Browsing by Subject "Societies and institutions"

Now showing 1 - 7 of 7

Open Access
The best way to unblock the pipeline in CS is by getting everyone to code in schools. A debate
(ACM, 2016) Craig, A.; Lang, C.; Egan, M. A.; Ayfer, Reyyan
Many believe that the push to increase the number of skilled computer scientists must be a multi-pronged approach and be institutionalized at all levels of education. Some federal and local governments are requiring that all students become proficient in technical areas in primary and secondary schooling. Will the call for all schools to teach every student coding be the magic bullet that unblocks the computing pipeline? Is adding another core subject to an already crowded curricula the answer? Are schools ready? It is noted that there is no universal computer science/coding curriculum for teachers to follow, some teachers don't have the skills or the enthusiasm to do this, not all students can think logically so why try to force them? In the words of Einstein "Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid".
Open Access
Moderating effects of climate and external support on transformational leadership and technological innovation: An investigation in creative ventures in Turkey
(IEEE, 2006) Gümüsluoğlu, Lale T.; Ilsev, A.
The purpose of this study was to investigate the influence of transformational leadership on technological innovation at the organizational level. Specifically, it was proposed that transformational leadership would have a positive effect on organizational innovation. Furthermore, this effect was proposed to be moderated by an innovation-supporting climate and support received from external organizations. These relationships were tested on 163 R&D personnel and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. The results confirmed the positive impact of transformational leadership on organizational innovation, which was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Furthermore, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. The moderating effect of an innovation-supporting climate was not significant. Managerial implications as well as policy recommendations are provided, for micro and small-sized enterprises in particular. (c) 2006 PICMET.
Open Access
New product success: is it really controllable by managers in highly turbulent environments?
(Wiley-Blackwell Publishing, 2008) Droge, C.; Calantone, R.; Harmancioglu, N.
This research proposes and tests a model of direct and indirect effects linking four antecedents to new product success: (1) a proactive strategic orientation along with enabling (2) organic organizational structures should lead to more (3) innovativeness and (4) market intelligence. Innovativeness and market intelligence should in turn lead to greater new product success. The relationships among the four antecedents are not hypothesized to be moderated by environmental turbulence because their domain is intraorganizational. However, the relationships from intraorganizational constructs to new product success are hypothesized to be moderated by environmental turbulence because success depends in part on the environment in which the new product must compete. The model was tested using a sample composed of 202 small business units of manufacturers on the Fortune 500. The sample was heavily involved in new product development: Their average annual research and development budget was $360.4 million, and approximately 8.2% of sales came from products introduced in the last five years. A two-group structural equation model analysis supports the moderation model overall and reveals the pattern of direct, indirect, and total effects. The results show that innovativeness (but not market intelligence) directly predicts new product success when turbulence is high, whereas market intelligence (but not innovativeness) directly engenders new product success in low turbulence. Environmental turbulence also affects the total indirect impact of strategy proactiveness and organizational organicity on new product success. These indirect effects operate through innovativeness and market intelligence as complete mediators.
Open Access
Proceedings of SPIE-The International Society for Optical Engineering: Introduction
(SPIE, 2014) Boardman, A. D.; Johnson, N. P.; MacDonald, K. F.; Özbay, Ekmel
This PDF file contains the front matter associated with SPIE Proceedings Volume 9125, including the Title Page, Copyright information, Table of Contents, Introduction (if any), and Conference Committee listing.
Open Access
Transformational leadership and organizational innovation: the roles of internal and external support for innovation
(Wiley-Blackwell Publishing, 2009) Gumusluğlu, L.; Ilsev, A.
Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and small-sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies.
Open Access
Turkey: a report on computer graphics education
(Technews, 1996) Özgüç, B.
In a formal or an informal manner, computer graphics has been a field of research and education since the early 1970s in Turkey. The earlier examples of academic research work came from Istanbul Technical University and Middle East Technical University in Ankara. Istanbul Technical University research efforts were basically on computer-aided design, whereas at the Middle East Technical University, more theoretical computer graphics work has been carried on.Two examples can be given of early theoretical graphics work: A hidden line elimination algorithm by Ibrahim Canbulat, and an automated drafting algorithm by the author [2, 3]. To the best of my knowledge, the earliest official computer graphics course was offered at the Middle East Technical University in 1979. With the establishment of Bilkent University in Ankara, the first private university in Turkey, computer graphics became an official track of study, not only in computer engineering, but in fine arts as well.In this paper, we examine the current state of computer graphics education in Turkey under two main headings. First, the educational activities within the departments of computer science will be examined. Then, the educational activities within the schools of art and design will be looked at. In order to find out the educational activities at various universities, we have written to 52 departments at 40 universities. The information given in this report is based on the responses from these departments. Many departments at various schools offer technical drawing courses by the use of drafting software. These have not been classified as computer graphics courses.
Open Access
Understanding the tendency of software development teams to develop software over the cloud
(CEUR-WS, 2016) Çoban, S.; Uçar, Erkan; Chouseinoglou, Oumout; Sevgi, C.; Testik, Murat Caner
Today, Cloud Computing offers attractive and effective solutions for organizations which enable them to decrease IT costs, provide flexibility to ser-vices and make it easier to access IT services -Therefore enable faster market entries. For an organization that decides to make use of Cloud services, there are various factors to evaluate - similar to outsourcing. In this paper, we studied these factors through the literature and then we tried to understand the viewpoints of software developers regarding the existing and possible future usage of Cloud in software development processes. In this context, we prepared a questionnaire based on the findings in the literature and applied it to software development team members working in technoparks in Turkey. We used the dataset which is obtained from this questionnaire to observe the relationship between the tendency of using Cloud in software development processes and the factors effecting them. This research is performed as the first phase of a study with a larger scope, de-signed to forecast the Cloud needs of software developing organizations and it provides important findings. The questionnaire findings also describe the current demographics of software development organizations in Turkish technoparks to-gether with their perception of Cloud services.