OpenLLM-France/wikimedia huggingface dataset:
# Handbook of Management Scales/Coordinated logistics
## Coordinated logistics (composite reliability = 0.69)
### Description

A set of new, multi-item measures are operationalized. The authors define and measure the salient infrastructural competencies – termed business-to-business seller competence (B2B-SC) – associated with the seller-side of Internet-enabled commerce. They find that the conceptual domain of B2B-SC comprises seven theoretically important dimensions: (1) technical skills, (2) change disposition, (3) conflict management, (4) market acuity, (5) coordinated logistics, (6) knowledge channels, and (7) fluid partnering.

### Definition

Coordinated logistics competence represents the seller’s ability to effectively track and manage the flow of materials and information through a network of organizations that deliver products to customers.

### Items

* Routinely provide customers with order status in real-time. (0.76)
* Able to account for inbound materials in real-time. (0.76)

### Source

* Rosenzweig/Roth (2007): B2B seller competence: Construct development and measurement using a supply chain strategy lens. Journal of Operations Management, Vol. 25, No. 6, pp. 1311-1331.

### Comments

Much efforts have been made by the authors in order to ensure that the new scales exhibit sufficient psychometric properties, which make them quite useful. However, as a two-item scale it needs to be supplemented by additional items. Also, the composite reliability of this scale is too low. It might be questioned, if these two items really go right to the heart of logistics.
# Handbook of Management Scales/Coordination flexibility in contingent worker skills and behaviors
## Coordination flexibility in contingent worker skills and behaviors (alpha = 0.79 ... 0.88)
### Description

Based on a thorough scale development and validation process, the authors present a multidimensional measure of the HR flexibility construct. It includes five dimensions: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, and coordination flexibility in employee skills and behaviors.

### Definition

HR flexibility has been conceptualized by Wright and Snell (1998) as a firm-level capability consisting of (1) people who possess a variety of skills and behavioral repertoires and (2) the HR practices that can be used to effectively utilize those people to be responsive to changes in market demands, be adaptive, and be successful in a dynamic environment.
The coordination flexibility in contingent worker skills and behaviors dimension was initially not conceptualized by the authors, but might be similarly defined as coordination flexibility in employee skills and behaviors.

### Items

* Your firm can quickly reassign work activities to contingent workers who possess the skills necessary to successfully perform these activities. (0.79)
* Your firm can quickly dismiss contingent workers whose skills are no longer required by your firm. (0.63)
* Your firm can quickly assign new contingent workers to where their skills are most needed within your firm. (0.88)
* Your firm can assign new work activities to contingent workers who can successfully perform these activities. (0.86)
Response options for each item range from 1 (strongly disagree) to 5 (strongly agree).

### Source

* Way et al. (2012): Validation of a Multidimensional HR Flexibility Measure. Journal of Management, Vol. 41, No. 4, pp. _1098-1131

### Comments

Due to the thoroughness of the scale development and validation process, the scales should be highly valid and reliable.

### Related Scales

* HR flexibility: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, coordination flexibility in employee skills and behaviors
# Handbook of Management Scales/Contribution
## Contribution
### Description

It was aimed to measure Leader-Member Exchange (LMX). Therefore a multidimensional measure was developed and validated. Item analysis involving 302 working students, followed by construct and criterion-related validation using 249 employees representing two organizations resulted in a multidimensional LMX scale. The results provided support for the affect, loyalty, and contribution dimensions identified by Dienesch and Liden (1986), as well as a fourth dimension, professional respect. The following items are taken from the contribution dimension of LMX used in the addendum of the article.

### Items

* I do work for my supervisor that goes beyond what is specified in my job description.
* I am willing to apply extra efforts, beyond those normally required, to meet my supervisor's work goals.
* I do not mind working my hardest for my supervisor.

### Source

* Liden/Maslyn (1998): Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development. Journal of Management, Vol. 24, No. 1, pp. 43-72.

### Related Scales

* Leader-member exchange
# Handbook of Management Scales/Cooperation-based learning
## Cooperation-based learning (alpha = 0.86)
### Description

A previously multi-item 7-point scale was used. It was further pretested with six logistics researchers and six executive managers of logistics service providers to ensure face validity.

### Definition

Cooperation-based learning, as one of the major motives behind cooperative strategies of firms in general (Doz & Hamel, 1998), refers to the extent to which intangible resources like know-how and information can be adopted from cooperation partners (Kogut, 1988).

### Items

To what extent have you learned from your cooperation partners in the following areas:
* Technological expertise.
* Development of new services.
* Service production/delivery.
* Management practices and tools.

### Source

* Raue, J.S. & Wieland, A. (2015): The Interplay of Different Types of Governance in Horizontal Cooperations. The International Journal of Logistics Management, Vol. 26, No. 2, pp. 401–423

### Related Scales

* Interorganizational learning
# Handbook of Management Scales/Continuous improvement
## Continuous improvement (composite reliability = 0.79)
### Description

The authors identify improvement and innovation as two critical plant level capabilities. These capabilities are each conceptualized as a second-order factor and measured through a distinct bundle of routines. The following routines underlying improvement capabilities are identified: continuous improvement, process management, and leadership involvement in quality. The routines closely related to improvement capability are: search for new technologies, cross-functional product design, and processes and equipment development. The items to measure each routine were selected based on a review of the relevant literature. Items were included that have been used in prior studies. A panel of five academic researchers and managers with expertise in manufacturing operations reviewed each of the items.

### Definition

Continuous improvement refers to sustained incremental improvements of existing products/processes.

### Items

* We strive to continually improve all aspects of products and processes, rather than taking a static approach.
* We search for continued learning and improvement, after the installation of new equipment.
* Continuous improvement makes our performance a moving target, which is difficult for competitors to attack.
* We believe that improvement of a process is never complete; there is always room for more incremental improvement.
* Our organization is not a static entity, but engages in dynamically changing itself to better serve its customers.

### Source

* Peng et al. (2008): Linking routines to operations capabilities: A new perspective. Journal of Operations Management, Vol. 26, No. 6, pp. 730-748. Based on: Cua et al. (2001) and Flynn et al. (1999).

### Comments

Given that a 7-point Likert scale was used ("4" indicating "neutral"), the mean value (5.49) is quite high. Therefore, the wording might be changed (e.g., "We always believe" rather than "We believe").
# Handbook of Management Scales/Cooperation
## Cooperation (alpha = 0.82, CR = 0.83)
### Description

Three relational competencies were identified: communication, cooperation and integration.

### Definition

Cooperation refers to the process by which individuals and organizations come together, interact and form psychological connections for mutual gain or benefit (Smith et al., 1995).

### Items

To what extent do the statements apply to the relationship of your company with your suppliers and customers? (1 – strongly disagree; 7 – strongly agree):
* No matter who is at fault, problems are joint responsibilities. (0.65)
* One party will not take unfair advantage of a strong bargaining position. (0.75)
* We are willing to make cooperative changes. (0.91)
* We do not mind owing each other favors. (0.68)

### Source

* Wieland/Wallenburg (2013): The Influence of Relational Competencies on Supply Chain Resilience: A Relational View. International Journal of Physical Distribution & Logistics Management, Vol. 42, No. 4, pp. 300-320. Adapted from Morris/Carter (2005).

### Related Scales

* Communication
* Integration

## Cooperation (alpha = 0.8770)
### Items

* Our supply chain members have a record of allowing each other to participate in strategic decisions.
* Our supply chain members share the results of performance measures with each other to improve the efficiency and effectiveness of the supply chain processes.
* Our supply chain members improve the quality of products and services to the end users in a collaborative manner.
* Our supply chain members actively propose and implement cost reduction ideas.
* Our supply chain members are actively involved in our business unit's new product development and commercialization process.
* Our supply chain members jointly manage logistics and inventory in the supply chain.

### Source

* Min/Mentzer (2004): Developing and measuring supply chain management concepts. Journal of Business Logistics, Vol. 25, No. 1, pp. 63-99.
# Handbook of Management Scales/Coordination flexibility in HR practices
## Coordination flexibility in HR practices (alpha = 0.66 ... 0.82)
### Description

Based on a thorough scale development and validation process, the authors present a multidimensional measure of the HR flexibility construct. It includes five dimensions: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, and coordination flexibility in employee skills and behaviors.

### Definition

HR flexibility has been conceptualized by Wright and Snell (1998) as a firm-level capability consisting of (1) people who possess a variety of skills and behavioral repertoires and (2) the HR practices that can be used to effectively utilize those people to be responsive to changes in market demands, be adaptive, and be successful in a dynamic environment.
Coordination flexibility in HR practices refers to "how quickly the practices can be resynthesized, reconfigured, and redeployed" (Wright and Snell, 1998).

### Items

* Your firm can quickly and effectively implement different staffing procedures. (0.59)
* Your firm can quickly and effectively implement different compensation structures. (0.68)
* Your firm can quickly and effectively implement different work structures. (0.82)
* Your firm can quickly and effectively implement different empowerment processes. (0.81)
Response options for each item range from 1 (strongly disagree) to 5 (strongly agree).

### Source

* Way, S. A., Tracey, J. B., Fay, C. H., Wright, P. M., Snell, S. A., Chang, S., & Gong, Y. (2015). Validation of a multidimensional HR flexibility measure. Journal of Management, 41(4), 1098-1131.

### Comments

Due to the thoroughness of the scale development and validation process, the scales should be highly valid and reliable. The standardized path coefficient of the first item is quite low.

### Related Scales

* HR flexibility: resource flexibility in HR practices, resource flexibility in employee skills and behaviors, coordination flexibility in HR practices, coordination flexibility in contingent worker skills and behaviors, coordination flexibility in employee skills and behaviors
# Handbook of Management Scales/Contractual completeness
## Contractual completeness (alpha = 0.820; composite reliability = 0.829; AVE = 0.50)
### Items

* We developed an incentive contract with well defined performance reward and penalty clauses.
* Performance objectives were clearly set forth in the contract.
* The contract uncluded clauses intended to make switching or re-internalizing the activity easier should the relationship fail.
* A cross-functional team was involved in contract development and approval.
* The contract clearly defined a dispute resolution process.
* All service requirements included in the base pricing were clearly understood by all contract stakeholders.

### Source

* Handley/Benton (2009): Unlocking the business outsourcing process model. Journal of Operations Management, Vol. 27, No. 5, pp. 344–361.
# Handbook of Management Scales/Contractual safeguarding
## Contractual safeguarding
### Description

A previously used measure of contractual provisions was used. It contains a list of eight contractual safeguards based on legal literature. For each item it was asked to indicate whether this contractual provision is applied in the respective cooperation.

### Definition

Contractual safeguarding enables cooperation partners to set forth their mutual rights and obligations through the specification of inputs to and expected outputs from the cooperation (Shenkar & Zeira, 1992; Luo, 2002), the definition of processes by which exchanges will occur and any disputes will be resolved (Reuer & Ariño, 2007).

### Items

Which of the following safeguards did you include into your cooperation contract?
* Rights to reports of relevant transactions. (56.5%)
* Notification rights for departures from the agreement. (73.7%)
* Auditing rights. (41.6%)
* Confidentiality provisions. (87.6%)
* Restrictions on proprietary information. (79.9%)
* Termination provisions. (78.0%)
* Arbitration clauses. (45.5%)
* Lawsuit provisions. (50.2%)
(percentage of respondents in the Raue & Wieland study in brackets)

### Source

* Raue, J.S. & Wieland, A. (2015): The Interplay of Different Types of Governance in Horizontal Cooperations. The International Journal of Logistics Management, Vol. 26, No. 2, pp. 401–423

### Comments

Note that this construct is not reflective in nature. It can, thus, be used to measure contractual safeguarding as a moderator but not as a traditional multi-item scale.
# History of wireless telegraphy and broadcasting in Australia/Topical/Stations/4LW Brisbane
## Transcriptions and Notes

More than 50 key articles relevant to 4LW, mainly from the NLA's Trove Digitised Newspapers have been transcribed for ease of reference here: 4LW Transcriptions and Notes
# History of wireless telegraphy and broadcasting in Australia/Topical/Stations/4QG Brisbane
## 4QG Brisbane - Transcriptions and Notes

More than 280 key articles relevant to 4QG (from more than 450 plus identified) mainly from the NLA's Trove Digitised Newspapers have been transcribed for ease of reference here: 4QG Transcriptions and Notes
# History of wireless telegraphy and broadcasting in Australia/Topical/Stations/4NW Brisbane
## Transcriptions and Notes

More than 50 key articles relevant to 4NW, mainly from the NLA's Trove Digitised Newspapers have been transcribed for ease of reference here: 4NW Transcriptions and Notes
# How to Solve the Rubik's Cube/Petrus

The Petrus method is a method for solving the Rubik's Cube created in 1981 by Lars Petrus. There are seven steps - 2x2x2 block, expand to 2x2x3, twist bad edges, finish first two layers, position last layer corners, twist last layer corners, and position last layer edges. Because this method is not Layer-By-Layer, it can be faster than LBL methods like Fridrich. It has an average move count of 45-60.

## 2x2x2 block

This step is intuitive and uses block-building. Block-building can be hard for a beginner to get used to.

## Expand to 2x2x3

This step is also intuitive. Make sure that you don't break up the 2x2x2 block during this step!
# How to Survive in Minecraft/Introduction

Minecraft is a sandbox game created by Mojang. In Minecraft, you can create whatever you want, provided you have the resources.
In Minecraft, there are 2 main gamemodes. The default game mode is survival. You have health and hunger, you have to defend yourself, you can take damage, and you have to eat. You have to collect blocks in order to do anything. If you don't want to do any of that, but just build, there is the Creative Mode. You cannot take damage, you have no hunger to quench, and you can choose any block you want and have infinity of that block. This book is covering survival, but if you want to use Creative read the Mechanics page.
I hope you enjoy this book!
# How to Solve the Rubik's Cube/ZZ

The ZZ Method or Zbigniew Zborowski Method is a fast method for solving the Rubik's Cube created in 2006. It consists of three different steps: EOLine (Edge Orientation Line), F2L (First Two Layers), and LL (Last Layer).

## EOLine

For this step, practice by putting a finger on every bad edge you see. After some practicing, try to remember where the bad edges are instead. You should check the edges during your 3-15 inspection time if you want to finish the cube quickly. A misoriented edge will be referred to as a bad edge. Look at the top and bottom faces of the cube. If you see an orange or red sticker on an edge, it's bad. If you see a green or blue sticker on an edge, look at the other sticker on it. If the other sticker is white or yellow, it's bad. Now look at the front and back faces of the middle layer. The same rules apply. If you see an orange or red sticker on an edge, it's bad. If you see a green or blue sticker on an edge, look at the other sticker on it. If the other sticker is white or yellow, it's bad.
# How to Survive in Minecraft

How to Survive in Minecraft

## Table of Contents

* Introduction
* Requirements
* Starting a World
* Your First Day
* Second Day
* Day 3
* Mid-Game
* The Nether
* The End
* Bosses in Minecraft
* Appendix
# Knowledge Management Cases in Asia/Knowledge Management in a Law Enforcement Unit/Conclusions

No system is perfect when it is being built. It is essential to improve the overall efficiency and effectiveness of locating information and leveraging knowledge. As t the Unit aim remains the development of people-based KM initiatives in the form of a knowledge-sharing network. This will involve the linking of people in a community to share knowledge and experience. Consequently, the movement of knowledge across individual and organizational boundaries, into and from repositories and into organizational routines and practices is ultimately dependent on employees’ knowledge-sharing behaviors (Bock et al., 2005).
In the five-phase of knowledge management implementation, it is obvious that information technology can play an important role in successful knowledge management initiatives. However, the computational power itself has little relevance to knowledge work, but the communication and storage capabilities of networked computers make computational power an important enabler of effective knowledge work. For example, electronic networks of practice are computer-mediated discussion forum, which are the PAS and Collaboration Forms focused on problems of practices that enable individuals to exchange advice and ideas with others based on common interest. Electronic networks make it possible to share information quickly, globally and with large numbers of individuals.
Knowledge management is a continuous process instead of a project to run in an organization. There is no completion and deadline on knowledge management. It is hoping that officers can contribute more and discard the concept of knowledge hoarding, so as to help the Unit to become a knowledge-based law enforcement service.
# Knowledge Management Cases in Asia/Knowledge Management in a Law Enforcement Unit/Research Methods

With a view to get a better understanding of the knowledge management system in the Asia law Enforcement Unit, we conducted an interview to Mr. A, the former top official of the Unit, on the 20th of March, 2007. We mainly used qualitative approach to gather the information. A number of questions have been decided before the interview, with a set of follow up questions were asked in response to what Mr. A said. These questions were related to the tasks that we would engage in the following sections, and the interview lasted for about one hour long. We planned to separate the interview into two parts. The first half of the interview (around 15 minutes) was given to familiarize our group with the Unit, and the second half of the interview (the last 45 minutes) was given to understand the user needs of the key users, the KM strategies, tools as well as the communication plan of the Unit's knowledge management.
# History of wireless telegraphy and broadcasting in Australia/Topical/Biographies/William Philip Bechervaise/Notes
## William Philip Bechervaise

Total - More than 1 + 62 + 72 + 266 + 316 + 40 = 757 articles transcribed

### 1840s

* Transcriptions and Notes - William Philip Bechervaise - 1840s - 1 transcription and note

### 1850s

* Transcriptions and Notes - William Philip Bechervaise - 1850s - 62 transcriptions and notes

### 1860s

* Transcriptions and Notes - William Philip Bechervaise - 1860s - 72 transcriptions and notes

### 1870s

* Transcriptions and Notes - William Philip Bechervaise - 1870s - 266 transcriptions and notes

### 1880s

* Transcriptions and Notes - William Philip Bechervaise - 1880s - More than 316 transcriptions and notes

### 1890s

* Transcriptions and Notes - William Philip Bechervaise - 1890s - More than 40 transcriptions and notes

### 1900s

* Transcriptions and Notes - William Philip Bechervaise - 1900s - More than 1 transcriptions and notes

### 1910s

* Transcriptions and Notes - William Philip Bechervaise - 1910s - More than 1 transcriptions and notes

### 1920s

* Transcriptions and Notes - William Philip Bechervaise - 1920s - More than 1 transcriptions and notes

### 1930s

* Transcriptions and Notes - William Philip Bechervaise - 1930s - More than 1 transcriptions and notes

### 1940s

* Transcriptions and Notes - William Philip Bechervaise - 1940s - More than 1 transcriptions and notes
# History of wireless telegraphy and broadcasting in Australia/Topical/Biographies/Walter Phillip Renshaw

Walter Phillip Renshaw (Callsign VK2DE) was a well known early wireless experimenter in the period before WW1 through the 1930s. He was a member of the original Wireless Institute of Australia formed in Sydney in 1910. He was a founding member of the reformed WIA NSW from 1919, becoming President in the mid 1920s and Federal President shortly afterwards. Promoted the renaming of the WIA NSW to Institute of Radio Engineers around 1930, creating considerable dissent. He was in business as a consulting engineer which eventually impacted his amateur radio activities. Became entangled in a NSW corruption matter from the mid 1930s. Passed 16 November 1968.
A summary biography has not yet been prepared however the following resources have been assembled in preparation:
* Transcriptions and Notes - Walter Phillip Renshaw - More than 50 transcriptions and notes
* Photos, QSL cards and other graphics - Walter Phillip Renshaw - Nothing uploaded as yet