LINGUISTICS: Trends in Modern Linguistics. Christine Morhmann, F. Norman, and Alf Sommer‐felt
In: American anthropologist: AA, Volume 67, Issue 2, p. 588-589
ISSN: 1548-1433
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In: American anthropologist: AA, Volume 67, Issue 2, p. 588-589
ISSN: 1548-1433
Digitizing public services is, at the moment, an essential necessity for numerous governments around the world. An improved government through digitization will not only have a growing effect on businesses, but it will also be able to intensify citizen engagement and push for economic growth. During the last 10 years more countries have progressively begun to provide digital services to their citizens. Therefore, in order to address this development, the purpose of this paper is to analyze the evolution of the digital government literature in order to describe the aspects of digital transformation in the public sector and how it is related to knowledge management. In this study the methodology is quantitative and it is based on a review and a survey made with the main goal being the estimation from several collected data on how the digital transformation process in the Public Administration takes place and what its relationship is with knowledge management. The review study is based on articles found on Scopus database and it addresses the role that digital government research plays in the theory and practice of knowledge management. In the survey study, 54 employees working for the services of the two governmental areas of the Portuguese Ministry of the Environment were surveyed. The results show that the research on the theme is still at an exploratory stage due to the lack of studies relating digital government to knowledge management effectiveness in the public sector. The results also show that the success of digital government seems to be related with the quality of the organizations' knowledge management, complementing each other for significant improvements in the public sector. In terms of originality, this study aims to contribute and stimulate data-driven discussions regarding the impacts of the digital transformation in the public sector and their relation with the implementation of knowledge management practices. The results offer insights into future research needs. ; info:eu-repo/semantics/publishedVersion
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Despite the myriad of possibilities and applications of additive manufacturing (AM) technology, knowledge about the social impacts of this technology is very scarce and very limited in some areas. This paper explores how factors generated by the development of AM technology may create social impacts, affecting the health and social well-being of people, quality of life, working conditions, and the creation of wealth. This paper presents the results of an exploratory multiple case study conducted among four Portuguese organizations that use AM technology, aiming to determine their perceptions regarding the social impacts of AM, its effects, and causes. The results confirm that AM technology is mainly seen to create positive impacts on health and safety (regarding physical hazards), on expectations for the future, on leisure and recreation, on low disruption with the local economy, on economic prosperity, on the professional status, and on innovative employment types. Nevertheless, a negative impact was also found on health and safety (concerning hazardous substances), as well as several mixed and null impacts. The main limitations of the research arise from the use of a case study methodology, since the results can be influenced by contextual factors, such as the size of the organizations in the sample, and/or social, cultural, technological, political, economic, and ecological factors. This study gives an up-to-date contribution to the topic of AM social impacts and social changes, an area which is still little-explored in the literature. ; info:eu-repo/semantics/publishedVersion
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Knowledge Management as a strategy to improve the quality of the institutional environment can be related to the coordination of activities that create, store and share knowledge. School Management has to deal with different tasks, such as planning, organization, leadership, guidance, monitoring and evaluation of all the processes necessary to ensure the promotion of students' learning and training. In this context, the Political–Pedagogical Project assists School Management, since it is an important document for the school organization, containing the school's identity as well as the plan to achieve the best teaching and learning process for the school community. In this sense, the objective of this research was to demonstrate how the Political–Pedagogical Project can promote Knowledge Management at the school level. The methodology used was exploratory and bibliographic research. The results obtained in this paper show that the Political–Pedagogical Project strengthens School Management when it is supported by Knowledge Management, considering that there is an improvement in the promotion of the quality of the organizational environment, as well as the elucidation of effective learning for teachers and students through democratic management. ; info:eu-repo/semantics/publishedVersion
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Background: The COVID-19 pandemic has disrupted routine hospital services globally. This study estimated the total number of adult elective operations that would be cancelled worldwide during the 12 weeks of peak disruption due to COVID-19. Methods: A global expert response study was conducted to elicit projections for the proportion of elective surgery that would be cancelled or postponed during the 12 weeks of peak disruption. A Bayesian β-regression model was used to estimate 12-week cancellation rates for 190 countries. Elective surgical case-mix data, stratified by specialty and indication (surgery for cancer versus benign disease), were determined. This case mix was applied to country-level surgical volumes. The 12-week cancellation rates were then applied to these figures to calculate the total number of cancelled operations. Results: The best estimate was that 28 404 603 operations would be cancelled or postponed during the peak 12 weeks of disruption due to COVID-19 (2 367 050 operations per week). Most would be operations for benign disease (90·2 per cent, 25 638 922 of 28 404 603). The overall 12-week cancellation rate would be 72·3 per cent. Globally, 81·7 per cent of operations for benign conditions (25 638 922 of 31 378 062), 37·7 per cent of cancer operations (2 324 070 of 6 162 311) and 25·4 per cent of elective caesarean sections (441 611 of 1 735 483) would be cancelled or postponed. If countries increased their normal surgical volume by 20 per cent after the pandemic, it would take a median of 45 weeks to clear the backlog of operations resulting from COVID-19 disruption. Conclusion: A very large number of operations will be cancelled or postponed owing to disruption caused by COVID-19. Governments should mitigate against this major burden on patients by developing recovery plans and implementing strategies to restore surgical activity safely.
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