Laszlo Hetey, Eddy Neefs, Ian Thomas, Joe Zender, Ann-Carine Vandaele, Sophie Berkenbosch, Bojan Ristic, Sabrina Bonnewijn, Sofie Delanoye, Mark Leese, Jon Mason and Manish Patel
This paper aims to describe the development of a knowledge management system (KMS) for the Nadir and Occultation for Mars Discovery (NOMAD) instrument on board the ESA/Roscosmos…
Abstract
Purpose
This paper aims to describe the development of a knowledge management system (KMS) for the Nadir and Occultation for Mars Discovery (NOMAD) instrument on board the ESA/Roscosmos 2016 ExoMars Trace Gas Orbiter (TGO) spacecraft. The KMS collects knowledge acquired during the engineering process that involved over 30 project partners. In addition to the documentation and technical data (explicit knowledge), a dedicated effort was made to collect the gained experience (tacit knowledge) that is crucial for the operational phase of the TGO mission and also for future projects. The system is now in service and provides valuable information for the scientists and engineers working with NOMAD.
Design/methodology/approach
The NOMAD KMS was built around six areas: official documentation, technical specifications and test results, lessons learned, management data (proposals, deliverables, progress reports and minutes of meetings), picture files and movie files. Today, the KMS contains 110 GB of data spread over 11,000 documents and more than 13,000 media files. A computer-aided design (CAD) library contains a model of the full instrument as well as exported sub-parts in different formats. A context search engine for both documents and media files was implemented.
Findings
The conceived KMS design is basic, flexible and very robust. It can be adapted to future projects of a similar size.
Practical implications
The paper provides practical guidelines on how to retain the knowledge from a larger aerospace project. The KMS tool presented here works offline, requires no maintenance and conforms to data protection standards.
Originality/value
This paper shows how knowledge management requirements for space missions can be fulfilled. The paper demonstrates how to transform the large collection of project data into a useful tool and how to address usability aspects.
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Nicholas Martinez, Matthew J. Sowcik and James Charles Bunch
Socially responsible leadership (SRL) is a “purposeful, collaborative, values-based process that results in positive social change” (Komives, Wagner, & Associates, 2009, p…
Abstract
Socially responsible leadership (SRL) is a “purposeful, collaborative, values-based process that results in positive social change” (Komives, Wagner, & Associates, 2009, p. xii).This approach to leadership focuses on creating leaders that are capable of tackling the predicted wicked problems the world will face in the next few decades. As the number of leadership education programs continue to grow throughout higher education, it is important to assess the impact leadership education and co-curricular programs are having on students. Utilizing the Multi- Institutional Study of Leadership, this study aimed to better understand whether higher education leadership development, community service and study abroad programs are successfully developing students with self- perceived socially responsible leadership.
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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and…
Abstract
The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.
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Safoora Pitsi, Jon Billsberry and Mary Barrett
This paper contributes to leadership categorization theory by advocating a new method to surface people's implicit leadership theories. The purpose of this new approach is to…
Abstract
Purpose
This paper contributes to leadership categorization theory by advocating a new method to surface people's implicit leadership theories. The purpose of this new approach is to simultaneously capture individual difference in how they conceptualize leadership but within a common framework to allow for comparison of within- and between-person effects.
Design/methodology/approach
The authors conduct a narrative review of the implicit leadership theory, leadership categorization theory, cognitive mapping and verbal protocol literature with the purpose of surfacing a research method that will overcome the problems of over-simplification and over-individualization in existing methods.
Findings
The authors argue that using a combination of cognitive mapping and verbal protocols can capture the idiosyncrasies of individual lay theories of leadership while retaining the ability to compare people's responses through a common framework. The authors provide an example of how this method can be used to elicit people's perceptions of one aspect of implicit leadership theories, intelligence.
Research limitations/implications
This new method will provide a methodology to test the subset propositions advocated by leadership categorization theory. These include the idea that subordinate level implicit leadership theories contain a subset of attributes found in the basic-level implicit leadership theories, that there is attribute integrity in superordinate implicit leadership theories through the levels, and the idea that people define leadership differently depending on the context they are observing.
Originality/value
Whereas previous approaches to surfacing people's implicit leadership theories either heavily constrain their responses with a predetermined generic suite of attributes or are totally open-ended and idiosyncratic, the authors advocate an approach that combines the best of both.