpose
This paper seeks to develop a reliable and computationally efficient method for estimating and predicting large‐amplitude optical flows via taking into consideration their coherence along the time dimension.
Design/methodology/approach
Although the differential‐based techniques for estimating optical flows have long been in wide use owing to the relative simplicity of their mathematical description, their applicability is known to be limited to the situations, when the optical flow has a relatively small norm. In order to extend such method to deal with large‐amplitude optical flows, it is proposed to model the optical flow as a composition of its time‐delayed version and a complementary optical flow. The former is used to predict the current optical flow and, subsequently, to warp forward the preceding image of the tracking sequence, while the latter accounts for the residual displacements that are estimated using Kalman filtering based on the “small norm” assumption.
Findings
The study shows that taking into consideration the temporal coherence of optical flows results in considerable improvement in the quality of their estimation in the case when the amplitude of the optical flow is relatively large and, hence, the “small norm” assumption is not applicable.
Research limitations/implications
In the present work, the algorithm is formulated under the assumption that the optical flow is affine. This assumption may be restrictive in practice. Consequently, an important direction to extend this work is to consider more general classes of optical flows.
Originality/value
The main contribution of the present study is the use of multigrid methods and a projection scheme to relate the state equation to the apparent image motion.
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Roni Reiter-Palmon, Salvatore Leone, Vignesh Murugavel and Joseph A. Allen
Debriefs are a type of workplace meeting that often use after events and critical incidents. Debriefs are used to review performance, promote shared learning and understanding…
Abstract
Debriefs are a type of workplace meeting that often use after events and critical incidents. Debriefs are used to review performance, promote shared learning and understanding, and improve future team performance. Similarly, reflexivity refers to the extent to which team members reflect upon and openly discuss group processes, procedures, and actions to improve future team performance. In this chapter, the authors review the separate literatures and explore the relationship between debriefs and reflexivity. While the debrief literature does focus on aspects of reflection, what occurs between the aspects of reflection, planning, and action is left unexplored. The concept of reflexivity fits well with the successful use of debriefs, as reflexivity ensures that reflection results in outcomes and moves beyond just an overview or discussion during debriefing. Additionally, important constructs such as psychological safety and sensemaking are relevant to both debriefs and reflexivity such that open and honest discussion as well as developing shared understanding are necessary for effective debriefing and reflection. Using the constructs of psychological safety and sensemaking, the authors propose a model that situates both reflexivity and effective debriefs in the context of team learning. This model integrates team reflexivity with team debriefs, provides a better understanding of how teams can carry out more effective debriefs, and explains how more effective debriefing and greater team reflexivity lead to enhanced learning and improvement in team performance.
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Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to…
Abstract
Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.
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Christopher H. Thomas, Foster Roberts, Milorad M. Novicevic, Anthony P. Ammeter and Dragan Loncar
In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by…
Abstract
In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.
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Understanding patterns identified in research on emergency teams (ETs) may not only enrich applied understanding of coordinated emergency response but also broader theory about…
Abstract
Understanding patterns identified in research on emergency teams (ETs) may not only enrich applied understanding of coordinated emergency response but also broader theory about communication and the adaptive potential of groups and teams more generally. This chapter establishes the theoretical significance of ETs, especially for scholarship wishing to acknowledge and account for their embeddedness in organizations and institutions. Further, it describes what has been learned from ET research with regard to the impact of stress, the management of emergent ambiguity, and the role of communication in postincident learning and continuous improvement.
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Ramnath Dixit and Vinita Sinha
This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of…
Abstract
This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of the current business environment, training and development has become an indispensable function in global organizations. Building an effective human capital that contributes to continual organizational growth has become the established norm to survive in a competitive business landscape. However, the training and development function is often rendered ineffective, on account of various bottlenecks existing in the organization. Addressing these bottlenecks is quintessential in ensuring the creation of a performance-driven human capital. The goal of this chapter is to draw attention to the training impediments that hinder organizational growth and to diagnose the underlying causes for the same. This chapter concludes with recommendations that organizational decision-makers can leverage in their quest to strengthen the human capital, by utilizing their training and development infrastructure optimally.
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Sununta Siengthai, Patarakhuan Pila-Ngarm and Monthon Sorakraikitikul
This exploratory study investigates how mentoring is perceived and undertaken by the concerned parties, namely, mentor and protégé, and organizations in the context of Thailand.A…
Abstract
This exploratory study investigates how mentoring is perceived and undertaken by the concerned parties, namely, mentor and protégé, and organizations in the context of Thailand.
A qualitative approach using dyadic case studies (of manager and subordinates) was taken to reflect whether mentoring is formally established in Thai business organizations, what benefits are experienced by mentors and mentees (protégés) and how the Thai business organizations can fully benefit from mentoring system. Based on the sample case studies, it is found that mentoring is perceived as teaching and advising how to perform a job well and mainly by one's supervisor. Factors that influence the effectiveness of mentoring system include clear organizational policies, HRM practices (i.e. orientation, training and development, performance appraisal, rewards, etc.), mentoring evaluation, trust and integrity and perceived risk.
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Allen Shorey, Lauren H. Moran, Christopher W. Wiese and C. Shawn Burke
Over the past two decades, the study of team resilience has evolved from focusing primarily on team performance to recognizing its importance in various aspects of team…
Abstract
Over the past two decades, the study of team resilience has evolved from focusing primarily on team performance to recognizing its importance in various aspects of team functioning, including psychological health, teamwork, and overall Well-Being. This evolution underscores the need for a broader, more inclusive understanding of team resilience, advocating for a shift from a narrow performance-centric view to a holistic perspective that encompasses the multifaceted impact of resilience on teams.
In advocating for this holistic perspective, this chapter reviews the extant literature, highlighting that resilience is not merely about sustaining performance but also about fostering a supportive, adaptive, and psychologically safe environment for team members. Significant areas for further exploration, including the nuanced nature of adversities teams face, the processes underpinning resilient behaviors, and the broad spectrum of outcomes resilience can influence beyond task performance are also discussed.
The chapter serves as a call to action for a more inclusive examination of how resilience manifests and benefits teams in organizational settings. The proposed shift in perspective aims to deepen understanding of team resilience, promoting strategies for building resilient teams that thrive not only in performance but in all aspects of their functioning.
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Jaewon Lee and J. Martin Corbett
To examine the mechanisms through which downsizing affects employees' affective commitment to the organization in two Korean banks.
Abstract
Purpose
To examine the mechanisms through which downsizing affects employees' affective commitment to the organization in two Korean banks.
Design/methodology/approach
A total of 910 questionnaires were completed by bank employees. Data was analysed using hierarchical regression and LISREL path analysis techniques. Twenty semi‐structured interviews were also conducted.
Findings
The results show that the more severe the extent of downsizing, the lower employees' affective commitment to the organization. Moreover, downsizing has an impact on employees' affective commitment to the organization through several of the daily work experiences of employees. Thus, downsizing affects employees' affective commitment to the organization both directly and indirectly. However, its indirect impact is much stronger.
Research limitations/implications
The research was conducted in Korea and may have limited generalizability to Western cultures.
Practical implications
Sympathetic management of downsizing can minimize the negative impact on the affective commitment of surviving employees.
Originality/value
This paper offers insights into organizational commitment in a (relatively under‐researched) Korean context.