OpenLLM-France/wikimedia huggingface dataset:
# Handbook of Management Scales/Perceived product commercial success
## Perceived product commercial success (alpha = 0.91)
### Description

A comprehensive set of measures is developed to assess an innovation’s locus, type, and characteristics. The measure described on this page is one of these measures. It is found that the concepts of competence destroying and competence enhancing are composed of two distinct constructs that, although correlated, separately characterize an innovation: new competence acquisition and competence enhancement/destruction. Scales are developed to measure these constructs and show that new competence acquisition and competence enhancing/destroying are different from other innovation characteristics including core/peripheral and incremental/radical, as well as architectural and generational innovation types.
Following the typical process of scale construction, the empirical analysis is divided into four stages:
* content face validity analysis with expert judges.
* scale puriﬁcation through exploratory and conﬁrmatory factor analysis.
* assessment of discriminant and convergent validity through analysis of covariance structures.
* nomological validity through the analysis of the effect of innovation characteristics on time to introduction and commercial success.

### Items

* INNOVATION was successfully implemented by UNIT.
* INNOVATION has been commercially successful for UNIT.
* INNOVATION has met UNIT’s expectations regarding the innovation’s impact on sales.

### Source

* Gatignon et al. (2002): A Structural Approach to Assessing Innovation: Construct Development of Innovation Locus, Type, and Characteristics. Management Science, Vol. 48, No. 9, pp. 1103–1122.
# Handbook of Management Scales/Organizational responsiveness
## Organizational responsiveness (alpha = 0.78; 0.80)
### Description

To measure the construct, the authors relied on scale items previously used by Kale et al. (2000), Kohli et al. (1993), and Mohr & Spekman (1994).

### Definition

Organizational responsiveness refers to a firm’s reaction to external entities and events occurring in its environment.

### Items

* The firm/partner trusts outsiders unless given a reason not to (e.g., willingly shares sensitive information, such as future product introductions, allowing other firms on customer sites). (0.62; 0.77)
* The firm/partner has an open approach to conflict resolution (e.g., disagreements are monitored, discussed openly, and resolved by the parties involved). (0.85; 0.83)
* The firm/partner is open minded and creative in its approach to problem solving (e.g., is flexible, explores its boundaries, differentiates its value proposition). (0.82; 0.82)
* The firm/partner is unpretentious and humble in its attitude to outsiders such as partners and suppliers. (0.70; 0.73)
* The firm/partner is agile (e.g., quick to respond to emerging situations, reach decisions, sign agreements, enter markets, launch products, and seize opportunities). (0.64; 0.74)

### Source

* Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479

### Comments

Some items might rather measure "trusting outsiders" or "openness".

### Related Scales

* Responsiveness
# Handbook of Management Scales/Output control
## Output control (alpha = 0.76/0.87)
### Items

* My pay increases and other tangible rewards depend on how my performance compares with goals.
* If my performance goals are not met, I will be asked to explain why.
* Performance evaluations of salespeople place primary weight on results.
* My pay increases and other tangible rewards depend on the degree to which I achieve specific goals set.
* My immediate supervisor monitors the extent to which I achieve my performance goals.

### Source

* Atuahene-Gima/Li (2002): When does trust matter? Antecedents and contingent effects of supervisee trust on performance in selling new products in China and the United States. Journal of Marketing, Vol. 66, No. 3, pp. 61-81. Adapted from Jaworski/MacInnis (1989).
# Handbook of Management Scales/Performance measurement system design for turbulence
## Performance measurement system (PMS) design for turbulence (alpha = 0.84; AVE = 0.65; CR = 0.85)
### Description

A new PMS design for turbulence scale was developed. Items were generated based on a review of the literature and discussed with researchers and practitioners.

### Definition

PMS design for turbulence is defined as “the degree to which the design of an organization’s PMS encompasses risk metrics to account for external turbulence and to monitor the potential impacts of this turbulence”.

### Items

Please rate the extent to the following items describe the PMS of your logistics organization:
* We use specific risk metrics to understand the impact of external turbulence on our business. (0.83)
* We use early warning indicators to anticipate and plan for fluctuations. (0.86)
* We measure market volatility in order to be able to react on time. (0.71)
Items were measured with a 7-point Likert scales ranging from “1 = not at all” to “7 = to a very great extent”.

### Source

* Bühler/Wallenburg/Wieland (2016): Accounting for External Turbulence of Logistics Organizations via Performance Measurement Systems. Supply Chain Management: An International Journal, Vol. 21, No. 6
# Handbook of Management Scales/Organizational memory
## Organizational memory (alpha = 0.87)
### Description

Systematic and thorough methodological techniques are used to develop an instrument to test, measure, and validate subprocesses of organizational learning. Five independent but interrelated subprocesses are identified and validated: information acquisition, information distribution, information interpretation, information integration, and organizational memory.

### Definition

Organizational memory is viewed as consisting of the mechanisms, functions, or actions organizations take to encode, store, and retrieve the lessons they have learned.

### Items

* We make strong efforts to preserve information. (0.63)
* We have effective mechanism to store information. (0.83)
* There is a formal data management function in the company. (0.67)
* Our company stores detailed information for guiding operations. (0.63)
* When employees need specific information, they know who will have it. (0.68)
* Company files and databases are available to provide needed information to do our work. (0.82)

### Source

* Flores et al. (2012): Organizational Learning: Subprocess Identification, Construct Validation, and an Empirical Test of Cultural Antecedents. Journal of Management, Vol. 38, No. 2, pp. 640-667.

### Related Scales

* Information acquisition
* Information distribution
* Information interpretation
* Information integration
# Handbook of Management Scales/Outsourcing intent
## Outsourcing intent (alpha = 0.91)
### Items

* We intend to use application service provider (ASP) in our firm.
* We will introduce ASP to our colleagues so that it can be used for the management of our IT infrastructure.
* When we buy new applications, we consider ASP as an alternative.
* We will explicitly pay attention to the possibilities that ASP provides for the management of our IT infrastructure.

### Source

* Verwaal et al. (2009): Value Creation and Value Claiming in Strategic Outsourcing Decisions: A Resource Contingency Perspective. Journal of Management, Vol. 35, No. 2, pp. 420-444.

### Related Scales

* General outsourcing
# Handbook of Management Scales/Performance
## Performance
### Items

Compared to your competitors, indicate your position on the following dimensions (significantly lower - significantly higher)
* Market share
* Sales growth

### Source

* Anand/Ward (2004): Fit, Flexibility and Performance in Manufacturing: Coping with Dynamic Environments. Production and Operations Management, Vol. 13, No. 4, pp. 369–385.

### Comments

Only two items were used, both of them being directed towards market-oriented aspects of performance only. In general, particular attention needs to be paid to the measurement of performance. A review of the operationalization of organizational performance by Richard et al. (2009) highlights the limited effectiveness of commonly accepted measurement practices. Their article is strongly recommended for reading: Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management, Vol. 35, Nr. 5, pp. 718-804.

## Performance (alpha = 0.83)
### Description

Supervisors were asked to complete a seven-item performance-rating measure based on a scale originally employed by Mott (1972). Previous research using this measure (e.g., Fulk/Wendler, 1982; Schriesheim, 1980) has suggested that it has good reliability and significant correlations with other performance indicators.

### Items

Two sample items are presented here. The other items can be found in Mott (1972).
* Productivity—quantity: Thinking of the various things which this person does for his/her job, how much is he/she producing (e.g., units produced, customers served, forms completed, pallets loaded, etc.)? (A = his/her production is very low, B = it is fairly low, C = it is neither high nor low, D = it is fairly high, and E = it is very high)
* Production—quality: How good would you say is the quality of the performance of this person? (A = his/her quality is poor, B = his/her quality is not good, C = fair quality, D = good quality, and E = excellent quality).

### Source

* Schriesheim et al. (1998): Delegation and leader-member exchange: Main effects, moderators, and measurement issues. Academy of Management Journal, Vol. 41, No. 3, pp. 298-318. Previously used in Mott (1972).

### Comments

Different performance aspects are measured. The measurement might be formative rather than reflective.

## Related Scales

* Comparative organizational performance
* Cost performance, delivery performance, flexibility performance, and quality performance
* Firm's financial performance over the past 5 years
* Organizational performance: liquidity, profitability, growth, stock market performance
# Handbook of Management Scales/Organizational resilience
## Organizational resilience (alpha = 0.83; AVE = 0.63; CR = 0.83)
### Description

A new scale was developed to measure organizational resilience. Statements from conceptual supply chain risk management research were used to generate items. Items were adapted to fit the context of the research and they were discussed with researchers and practitioners. They were further refined.

### Definition

Following Ponomarov & Holcomb (2009), organizational resilience can be described as “the capacity to adjust and maintain desirable functions under challenging or straining conditions” (p. 128).

### Items

Please rate the extent to the following items describe your logistics organization:
* Our logistics organization has a strong ability to cope with external risk or turbulence. (0.81)
* We are well prepared to sustain operations in a turbulent market environment and to recover quickly afterwards. (0.86)
* We have the capacity to adjust required functions under challenging or straining conditions. (0.70)
Items were measured with a 7-point Likert scales ranging from “1 = not at all” to “7 = to a very great extent”.

### Source

* Bühler/Wallenburg/Wieland (2016): Accounting for External Turbulence of Logistics Organizations via Performance Measurement Systems. Supply Chain Management: An International Journal, Vol. 21, No. 6

### Comments

This research was focused on logistics organizations. Therefore, items might need to be adapted.

### Related Scales

* Agility
* Firm resilience
* Robustness
# Handbook of Management Scales/Partner's value proposition
## Partner’s value proposition (alpha = 0.81)
### Items

In this alliance, the partner:
* Is competent and knowledgeable about the firm’s products and platforms. (0.80)
* Promotes the firm’s products and platforms. (0.80)
* Has procedures to ensure quality services for customers (e.g., implements quality control procedures, incorporates customer feedback, and handles customer complaints). (0.84)
* Has a viable business model and market presence. (0.77)

### Source

* Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479
# Foundations of Education and Instructional Assessment/History of Education

    What are the educational milestones of the 17th and 18th centuries?
    What are the educational milestones of the 19th century?
    What are the educational milestones of the 20th century?
    What are the educational milestones of the 21st century?
    What is the history of teacher education?
# Foundations of Education and Instructional Assessment/Involving Students

    What is locus of control? How is it related to student achievement and assessment?
    What are the benefits of students as self-regulated learners?
    How can we help students set goals and monitor their own learning?
    How can early elementary students be involved in the assessment process?
    How can upper elementary students be involved in the assessment process?
    How can secondary students be involved in the assessment process?
    When is peer reviewing effective?
    Can and should students grade each other?
# High School Earth Science/Plate Tectonics

* Inside Earth
* Continental Drift
* Seafloor Spreading
* Theory of Plate Tectonics
← Renewable Energy Resources · Inside Earth →
# Information Technology and Ethics/Intro
## Introduction

The Internet has revolutionized global connectivity, enabling the swift and widespread dissemination of information, ideas, and other expressive content. It serves as a cost-effective medium for reaching vast audiences rapidly. In response to these capabilities, governments and organizations worldwide have formulated laws and policies aimed at guiding the ethical use of this digital platform.
In the United States, the First Amendment safeguards freedoms concerning expression and religion.
Over time, its scope has broadened to encompass nonverbal, visual, and symbolic communications. Importantly, it also protects the right to anonymous expression, a crucial provision for individuals in regimes restrictive of free speech. However, the First Amendment does not shield certain types of speech, such as perjury, fraud, defamation, and others that can cause significant harm, whether financial, reputational, or obstructive to one's professional prospects or electoral viability.
Freedom of expression is integral to the infrastructure of modern democracies. It empowers citizens to engage in political discourse, voice their opinions, and vote with informed perspectives. The robust exchange of ideas is essential for scrutinizing government actions and sustaining democratic principles. Without such freedoms, democratic processes degrade, undermining the very tenets of democratic governance.
Moreover, international frameworks like the Universal Declaration of Human Rights (UDHR) recognize freedom of expression as a fundamental human right. Article 19 of the UDHR asserts everyone's right to express opinions without interference, underscoring the global acknowledgment of this freedom's importance. However, it also acknowledges that these freedoms come with responsibilities and may be subject to restrictions to protect others' rights, national security, or public order.
* ↑ Overview of Symbolic Speech
* ↑ Freedom of Speech Scope Over Time
* 1 2 Freedom of Speech Exceptions
* 1 2 UDHR
# Information Technology and Ethics/Privacy

Companies collect information about users, when they register at websites, fill out forms or complete surveys. They also use cookies , which are files that websites may put on your hard disk when you visit. Cookies allow companies to monitor sites you visit, it also saves prefences, and usernames. The use of this type of technology is questionable because it allows companies you use to collect information without permission. There are couple ways to limit the m=number of cookies deposited into your computer
* Adjust browser setting setting so your computer will not accept cookies
* Manually delete cookies
* Anonymous browsing programs
* Cookie Management program
Consumer data is collected whenever someone uses credit cards fills out warranty cards answers a survey over the phone, or registers a car. This information may be shared or sold to third parties.Marketing firms gather this information to form a database.Advertisers then use this information to target specific groups of people.
# Information Technology and Ethics/Non-traditional Workers
## Contingent Workers

Companies use contingent workers for job situations in which an individual does not have an explicit contract for long-term employment. Contingent workers includes independent contractors and temporary workers. Companies use contingent workers when they have an increased need for personnel. Temporary staffing firms recruit, train and test job seekers in large range of job skills. Temporary work appeal to most people who want and/ or need the flexibility in their work schedule. This also gives them more job experience, this means employees may have more skills. Employers sometimes transfers all or part of its workforce to another firm. The leasing firm handles all human resources related activities and costs. Business also obtain employees from consulting firm. There are advantages to using contingent employees
* Firm does not have to provide benefits
* Can easily adjust the number of workers
* Can easily release workers.
* Contingent workers may already be specialist
Disadvantages for using Contingent workers
* Contingent workers may not feel strong connection to the company.
* Skills employees gain from projects is lost to the company when they leave.

### H-1B Workers

H-1B is a temporary work visa granted by the USCIS. These people work specialty jobs that require at least a four year bachelors degree (in the USA, 3 years elsewhere) in a specific field.An H1B worker is allowed to work for 6 years then they must leave the U.S. for one year before they can be allowed to petition for another visa. H1B workers make up only 0.1% of the U.S. almost 40% of them are employed in the IT industry. Every year congress sets a federal cap on the number of H-1B visas to be granted, this year the limit is 65,000 visas. 6,800 of those visas are reserved for nationals of Singapore and Chile. Foreign workers who teach in American universities, work in government research labs or nonprofit organizations. H1b workers may be exploited because unethical companies may classify them as an entry level worker, but they are actually doing the job of an experienced tech. Companies may also state that their employees work in an area where wages are lower, but they may actually live and work somewhere different.

### Outsourcing

Outsourcing is a long-term business arrangement in which a company contracts for services with an outside organization that has expertise in providing a certain function.The outside organization may perform the following services operating data center, support for telecommunications network, or staffing a help-desk. The reason for outsourcing is to lower costs and strategic flexibility. Offshore outsourcing is the outsourcing of jobs to organization who employees live in a foreign country.
# Information Technology and Ethics/Personal Internet Use In The Workplace
## Be Respectful While On The Companies Internet and Intranet

While at work, most companies will likely have some type of internet monitoring set up. From the IT perspective, this is to ensure that company resources are not misused. The need to be respectful while on a company's internet and intranet is essential. Some organizations monitor internet use to protect from legal problems while others may be concerned about a decline in productivity.

## Prohibited Online Personal Use On Companies Network

A study by Pew Research Center revealed 34 percent of employees surveyed use social media while at work to take a mental break from their job. Social media platforms may still be so new that some companies do not have official policies on workplace access. There should be clear company policies that state what can and cannot be used in the workplace, including social media, internet browsing, personal email checking.
Prohibited Use
* Online Shopping
* Checking Social Media
* Online Gambling
* Personal E-Mail
According to a report by Conlumino retail research firm, 31.2 percent of consumers ship online during work hours in the holiday season. Many people do it and although it may not be ideal for the employer, as long as the websites are accessible, most people will not see a problem with online shopping while in the workplace. In some environments, certain websites may be barred from access if the company does not want their employees accessing.

## Bring Your Own Device (BYOD)

When bringing your own device to your workplace, you may see a blur between personal and corporate data. Employers should make proper policies and parameters for what the divide is here. Personal email, family photos/videos should belong to the employee while work email and files should be belong to the company. In some companies, you may see that the organization may require access to any personal device that is used in the event that a device is lost/stolen and the device needs to be cleaned.
Important Factors To Consider With BYOD
* Device May Not Contain Any Viruses
* Device Must Be Secure and Up to Date
* Device Must Be Clean From Malware
* Device Must Respect Companies Internet and Intranet Policies

## Notes

* ↑ Francis Burks. "Ethical Issues & Employer Monitoring Internet Usage". Chron. Retrieved 18 April 2021.
* ↑ "Monitoring Employee Social Media Activity at Work". The Harford. Retrieved 18 April 2021.
* ↑ Krystina Gustafson (16 October 2015). "Shopping at work? You're not alone". CNBC. Retrieved 18 April 2021.
* ↑ Jason Moody (27 August 2014). "The Ethics of BYOD". CIO. Retrieved 18 April 2021.
# ID Board Review/Bacterial Diseases/Dermatologic Infections/Cellulitis

Cellulitis is an infection of the skin
# ID Board Review/Bacterial Diseases/Encapsulated Bacteria

* Haemophilus influenzae B
* Streptococcus pneumoniae
* Neisseria meningitides
* Salmonella typhi
# ID Board Review/Bacterial Diseases/Gastrointestinal Infections

The ABIM ID blueprint does not elaborate on which specific Bacterial Gastrointestinal Infections will be tested. As such, please understand that this page is filled with topics that the Wikibook author(s) believe are likely to be high-yield based on their knowledge, and not strictly based on the ABIM blueprint.

## Gastrointestinal Infections

* Food Poisoning
* Gastroenteritis
* Liver Abscess
# ID Board Review/Bacterial Diseases/Dermatologic Infections

The ABIM ID blueprint does not elaborate on which specific Bacterial Dermatologic Infections will be tested. As such, please understand that this page is filled with topics that the Wikibook author(s) believe are likely to be high-yield based on their knowledge, and not strictly based on the ABIM blueprint.

## Dermatologic Infections

* Bite Wounds
* Cellulitis
* Tinea Vesicolor
# ID Board Review/Bacterial Diseases/Ehrlichia
## Medically Significant Ehrlichia Species

* Ehrlichia chaffeensis
* Ehrlichia ewingii
* Anaplasma phagocytophilum
# ID Board Review/Bacterial Diseases/Genitourinary Infections

The ABIM ID blueprint does not elaborate on which specific Bacterial Genitourinary Infections will be tested. As such, please understand that this page is filled with topics that the Wikibook author(s) believe are likely to be high-yield based on their knowledge, and not strictly based on the ABIM blueprint.

## Genitourinary Infections

* Asymptomatic Bacteriuria (ASB)
* Cystitis
* Prostatitis
** Acute Prostatitis
** Chronic Prostatitis
* Urinary Tract Infection (UTI)