OpenLLM-France/wikimedia huggingface dataset:
# Handbook of Management Scales/Continuous flow
## Continuous flow (alpha > 0.7; composite reliability = 0.75; average variance extracted = 0.45)
### Description

The research takes a step toward clarifying the concept of lean production and develops and validates a multi-dimensional measure of lean production. The 10 distinct dimensions of a lean system are continuous flow, customer involvement, employee involvement, JIT delivery by suppliers, pull, set up time reduction, statistical process control, supplier development, supplier feedback, and total productive/preventive maintenance.

### Definition

Lean production is an integrated socio-technical system whose main objective is to eliminate waste by concurrently reducing or minimizing supplier, customer, and internal variability. This dimension of lean production is about establishing mechanisms that enable and ease the continuous ﬂow of products.

### Items

Please indicate the extent of implementation of each of the following practices in your plant. (1) no implementation; (2) little implementation; (3) some implementation; (4) extensive implementation; (5) complete implementation.
* Products are classified into groups with similar processing requirements.
* Products are classified into groups with similar routing requirements.
* Equipment is grouped to produce a continuous flow of families of products.
* Families of products determine our factory layout.

### Source

* Shah/Ward (2007): Deﬁning and developing measures of lean production. Journal of Operations Management, Vol. 25, No. 4, pp. 785-805.

### Comments

Average variance extracted is too low. Some items appear to be formative rather than reflective.
# Handbook of Management Scales/Competitive priority: flexibility
## Competitive priority: flexibility (alpha = 0.71)
### Description

A common approach to measuring competitive priorities involves using a multiple item list and asking respondents to rate the relative importance of each priority. This scale was originally developed for use in the Boston University Manufacturing Futures Survey by Miller/Vollmann (1984) and was used by Boyer (1998). Boyer's values were later reported in Boyer/Pagell (2000). These measures have been employed in numerous studies and have been shown to have good reliability and been deemed valid as well by Ward et al. (1998).

### Items

For your manufacturing plant, how important is the ability to
* make rapid design changes
* adjust capacity quickly
* make rapid volume changes
* offer a large number of product features
* offer a large degree of product variety
* adjust product mix
(Likert scale ranging from 1 - not important, to 4 - very important, to 7 - absolutely critical)

### Source

* Boyer/Pagell (2000): Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology. Journal of Operations Management, Vol. 18, No. 3, pp. 361-374. Also used in: Boyer/Lewis (2002): Competitive Priorities: Investigating the Need for Trade-offs in Operations Strategy. Production and Operations Management, Vol. 11, No. 1.

### Related Scales

* Competitive priority: cost
* Competitive priority: delivery
* Competitive priority: quality
# Handbook of Management Scales/Competitive priority: quality
## Competitive priority: quality (alpha = 0.71)
### Description

A common approach to measuring competitive priorities involves using a multiple item list and asking respondents to rate the relative importance of each priority. This scale was originally developed for use in the Boston University Manufacturing Futures Survey by Miller/Vollmann (1984) and was used by Boyer (1998). Boyer's values were later reported in Boyer/Pagell (2000). These measures have been employed in numerous studies and have been shown to have good reliability and been deemed valid as well by Ward et al. (1998).

### Items

For your manufacturing plant, how important is the ability to
* provide high performance products
* offer consistent, reliable quality
* improve conformance to design specifications
(Likert scale ranging from 1 - not important, to 4 - very important, to 7 - absolutely critical)

### Source

* Boyer/Pagell (2000): Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology. Journal of Operations Management, Vol. 18, No. 3, pp. 361-374. Also used in: Boyer/Lewis (2002): Competitive Priorities: Investigating the Need for Trade-offs in Operations Strategy. Production and Operations Management, Vol. 11, No. 1.

### Related Scales

* Competitive priority: cost
* Competitive priority: delivery
* Competitive priority: flexibility
# Handbook of Management Scales/Conflict management
## Conflict management (composite reliability = 0.82; AVE = 0.54)
### 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

Conflict management is defined as a competence in which the selling firm has a systematic approach to the handling of disagreements with supply chain partners that consists of resolution strategies used to foster a mutually acceptable relationship.

### Items

* Systems and procedures in place to resolve disputes with supply chain partners. (0.67)
* View differences in opinion with partners as an opportunity to improve relationship effectiveness. (0.72)
* Settling of disputes is joint responsibility of us and partners. (0.68)
* Regularly discuss with supply chain partners any differences in opinion we have with them. (0.85)

### 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. The items were evaluated on a Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree). However, the observed mean value is 3.64 rather than 3. It might therefore be recommendable to change the wording, e.g. "Settling of disputes is ALWAYS joint responsibility of us and partners".
# Handbook of Management Scales/Consumer ethnocentrism
## Consumer ethnocentrism (CR = 0.74)
### Description

Much effort has been invested in ensuring validity, reliability, and cross-cultural measurement equivalence of a new personal cultural orientations scale. Consumer ethnocentrism and consumer innovativeness for ensuring nomological validity of this scale.

### Items

* We should not buy foreign products, because it hurts our economy. (0.77)
* Only products that are unavailable in our country should be imported. (0.75)
* Purchasing foreign products allows other countries to get rich off of us. (0.73)
* It may cost me in the long run but I support my own country’s products. (0.68)

### Source

* Sharma (2010): Measuring Personal Cultural Orientations: Scale Development and Validation. Journal of the Academy of Marketing Science, Vol. 38, No. 6, pp. 787–806
# Handbook of Management Scales/Competitive priority: cost
## Competitive priority: cost (alpha = 0.78)
### Description

A common approach to measuring competitive priorities involves using a multiple item list and asking respondents to rate the relative importance of each priority. This scale was originally developed for use in the Boston University Manufacturing Futures Survey by Miller/Vollmann (1984) and was used by Boyer (1998). Boyer's values were later reported in Boyer/Pagell (2000). These measures have been employed in numerous studies and have been shown to have good reliability and been deemed valid as well by Ward et al. (1998).

### Items

For your manufacturing plant, how important is the ability to
* reduce inventory
* increase capacity utilization
* reduce production costs
* increase labor productivity
(Likert scale ranging from 1 - not important, to 4 - very important, to 7 - absolutely critical)

### Source

* Boyer/Pagell (2000): Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology. Journal of Operations Management, Vol. 18, No. 3, pp. 361-374. Also used in: Boyer/Lewis (2002): Competitive Priorities: Investigating the Need for Trade-offs in Operations Strategy. Production and Operations Management, Vol. 11, No. 1.

### Related Scales

* Competitive priority: delivery
* Competitive priority: flexibility
* Competitive priority: quality
# Handbook of Management Scales/Competitive priority: delivery
## Competitive priority: delivery (alpha = 0.83)
### Description

A common approach to measuring competitive priorities involves using a multiple item list and asking respondents to rate the relative importance of each priority. This scale was originally developed for use in the Boston University Manufacturing Futures Survey by Miller/Vollmann (1984) and was used by Boyer (1998). Boyer's values were later reported in Boyer/Pagell (2000). These measures have been employed in numerous studies and have been shown to have good reliability and been deemed valid as well by Ward et al. (1998).

### Items

For your manufacturing plant, how important is the ability to
* provide fast deliveries
* meet delivery promises
* reduce production lead time
(Likert scale ranging from 1 - not important, to 4 - very important, to 7 - absolutely critical)

### Source

* Boyer/Pagell (2000): Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology. Journal of Operations Management, Vol. 18, No. 3, pp. 361-374. Also used in: Boyer/Lewis (2002): Competitive Priorities: Investigating the Need for Trade-offs in Operations Strategy. Production and Operations Management, Vol. 11, No. 1.

### Related Scales

* Competitive priority: cost
* Competitive priority: flexibility
* Competitive priority: quality
# Handbook of Management Scales/Consumer innovativeness
## Consumer innovativeness (CR = 0.76)
### Description

Much effort has been invested in ensuring validity, reliability, and cross-cultural measurement equivalence of a new personal cultural orientations scale. Consumer ethnocentrism and consumer innovativeness for ensuring nomological validity of this scale.

### Items

* I am more interested in buying new than known products. (0.72)
* I like to buy new and different products. (0.74)
* I am usually among the first to try new products. (0.73)
* I know more than others about latest new products. (0.71)

### Source

* Sharma (2010): Measuring Personal Cultural Orientations: Scale Development and Validation. Journal of the Academy of Marketing Science, Vol. 38, No. 6, pp. 787–806
# History of Historical Writing
## Table of contents
### Frontmatter

* Preface

### Chapters

* Introduction
* Archaic Historians
* Ancient Historians
* Medieval Historians
* Early Modern Historians
* Enlightenment and Historical Professionalization
* Academic Historians

### Appendices

* Bibliography
# Habermas Commentary/Books/TCA2/p100
## Henrich's Distinction Between Identity and Numerical Identification (p. 100.bot-1.bot-3)

Henrich distinguishes philosophical from social-psychological concepts of identity. In the philosophical concept, you have identity as soon as you have a single thing. For example, there is a person. You can identify it as a person. Therefore, it has a philosophical identity -- what Habermas is soon (p. 102.1.5) calling "numerical" identification. You don’t need additional knowledge about its unique characteristics to say that it has philosophical identity. You wouldn’t say it has "a" philosophical identity; it just has philosophical identity. It is identifiable as a person. It doesn’t acquire or lose this sort of identity if, say, it goes through some changes while still remaining a person.
In the social psychological sense, by contrast, people can acquire unique identities, but they don’t necessarily do so. Acquiring an identity makes you independent. With an individual identity, you can avoid the influence of others; you can be autonomous -- although the concept of autonomy may entail no more than being "a speaking and acting subject in general" (p. 102.1.6). This is your social psychological identity. If multiple individuals have the same kind of social psychological independence, then you can say they have philosophical identity as autonomous individuals, and again (on the philosophical level) you can say they are indistinguishable for philosophical purposes.
Notwithstanding Henrich's distinction between philosophy and social psychology, this really sounds like nothing more than a distinction between levels of analysis. If you're philosophizing on a grand scale, you are apt to talk about autonomous individuals, but not about any particular autonomous individual (except perhaps using a hypothetical one to illustrate a point). If, on the other hand, you are philosophizing on the micro level, you notice distinctions between individuals. It seems simplistic to say that you "acquire" identity (p. 101.1.mid). More likely, people acquire various levels of independence, and you would notice the distinctions among their levels of independence if you were looking at it on the micro level.
# Habermas Commentary/Books/TCA1/p77
## Popper's Third World

This is the world of the “objective contents of thought” and is, in that sense, the world of formal being. It is the realm of theory, of objective mentality, of discourse, and of the growth of knowledge. Its traits are rationality and objectivity, infinity of theories and their consequences, and possibility. Criticism, hence rationality, is contingent on our being able to distinguish thought process from thought, and asserting from assertion, and realizing the latter (e.g., assertion) are objective while the former are subjective. In this world, we have finite knowledge but infinite ignorance. It is always possible for us to improve on our knowledge, to come closer to truth. Yet we can never attain truth: the number of possibly true theories remains infinite. We are thus caught within an ever-changing horizon of possibilities. The formal world contains many hidden possibilities, including technological possibilities, new aims and values, and even possibilities that can never be materialized or actualized.
(Drawing from Kelly, D. A. (1977). The categorical structure of Popper's metaphysics. Philosophy and Phenomenological Research, 38(1), 82-99.)
# Habermas Commentary/Books/TCA2/p101
## Tugendhat and Qualitative Identification (p. 101.2.mid)

Apparently Tugendhat divides Henrich's concept of social psychological identity (p. 100) into two parts. First, there is the generic identification of a person who is capable of autonomous action, as Henrich noted; but second, there is the qualitative identification of an individual who has a life history. As in the commentary on p. 100, this too seems to be a simple matter of stating the unit of analysis.
Tugendhat evidently goes beyond that, however, to introduce "the question of who one wants to be" (101.2.mid). Habermas presents it as a matter of when the person "gets clear about who he wants to be." Suddenly the perspective is not that of the third-party observer who is choosing among numerical, generic, or qualitative identification of individuals as a category or as discrete items.
Instead, we are now inside the person's head, and there seems to be a whole new agenda. When the person "gets clear," s/he distinguishes him/herself from others -- not as a matter of observation, but rather "through his life project." This life project is defined as "the organization of a life history that he has responsibly taken on." So getting clear about yourself apparently entails taking on the project of organizing a life history.
History being a backward-looking thing, maybe the idea is that you are constructing something or other that you will present (to someone) as who you are. But it's not clear why this has to be a responsible effort. It seems like an irresponsible approach would also produce a life history, and maybe one that would more accurately portray who one really is. Indeed, it is not clear whether responsibility has anything to do with the question of whether one finds oneself thrown into a life in which constructing a life history is an inextricable part of being human.
Qualitative identification, which is thus defined as a matter of self-identification, also appears to go by the name of "predicative self-identification" (p. 101.2.bot-7). It is not clear what the word "predicative" adds.

## Separation of Ego-Identity from Identification of the Individual (p. 101.bot)

Henrich has a generic concept of ego-identity: the person is able to act autonomously. Tugendhat has a qualitative concept of ego-identity: it is "the ability of a person to identify himself, on the basis of a reflective self-understanding, as the person who he wants to be" (p. 102.1.4). It sounds like Tugendhat would say that you don't have ego-identity if you can't honestly say that you are the person you would like to be. Of course, some pretty awful people are also pretty sure that they have the right idea about life, so it's not entirely clear that ego-identity would be something that an honest, humble, self-deprecating individual would ever have, or want to have -- unless, of course, we define "reflective self-understanding" so as to bar the riffraff.
# Habermas Commentary/Discussions

In contemplating these discussions, note the possibility of adding commentary to an item by using the Discussion tab at the top of the screen.
Outline of TCA based on Brand's Force of Reason
Reason for Democracy: a succinct explication of how Habermas' approach to communicative action is the conceptual axis of his work, by Gary E. Davis.
Habermas, the Public Sphere, and Democracy: A Critical Intervention by Douglas Kellner.
# Habermas Commentary/Topics

Lifeworld Linguistification of the Sacred
# Habermas Commentary/Books/TCA2/p102
## Predictive Self-Identification as a Presupposition of Generic and Numerical Identification (p. 102.1.bot)

In this sentence, Habermas refers to three forms of identification: generic identification, numerical identification, and predictive self-identification, all of which have been discussed on p. 101. He argues this point over the next three pages, concluding in virtually identical language at 105.2.bot.
# Habermas Commentary/Books/TCA2/p106
## Restatement of Paragraph 2

Durkheim saw a trend toward the linguistification of the sacred. That trend is visible in several ways: in rationalization of worldviews, in universalization of law and morality, and in progressive individuation.
Durkheim's view predicts that the concept of ego-identity
# History of video games/Platforms/R-Zone
## History

The R-Zone HeadGear was launched in 1995 at a cost of $30. This system was not successful for a number of reasons, notably including giving players headaches.
The R-Zone SuperScreen was launched in 1996. The R-Zone X.P.G. and R-Zone DataZone were released in 1997.
After selling poorly production of the R-Zone ceased in 1997.
The R-Zone was succeeded by the Game.com.

## Technology

The R-Zone uses 4-bit Sharp SM5xx series processors.

## Notable games

* Batman & Robin

## Gallery
### General Technology

* R-Zone cartridges also included the console screen.
* A Sharp SM510 processor die with top metal removed, similar to the one used in the R-Zone.
* A Sharp SM510 processor die with top metal present, similar to the one used in the R-Zone.

### Headset

* The R-Zone headset.
* The R-Zone controller.

### XGP

* The Xtreme Pocket Game with mirror deployed.

### SuperScreen

* The SuperScreen in closed position
* The SuperScreen in open position.

## External Resources

* Video Game Kraken - R-Zone page with additional history and gallery of game cartridges.

## References

* 1 2 "Tiger Electronics R-Zone 101: A Beginners Guide". RetroGaming with Racketboy. 6 August 2010. Retrieved 26 October 2020.
* ↑ "Tech Time Warp of the Week: Remembering the Worst 'Virtual Reality' Game System Ever" (in en-us). Wired. https://www.wired.com/2015/03/tech-time-warp-week-remembering-worst-virtual-reality-game-system-ever/. Retrieved 26 October 2020.
* 1 2 3 "mamedev/mame". GitHub. Retrieved 16 November 2020.
* ↑ "Tiger R-Zone von Tiger Electronics [BINARIUM]". binarium.de. Retrieved 20 November 2020.
* ↑ "mamedev/mame". GitHub. Retrieved 16 November 2020.
# History of video games/Platforms/Razer Switchblade
## History

The Razer Switchblade was a concept gaming oriented netbook demonstrated in 2011.

## References

* ↑ "Razer Switchblade preview: 3G, Intel Oak Trail, almost definitely going on sale". Engadget. https://www.engadget.com/2011-01-06-razer-switchblade-preview-3g-intel-oak-trail-almost-definitel.html.
* ↑ "Razer Switchblade concept: Hands-on with the bizarre mini gaming machine" (in en). CNET. https://www.cnet.com/pictures/razer-switchblade-concept-hands-on-with-the-bizarre-mini-gaming-machine/.
# History of video games/Platforms/Retro-Bit Generations
## History
### Development

The console was announced by August 2016.

### Launch

The system was released later in 2016 for $59.99 USD or 49.99 British Pounds.

### Legacy

Due to emulation issues, the system was generally received poorly by critics at launch. However, some reviewers did consider the system as a fair value for the price.
Later on, three more versions Retro Bit Generations consoles were made for a total of 4 consoles in the series by 2018.

## Technology
### Hardware

The system has an HDMI output port. The system also had three RCA jacks for composite video and stereo audio.
The system was shipped with two controllers.

### Software

Licenced games were played on the system via emulation.

## Games

The system shipped with a non-expandable library of commercial games.
The system also shipped with some system specific games, which were primarily clones of other games.

## References

* ↑ "NES Classic Has A New Rival This Year, The Retro-Bit Generations" (in en). Player.One. 4 August 2016. https://www.player.one/nes-classic-has-new-rival-year-retro-bit-generations-549177.
* 1 2 "Retro-Bit Generations Review" (in en-gb). PCMag UK. 23 November 2016. https://uk.pcmag.com/video-game-consoles/86254/retro-bit-generations.
* 1 2 3 "Retro-Bit Generations Console // Sent In For Review - Rerez". Retrieved 16 January 2022.
* ↑ "Retro-bit Generations Console Review". videogamecritic.com. https://videogamecritic.com/extras/reviews/retrobitgen.htm.
* ↑ "Retro-bit Generations IV for Dedicated console (2018)". MobyGames. https://www.mobygames.com/game/retro-bit-generations-iv.
* ↑ "Retro-Bit Generations Review" (in en). PCMAG. https://www.pcmag.com/reviews/retro-bit-generations.
* 1 2 McFerran, Damien (18 November 2016). "Hardware Review: Retro-Bit Generations". Nintendo Life. https://www.nintendolife.com/news/2016/11/hardware_review_retro-bit_generations.
* ↑ "Review: Retro-Bit Generations - Hardcore Gamer". hardcoregamer.com. 9 December 2016. https://hardcoregamer.com/reviews/review-retro-bit-generations/238828/.
# History of video games/Platforms/Razer Edge
## History

The Razer Edge gaming tablet was demonstrated at CES 2013.

## Technology

The Razer Edge shipped with Ran Windows 8.
A controller grip accessory attached to the tablet.

## References

* 1 2 Saeed, Abdullah (8 January 2013). "Revolutions In Gaming At CES: What We'd Like To See More Of From The Console Powerhouses" (in en). www.vice.com. https://www.vice.com/en/article/xyv9nd/revolutions-in-gaming-at-ces-what-wed-like-to-see-more-of-from-the-console-powerhouses.
* ↑ "Razer Edge Review: A Beautiful, Portable Gaming Gadget That You Won't Take On The Go". Popular Science. 18 March 2019. https://www.popsci.com/gadgets/article/2013-03/razer-edge-review-heavy/.