text:
BBC News - In pictures: New Year Honours
Last updated at 08:25 In pictures: New Year Honours
Bafta-winning actress Helena Bonham Carter has been appointed a CBE in the New Year Honours for her services to drama. The 45-year-old has starred in such diverse productions as Planet of the Apes (top right), Alice in Wonderland (middle) and the BBC's Toast (bottom right). Comedian Ronnie Corbett (left), familiar to millions from his appearances with Ronnie Barker on The Two Ronnies (bottom right), has been made a CBE for services to entertainment and charity. The 81-year-old's many BBC shows include Frost Over England (top middle) and the sitcom Sorry (top right). Scottish broadcaster Lorraine Kelly has been appointed an OBE for her charity and armed forces work. The 52-year-old presenter has combined fronting her own morning show on ITV1 with such campaigns as the SkyRide cycling initiative (left), and helped launch UK Armed Forces Day in Edinburgh earlier this year (right).
Australian broadcaster Clive James (left), best known for his chat shows and autobiographical series Unreliable Memoirs, becomes a CBE for services to literature and the media. Fellow stalwart Stuart Hall (right), of It's a Knockout and Radio 5 live fame, becomes an OBE for his broadcasting and charity work.
Actor David Harewood receives an MBE for services to drama. The star has been seen with Hayley Atwell in The Ruby in the Smoke (top left), with Jonas Armstrong in Robin Hood (middle left) and with Sophie Okonedo in Mrs Mandela (bottom left) and appeared earlier this year in Frankenstein's Wedding: Live in Leeds (right). Record producer Steve Lillywhite (top centre) has become a CBE for services to music. Siouxsie and the Banshees (top left), Talking Heads (top right), Ultravox (bottom left) and U2 (bottom right) are just a few of the acts he has worked with over the past 30 years.
TV executive Peter Bazalgette (left), who was pivotal in bringing such programmes as Ground Force (top right), Big Brother (middle right) and Deal or No Deal (bottom right) to British screens, is to receive a knighthood. The 58-year-old called the honour "a delightful compliment".
Knighthoods also go to the Royal Opera House's music director Antonio Pappano (centre) and the poet Geoffrey Hill, while author Penelope Lively becomes a Dame. In the world of London live performance, Royal Court chairman Anthony Burton is made a CBE while Marcus Davey of the Roundhouse is appointed an OBE.

type: global

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text:
Charlotte COMPS Academy-Property Management Tickets, Mon, Feb 12, 2018 at 8:30 AM | Eventbrite
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value: This website is an American event management and ticketing website. The service allows users to browse, create, and promote local events.


text:
Registration Representative Jobs, Employment in Minneapolis, MN
Registration Representative jobs in Minneapolis, MN
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text:
comments by The1337Llama
reddit.com The1337Llama
The1337Llama
gifts on behalf of /u/The1337Llama have helped pay for 12.21 hours of reddit server time.
Official /r/ARMS Tournaments: Stage Legality Survey! by ThePoochyKid in ARMS
[–]The1337Llama 0 points1 point2 points 29 days ago (0 children)
Yes you can, I think it's the X button to go to settings? And then turn items off.
I specifically collect marvel games, here's my updated collection! by The1337Llama in gamecollecting
[–]The1337Llama[S] 0 points1 point2 points 6 months ago (0 children)
Oh absolutely, I hate when a new game (movie tie-in) comes out and I have to buy it for the collection, knowing it's shovel ware garbage. That being said, I am really excited to see what the new Insomniac Spider-Man game will bring!
And if you liked Hulk ultimate destruction, check out "The Incredible Hulk" on PS3 and 360. I know it's kinda climbing in value, but it is super fun just like ultimate destruction.
Much appreciated! I'm going super hard on this Marvel collection. Trying to tap every corner of what I need!
[–]The1337Llama[S] 1 point2 points3 points 6 months ago (0 children)
I think the biggest hidden gem is X-Men Reign of Apocalypse on GBA. I have it loose so I didn't picture it, but it's just an insanely fun beat em up. I got it for $5 at a game store, its worth checking out!
[–]The1337Llama[S] 0 points1 point2 points 6 months ago * (0 children)
The Punisher on Genesis is actually really really fun haha. Ultimate Alliance was such a fun game to me, as well as Amazing Spider-Man 2 on PS4! As well as you stated below, Shattered Dimensions is incredible. Unfortunately since lots of them are movie tie-ins, a lot of them aren't that great.
**Edit - Maximum Carnage also :)
[–]The1337Llama[S] 3 points4 points5 points 6 months ago (0 children)
Thanks a bunch! I guess the title is a little misleading in saying that I only collect Marvel games. I got a PS4 on launch day, as I'm a fan of Sony's systems, same with the WiiU. I only own my Xbox One really for some of the exclusives like Recore, and Gears 4.
Amazing Spider-Man: Lethal Foes is a repro cart I ordered :)
Mini NES 2 player with one controller (Super Mario Bros) by The1337Llama in nintendo
[–]The1337Llama[S] 0 points1 point2 points 9 months ago (0 children)
Okay thanks! Just figured it would be like the old system.
So Wal-Mart in 15 mins approximately online, who's waiting? by stupidamiibo in AmiiboCanada
[–]The1337Llama 0 points1 point2 points 9 months ago (0 children)
[–]The1337Llama 1 point2 points3 points 9 months ago (0 children)
NES Classic is #57 on Amazon Best Sellers in Computer and Video Games by Microtic in AmiiboCanada
When is this set to release for Amazon CA?
I just paid 10$ for this pack why?? by [deleted] in GearsOfWar
[–]The1337Llama 0 points1 point2 points 10 months ago (0 children)
Can you refund packs ?
As a Canadian resident, is there any way for me to obtain the Totino's codes? by The1337Llama in GearsOfWar
[–]The1337Llama[S] 0 points1 point2 points 10 months ago (0 children)
Okay I got a brothers to the end code. PM me and let's work something out!
That would be great if you don't mind! I'll PM you :)
Giving Back To The Community. Enjoy guys! by KmDabaja in GearsOfWar
[–]The1337Llama 1 point2 points3 points 10 months ago (0 children)
I am so greatly confused. How/ where did you get these?
This is Halo: Custom Edition by Vengeance417 in halo
[–]The1337Llama 1 point2 points3 points 11 months ago (0 children)
Holy crap I used to play this like 5-6 years ago. I had no idea it's still alive. I know what I'll be doing later!
So I started re- reading it. I miss this guy. by Spongebond007 in Marvel
[–]The1337Llama 3 points4 points5 points 1 year ago (0 children)
Facebook finally paid off, PSP stuff! by dragonmantank in gamecollecting
[–]The1337Llama 1 point2 points3 points 1 year ago (0 children)
See if you can track down a copy of Jeanne D'arc. Awesome PSP Strategy RPG
So I specifically collect games based off of Marvel comics! Here's what I've got so far. by The1337Llama in gamecollecting
[–]The1337Llama[S] 0 points1 point2 points 1 year ago (0 children)
I haven't even heard of a HyperScan. Do you know which marvel games are on it?
[–]The1337Llama[S] 0 points1 point2 points 1 year ago * (0 children)
I've got it for 360! Not a huge fan of deadpool, but that game is hilarious.
The worst part is, when I decided to start collecting Marvel, X-Men was my first game. All I could think was "if they're all this bad I don't even wanna collect for it"
I've heard pretty sweet things! If I can't find it locally in the next little bit here I'll be grabbing it on ebay. I really wanna play it haha
Punisher on PS2 and Xbox are at the top of my list right now! I've only got the NES one so far.
Looking for a high res image of a sleeve! by The1337Llama in gamecollecting
I'll PM you with a few that I need!
π Rendered by PID 27248 on app-521 at 2017-08-17 08:28:50.811466+00:00 running 89d2e6c country code: US.

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text:
Patent US4558706 - Device for diagnosing body cavity interiors with ultrasonic waves - Google PatentsSearch Images Maps Play YouTube News Gmail Drive More »Sign inPatentsA device for diagnosing body cavity interiors with ultrasonic waves consisting of an ultrasonic wave transmitter and receiver in a housing chamber filled with a wave transmitting fluid and coated with a jacket cover and connected to the end of a flexible tube for insertion into a body cavity, the flexible...http://www.google.com/patents/US4558706?utm_source=gb-gplus-sharePatent US4558706 - Device for diagnosing body cavity interiors with ultrasonic wavesAdvanced Patent SearchTry the new Google Patents, with machine-classified Google Scholar results, and Japanese and South Korean patents.Publication numberUS4558706 APublication typeGrantApplication numberUS 06/472,496Publication dateDec 17, 1985Filing dateMar 7, 1983Priority dateMar 5, 1982Fee statusPaidAlso published asEP0088620A2, EP0088620A3Publication number06472496, 472496, US 4558706 A, US 4558706A, US-A-4558706, US4558706 A, US4558706AInventorsAkio Nakada, Kazumasa MatsuoOriginal AssigneeOlympus Optical Co., Ltd.Export CitationBiBTeX, EndNote, RefManPatent Citations (8), Referenced by (47), Classifications (20), Legal Events (4) External Links: USPTO, USPTO Assignment, EspacenetDevice for diagnosing body cavity interiors with ultrasonic waves
Patent CitationsCited PatentFiling datePublication dateApplicantTitleUS3012829 *Jun 30, 1958Dec 12, 1961Fmc CorpFluid sealUS3155091 *Apr 30, 1963Nov 3, 1964Diagnosto Associates LtdDiagnostic device for the detection and location of the sites of internal anatomicalabnormalitiesUS3199876 *Jun 10, 1963Aug 10, 1965Crane CoStuffing box constructionUS4177998 *Aug 25, 1978Dec 11, 1979Acf Industries, IncorporatedPacking gland assemblyUS4316271 *Jan 14, 1981Feb 16, 1982Honeywell Inc.Purging and expansion mechanismUS4374525 *Apr 27, 1981Feb 22, 1983Olympus Optical Co., Ltd.Ultrasonic diagnostic apparatus for endoscopeUS4391282 *Oct 17, 1980Jul 5, 1983Olympus Optical Company LimitedCoeliac cavity ultrasonic diagnosis apparatusGB766516A * Title not available* Cited by examinerReferenced byCiting PatentFiling datePublication dateApplicantTitleUS4674515 *Oct 23, 1985Jun 23, 1987Olympus Optical Co., Ltd.Ultrasonic endoscopeUS4757821 *Nov 12, 1986Jul 19, 1988Corazonix CorporationOmnidirectional ultrasonic probeUS4773426 *Jun 3, 1985Sep 27, 1988Picker International, Inc.Ultrasonic mechanical sector scanning transducer probe assemblyUS4807634 *Feb 3, 1987Feb 28, 1989Kabushiki Kaisha ToshibaMechanical type ultrasonic scannerUS4879991 *Nov 10, 1987Nov 14, 1989Olympus Optical Co., Ltd.EndoscopeUS4887605 *Feb 18, 1988Dec 19, 1989Angelsen Bjorn A JLaser catheter delivery system for controlled atheroma ablation combining laser angioplasty and intra-arterial ultrasonic imaginingUS4895158 *Jan 24, 1989Jan 23, 1990Matsushita Electric Industrial Co., Ltd.Ultrasonic probeUS4951677 *Mar 21, 1988Aug 28, 1990Prutech Research And Development Partnership IiAcoustic imaging catheter and the likeUS5254112 *Oct 29, 1990Oct 19, 1993C. R. Bard, Inc.Device for use in laser angioplastyUS5300081 *Oct 9, 1992Apr 5, 1994United States Surgical CorporationSurgical clip applier having clip advancement controlUS5307810 *Nov 19, 1992May 3, 1994Kabushiki Kaisha Machida SeisakushoDiagnosis device with function for angling tip probeUS5368035 *Sep 17, 1992Nov 29, 1994Boston Scientific CorporationUltrasound imaging guidewireUS5372138 *Dec 9, 1992Dec 13, 1994Boston Scientific CorporationAcousting imaging catheters and the likeUS5382254 *Oct 30, 1992Jan 17, 1995United States Surgical CorporationActuating handle for surgical instrumentsUS5382255 *Jan 8, 1993Jan 17, 1995United States Surgical CorporationApparatus and method for assembly of surgical instrumentsUS5383881 *Sep 22, 1993Jan 24, 1995United States Surgical CorporationSafety device for use with endoscopic instrumentationUS5421338 *Jun 3, 1994Jun 6, 1995Boston Scientific CorporationAcoustic imaging catheter and the likeUS5524630 *May 17, 1995Jun 11, 1996Crowley; Robert J.Acoustic imaging catheter and the likeUS5546948 *Nov 28, 1994Aug 20, 1996Boston Scientific CorporationUltrasound imaging guidewireUS5715825 *Jun 10, 1996Feb 10, 1998Boston Scientific CorporationAcoustic imaging catheter and the likeUS5833696 *Oct 3, 1996Nov 10, 1998United States Surgical CorporationApparatus for applying surgical clipsUS5865178 *Jun 6, 1995Feb 2, 1999Cardiovascular Imaging System, Inc.Method and apparatus for intravascular ultrasonographyUS5902245 *Aug 15, 1997May 11, 1999Cardiovascular Imaging Systems, Inc.Method and apparatus for intravascular ultrasonographyUS6165127 *Sep 26, 1997Dec 26, 2000Boston Scientific CorporationAcoustic imaging catheter and the likeUS6221015Apr 27, 1999Apr 24, 2001Cardiovascular Imaging Systems, Inc.Method and apparatus for intravascular two-dimensional ultrasonographyUS6364840Sep 27, 2000Apr 2, 2002Boston Scientific CorporationAcoustic imaging catheter and the likeUS6409673Mar 23, 2001Jun 25, 2002Cardiovasular Imaging Systems, Inc.Method and apparatus for intravascular two-dimensional ultrasonographyUS6572553Jan 4, 2002Jun 3, 2003Scimed Life Systems, Inc.Medical imaging deviceUS6572554Jun 20, 2002Jun 3, 2003Scimed Life Systems, Inc.Method and apparatus for intravascular two-dimensional ultrasonographyUS6585655May 31, 2002Jul 1, 2003Scimed Life Systems, Inc.Medical imaging deviceUS6764450May 13, 2003Jul 20, 2004Scimed Life Systems, Inc.Method and apparatus for intravascular two-dimensional ultrasonographyUS7037271May 27, 2003May 2, 2006Boston Scientific CorporationMedical imaging deviceUS7131948Oct 22, 2003Nov 7, 2006Scimed Life Systems, Inc.Method and apparatus for intravascular two-dimensional ultrasonographyUS7484412Mar 22, 2005Feb 3, 2009Koninklijke Philips Electronics N.V.Ultrasound probe with multiple fluid chambersUS7544166Jun 3, 2005Jun 9, 2009Scimed Life Systems, Inc.Systems and methods for imaging with deployable imaging devicesUS20030073904 *Sep 9, 2002Apr 17, 2003Hondaseiki CorporationUltrasonic medical treatment equipment and ultrasonic diagnostic equipmentUS20030208119 *May 27, 2003Nov 6, 2003Crowley Robert J.Medical imaging deviceUS20040087859 *Oct 22, 2003May 6, 2004Yock Paul G.Method and apparatus for intravascular two-dimensional ultrasonographyUS20040133109 *Jan 7, 2003Jul 8, 2004Scimed Life Systems, Inc.Systems and methods for acoustic thermal imagingUS20060276711 *Jun 3, 2005Dec 7, 2006Scimed Life Systems, Inc.Systems and methods for imaging with deployable imaging devicesUS20100234734 *Oct 20, 2009Sep 16, 2010Medison Co., Ltd.Probe For Ultrasonic Diagnosis ApparatusUS20110208237 *Oct 4, 2010Aug 25, 2011Chi Mei Medical CenterForceps for pathological diagnosisDE3816982A1 *May 18, 1988Dec 8, 1988Olympus Optical CoUltraschall-untersuchungsgeraetEP0329492A2 *Feb 20, 1989Aug 23, 1989Bjorn A. J. AngelsenLaser catheter delivery systemEP0329492A3 *Feb 20, 1989Aug 1, 1990Bjorn A. J. AngelsenLaser catheter delivery systemEP2228012A1 *Oct 8, 2009Sep 15, 2010Medison Co., Ltd.Probe for ultrasonic diagnosis apparatusWO2005096266A1 *Mar 22, 2005Oct 13, 2005Koninklijke Philips Electronics, N.V.Ultrasound probe with multiple fluid chambers* Cited by examinerClassifications U.S. Classification600/462, 600/104International ClassificationG01N29/24, G10K11/35, A61B1/00, G10K11/02, A61B8/00, A61B8/12Cooperative ClassificationA61B8/12, A61B8/4461, G10K11/357, G01N29/24, G10K11/02, G01N2291/0423, A61B8/445European ClassificationA61B8/12, A61B8/44N6, G10K11/02, G10K11/35C, G01N29/24Legal EventsDateCodeEventDescriptionMar 7, 1983ASAssignmentOwner name: OLYMPUS OPTICAL CO., LTD.; NO. 43-2, HATAGAYA 2-CHFree format text: ASSIGNMENT OF ASSIGNORS INTEREST.;ASSIGNORS:NAKADA, AKIO;MATSUO, KAZUMASA;REEL/FRAME:004105/0125Effective date: 19830128Feb 9, 1989FPAYFee paymentYear of fee payment: 4Jun 3, 1993FPAYFee paymentYear of fee payment: 8Jun 5, 1997FPAYFee paymentYear of fee payment: 12RotateOriginal ImageGoogle Home - Sitemap - USPTO Bulk Downloads - Privacy Policy - Terms of Service - About Google Patents - Send FeedbackData provided by IFI CLAIMS Patent Services

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text: Five-star: Mat McBriar holds the fort1408dTodd ArcherBig Decision: Should Cowboys kick to Ted Ginn?1482dJean-Jacques TaylorScout's Eye: Cowboys-49ers preview1484dBryan BroaddusOpposing Voice: CSNBayArea.com's Matt Maiocco1486dCalvin WatkinsFive-star: Mat McBriar holds the fort12/1/20110 SharesEmailCommentTodd Archer, ESPN Staff Writer CloseCovered NFL since 1997, Cowboys since 2003

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text:
From: Hayden Young <haydenyoung@wi...> - 2012-07-09 19:32:30
After several months of development, Wijiti is pleased to contribute
this reworked version of the REST API for DSpace 1.8.x.
Details and documentation are available at https://jspace.atlassian.net/
and all code is freely available via Github, the link of which is in the
Re: [Dspace-tech] DSpace Span drives
From: Mark H. Wood <mwood@IUPUI.Edu> - 2012-07-09 16:17:58
Message as HTML On Mon, Jul 09, 2012 at 04:14:10PM +0200, helix84 wrote:
> On Mon, Jul 9, 2012 at 4:04 PM, Mark Ehle <markehle@...> wrote:
> > What happens when an assetsore fills up? Is Dspace able to discern when an
> > asserstore is full and move on to the next one?
> I don't know exactly, but I don't think so.
> There is always only one assetstore that is used for newly added
> items. It's specified by the assetstore.incoming option. The others
> are used only for reading.
One assetstore is configured as the current one for receiving new
bitstreams.  If that one is full, the deposit fails.  You'd need to
stop DSpace, reconfigure, and restart to begin using a new assetstore.
I usually don't bother with that, instead using the OS' logical volume
manager to just add another extent to the volume holding the
assetstore, and then using the filesystem tools to extend the
filesystem into the new space which magically appeared on that volume.
I set up a separate volume for the (single) assetstore so that I don't
have to worry about some other process gumming up DSpace deposits.
Re: [Dspace-tech] DSpace admin password problem
From: Thornton, Susan M. (LARC-B702)[LITES] <susan.thornton@na...> - 2012-07-09 16:14:35
If you're on a Unix platform, the syntax to run the script is:
> Tried to create the DSpace admin user. Problem is I don't have dspace
there isn't supposed to be a "dspace create-administrator" file.
"create-administrator" is a parameter to the "dspace" script.
From: Lewatle Phaladi <Lewatle.P<haladi@wi...> - 2012-07-09 14:15:37
I wanted to be sure as we will buy additional space that is expensive and I should be giving an informed idea in this purchase. I will let them know that is possible.
Sent: 09 July 2012 03:50 PM
Subject: Re: [Dspace-tech] DSpace Span drives
On Mon, Jul 9, 2012 at 3:40 PM, Lewatle Phaladi <Lewatle.Phaladi@...> wrote:
> Please advise me can dspace be able to access assetstore if I place it
> in other hard drive on the same machine, I will install Ubuntu on 20
> GB Hard disk and need to store my assetstore on additional hard disk
> that I will mount.
this is explained in dspace.cfg:
##### File Storage ######
# Asset (bitstream) store number 0 (zero) assetstore.dir = ${dspace.dir}/assetstore
# assetstore.dir.1 = /second/assetstore
# Specify the number of the store to use for new bitstreams with this property # The default is 0 (zero) which corresponds to the 'assetstore.dir' above # assetstore.incoming = 1
Let us know if there's anything more you need to know.
From: helix84 <helix84@ce...> - 2012-07-09 14:14:40
On Mon, Jul 9, 2012 at 4:04 PM, Mark Ehle <markehle@...> wrote:
> What happens when an assetsore fills up? Is Dspace able to discern when an
> asserstore is full and move on to the next one?
I don't know exactly, but I don't think so.
There is always only one assetstore that is used for newly added
items. It's specified by the assetstore.incoming option. The others
are used only for reading.
From: Mark Ehle <markehle@gm...> - 2012-07-09 14:04:13
Message as HTML What happens when an assetsore fills up? Is Dspace able to discern when an
asserstore is full and move on to the next one?
On Mon, Jul 9, 2012 at 9:49 AM, helix84 <helix84@...> wrote:
> On Mon, Jul 9, 2012 at 3:40 PM, Lewatle Phaladi
> > Please advise me can dspace be able to access assetstore if I place it in
> > other hard drive on the same machine, I will install Ubuntu on 20 GB Hard
> > disk and need to store my assetstore on additional hard disk that I will
> this is explained in dspace.cfg:
> ##### File Storage ######
> # Asset (bitstream) store number 0 (zero)
> # Specify extra asset stores like this, counting from 1 upwards:
> # assetstore.dir.1 = /second/assetstore
> # assetstore.dir.2 = /third/assetstore
> # Specify the number of the store to use for new bitstreams with this
> # The default is 0 (zero) which corresponds to the 'assetstore.dir' above
> # assetstore.incoming = 1
> Let us know if there's anything more you need to know.
From: helix84 <helix84@ce...> - 2012-07-09 13:50:01
On Mon, Jul 9, 2012 at 3:40 PM, Lewatle Phaladi
> Please advise me can dspace be able to access assetstore if I place it in
> other hard drive on the same machine, I will install Ubuntu on 20 GB Hard
> disk and need to store my assetstore on additional hard disk that I will
# assetstore.incoming = 1
[Dspace-tech] DSpace Span drives
From: Lewatle Phaladi <Lewatle.P<haladi@wi...> - 2012-07-09 13:43:38
Please advise me can dspace be able to access assetstore if I place it
in other hard drive on the same machine, I will install Ubuntu on 20 GB
Hard disk and need to store my assetstore on additional hard disk that I
From: helix84 <helix84@ce...> - 2012-07-09 12:57:46
From: MICHAEL QUINTON SMITH <SMITHMQ@mycput.ac.za> - 2012-07-09 12:50:40
Tried to create the DSpace admin user. Problem is I don't have dspace create-administrator in home/dspace/bin.
On 9 July 2012 12:31, MICHAEL QUINTON SMITH <SMITHMQ@...<mailto:SMITHMQ@...>> wrote:
From: Hilton Gibson [hilton.gibson@...<mailto:hilton.gibson@...>]
On 9 July 2012 11:19, MICHAEL QUINTON SMITH <SMITHMQ@...<mailto:SMITHMQ@...>> wrote:
Re: [Dspace-tech] Metadata Import
From: Lewatle Phaladi <Lewatle.P<haladi@wi...> - 2012-07-09 11:41:25
Thanks I found it and is working I can upload, thanks to Hilton as well is just only the movement of files but the setting are there.
Sent: 09 July 2012 11:50 AM
Subject: Re: [Dspace-tech] Metadata Import
On Mon, Jul 9, 2012 at 9:46 AM, Lewatle Phaladi <Lewatle.Phaladi@...> wrote:
> I have created CSV file with metadata fields and values but when I try
> to upload I get the error message saying the request was rejected
> because its size (617) exceeds the configured maximum (0) I also
> checked dspace.cfg file so I can edit maximum size to any desired size
> but I can’t find a line with that option, help is always appreciated. Please see attachment.
in DSpace 1.8 this config option is in the bulkedit module, so you'll find it in [dspace]/config/modules/bulkedit.cfg:
# A hard limit of the number of items allowed to be edited in one go in the UI # (does not apply to the command line version) # gui-item-limit = 20
From: Lewatle Phaladi <Lewatle.P<haladi@wi...> - 2012-07-09 09:58:23
Sent: 09 July 2012 11:11 AM
On 9 July 2012 11:06, Lewatle Phaladi <Lewatle.Phaladi@...> wrote:
Thanks, is this settings available in dspace.cfg file
, I have just used find and try to get the settings but I can’t find them.
Sent: 09 July 2012 10:19 AM
Check around line 990 for the following:
bulkedit.gui-item-limit = 10000
On 9 July 2012 09:46, Lewatle Phaladi <Lewatle.Phaladi@...> wrote:
I have created CSV file with metadata fields and values but when I try to upload I get the error message saying the request was rejected because its size (617) exceeds the configured maximum (0) I also checked dspace.cfg file so I can edit maximum size to any desired size but I can’t find a line with that option, help is always appreciated. Please see attachment.
From: helix84 <helix84@ce...> - 2012-07-09 09:50:07
On Mon, Jul 9, 2012 at 9:46 AM, Lewatle Phaladi
> I have created CSV file with metadata fields and values but when I try to
> upload I get the error message saying the request was rejected because its
> size (617) exceeds the configured maximum (0) I also checked dspace.cfg file
> so I can edit maximum size to any desired size but I can’t find a line with
> that option, help is always appreciated. Please see attachment.
in DSpace 1.8 this config option is in the bulkedit module, so you'll
find it in [dspace]/config/modules/bulkedit.cfg:
# gui-item-limit = 20
From: Hilton Gibson <hilton.gibson@gm...> - 2012-07-09 09:39:06
[Dspace-tech] DSpace admin password problem
From: MICHAEL QUINTON SMITH <SMITHMQ@mycput.ac.za> - 2012-07-09 09:35:10
From: Hilton Gibson <hilton.gibson@gm...> - 2012-07-09 09:10:43
Message as HTML See reply below.
> Hi Hilton ****
> Thanks, is this settings available in dspace.cfg file
> , I have just used find and try to get the settings but I can’t find them.
> *Sent:* 09 July 2012 10:19 AM
> *Subject:* Re: [Dspace-tech] Metadata Import****
> Check around line 990 for the following:****
> >>>>** **
> ### Bulk metadata editor settings ###****
> # The delimiter used to separate values within a single field (defaults to
> a double pipe ||)****
> # bulkedit.valueseparator = ||****
> # The delimiter used to serarate fields (defaults to a comma for CSV)****
> # bulkedit.fieldseparator = ,****
> # A hard limit of the number of items allowed to be edited in one go in
> the UI****
> # (does not apply to the command line version)****
> bulkedit.gui-item-limit = 10000****
> On 9 July 2012 09:46, Lewatle Phaladi <Lewatle.Phaladi@...> wrote:*
> upload I get the error message saying *the request was rejected because
> its size (617) exceeds the configured maximum (0)* I also checked
> dspace.cfg file so I can edit maximum size to any desired size but I can’t
> find a line with that option, help is always appreciated. Please see
> attachment. ****
> http://www.sun.ac.za/library****
From: Lewatle Phaladi <Lewatle.P<haladi@wi...> - 2012-07-09 09:06:32
Thanks, is this settings available in dspace.cfg file, I have just used find and try to get the settings but I can’t find them.
From: Hilton Gibson <hilton.gibson@gm...> - 2012-07-09 08:19:20
# The delimiter used to separate values within a single field (defaults to
a double pipe ||)
# A hard limit of the number of items allowed to be edited in one go in the
[Dspace-tech] Metadata Import
From: Lewatle Phaladi <Lewatle.P<haladi@wi...> - 2012-07-09 07:49:19
Message as HTML metadataimport.png Re: [Dspace-tech] Problem in integrating dspace with netbeans
From: nayal.ashish <nayal.ashish@gm...> - 2012-07-09 05:19:50
Dear Benryan,
mvn <goals> -rf :xmlui
View this message in context: http://dspace.2283337.n4.nabble.com/Problem-in-integrating-dspace-with-netbeans-tp4656087p4656117.html

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Revision as of 19:03, 24 November 2012 (view source) MiriamRobbins (talk | contribs) Newer edit →
−| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Birth|Birth]]'''+| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Birth|Birth]]''' −| width="16.6%" align="center" | '''[[Morgan County, Alabama#Marriage|Marriage]]'''+| width="16.6%" align="center" | '''[[Morgan County, Alabama#Marriage|Marriage]]''' −| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Death|Death]]'''+| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Death|Death]]''' −| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Taxation|Tax]]'''+| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Taxation|Tax]]''' −| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Land_and_Property|Land]]'''+| valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Land_and_Property|Land]]''' | valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Probate_Records|Probate]]''' | valign="middle" width="16.6%" | '''[[Morgan County, Alabama#Probate_Records|Probate]]'''
−| style="height: 25px" valign="middle" width="16.6%" | 1893+| style="height: 25px" valign="middle" width="16.6%" | 1893 −| style="height: 25px" valign="middle" width="16.6%" | 1821+| style="height: 25px" valign="middle" width="16.6%" | 1821 −| style="height: 25px" valign="middle" width="16.6%" | 1893+| style="height: 25px" valign="middle" width="16.6%" | 1893 −| style="height: 25px" valign="middle" width="16.6%" | 1865+| style="height: 25px" valign="middle" width="16.6%" | 1865 −| style="height: 25px" valign="middle" width="16.6%" | 1818+| style="height: 25px" valign="middle" width="16.6%" | 1818 | style="height: 25px" valign="middle" width="16.6%" | 1818 | style="height: 25px" valign="middle" width="16.6%" | 1818
−
{{Alabama Conf}}+
{{Alabama Conf}} ===== Civil War Battle Fought in Morgan County ===== ===== Civil War Battle Fought in Morgan County =====
[http://www.algw.org/morgan/mcgs/index.html '''Morgan County Genealogical Society''']
624 Bank Street NE
Decatur, Alabama 35601-1608 [http://www.algw.org/morgan/mcgs/index.html '''Morgan County Genealogical Society''']
624 Bank Street NE
Decatur, Alabama 35601-1608 Line 202:
Retrieved from "https://familysearch.org/wiki/en/index.php?title=Morgan_County,_Alabama_Genealogy&oldid=1174635"	Categories: Pages with reference errorsAlabama CountiesMorgan County, AlabamaHidden category: FamilySearch Books Online	Navigation menu

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Diffusion of innovations - Wikipedia
(Redirected from Technological diffusion)
The diffusion of innovations according to Roland. With successive groups of consumers adopting the new technology (shown in blue), its market share (yellow) will eventually reach the saturation level. The blue curve is broken into sections of adopters.
Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. Everett Rogers, a professor of communication studies, popularized the theory in his book Diffusion of Innovations; the book was first published in 1962, and is now in its fifth edition (2003).[1] Rogers argues that diffusion is the process by which an innovation is communicated over time among the participants in a social system. The origins of the diffusion of innovations theory are varied and span multiple disciplines.
Rogers proposes that four main elements influence the spread of a new idea: the innovation itself, communication channels, time, and a social system. This process relies heavily on human capital. The innovation must be widely adopted in order to self-sustain. Within the rate of adoption, there is a point at which an innovation reaches critical mass.
The categories of adopters are innovators, early adopters, early majority, late majority, and laggards.[2] Diffusion manifests itself in different ways and is highly subject to the type of adopters and innovation-decision process. The criterion for the adopter categorization is innovativeness, defined as the degree to which an individual adopts a new idea.
2.1 Characteristics of innovations
2.2 Characteristics of individual adopters
2.3 Characteristics of organizations
5 Rate of adoption
5.1 Adoption strategies
5.2 Diffusion vs adoption
6 Adopter categories
7 Failed diffusion
8 Heterophily and communication channels
9 The role of social systems
9.1 Opinion leaders
9.2 Electronic communication social networks
10 Extensions of the theory
10.1 Policy
11 Consequences of adoption
11.1 Public versus private
11.2 Benefits versus costs
12 Mathematical treatment
12.1 Complex systems models
The concept of diffusion was first studied by the French sociologist Gabriel Tarde in late 19th century[3] and by German and Austrian anthropologists and geographers such as Friedrich Ratzel and Leo Frobenius. The study of diffusion of innovations took off in the subfield of rural sociology in the midwestern United States in the 1920s and 1930s. Agriculture technology was advancing rapidly, and researchers started to examine how independent farmers were adopting hybrid seeds, equipment, and techniques.[4] A study of the adoption of hybrid corn seed in Iowa by Ryan and Gross (1943) solidified the prior work on diffusion into a distinct paradigm that would be cited consistently in the future.[4][5] Since its start in rural sociology, Diffusion of Innovations has been applied to numerous contexts, including medical sociology, communications, marketing, development studies, health promotion, organizational studies, knowledge management, conservation biology[6] and complexity studies,[7] with a particularly large impact on the use of medicines, medical techniques, and health communications.[8] In organizational studies, its basic epidemiological or internal-influence form was formulated by H. Earl Pemberton,[9] who provided examples of institutional diffusion[10] such as postage stamps and standardized school ethics codes.
In 1962, Everett Rogers, a professor of rural sociology, published his seminal work: Diffusion of Innovations. Rogers synthesized research from over 508 diffusion studies across the fields that initially influenced the theory: anthropology, early sociology, rural sociology, education, industrial sociology and medical sociology. Using his synthesis, Rogers produced a theory of the adoption of innovations among individuals and organizations.[11] Diffusion of Innovations and Rogers' later books are among the most often cited in diffusion research. His methodologies are closely followed in recent diffusion research, even as the field has expanded into, and been influenced by, other methodological disciplines such as social network analysis and communication.[12][13]
The key elements in diffusion research are:
Innovation Innovation is a broad category, relative to the current knowledge of the analyzed unit. Any idea, practice, or object that is perceived as new by an individual or other unit of adoption could be considered an innovation available for study.[14]
Adopters Adopters are the minimal unit of analysis. In most studies, adopters are individuals, but can also be organizations (businesses, schools, hospitals, etc.), clusters within social networks, or countries.[15]
Communication channels Diffusion, by definition, takes place among people or organizations. Communication channels allow the transfer of information from one unit to the other.[16] Communication patterns or capabilities must be established between parties as a minimum for diffusion to occur.[17]
Time The passage of time is necessary for innovations to be adopted; they are rarely adopted instantaneously. In fact, in the Ryan and Gross (1943) study on hybrid corn adoption, adoption occurred over more than ten years, and most farmers only dedicated a fraction on their fields to the new corn in the first years after adoption.[5][18]
Social system The social system is the combination of external influences (mass media, surfactants, organizational or governmental mandates) and internal influences (strong and weak social relationships, distance from opinion leaders).[19] There are many roles in a social system, and their combination represents the total influences on a potential adopter.[20]
Characteristics of innovations[edit]
Studies have explored many characteristics of innovations. Meta-reviews have identified several characteristics that are common among most studies.[21] These are in line with the characteristics that Rogers initially cited in his reviews.[22]
Potential adopters evaluate an innovation on its relative advantage (the perceived efficiencies gained by the innovation relative to current tools or procedures), its compatibility with the pre-existing system, its complexity or difficulty to learn, its trialability or testability, its potential for reinvention (using the tool for initially unintended purposes), and its observed effects. These qualities interact and are judged as a whole. For example, an innovation might be extremely complex, reducing its likelihood to be adopted and diffused, but it might be very compatible with a large advantage relative to current tools. Even with this high learning curve, potential adopters might adopt the innovation anyway.[22]
Studies also identify other characteristics of innovations, but these are not as common as the ones that Rogers lists above.[23] The fuzziness of the boundaries of the innovation can impact its adoption. Specifically, innovations with a small core and large periphery are easier to adopt.[24] Innovations that are less risky are easier to adopt as the potential loss from failed integration is lower.[25] Innovations that are disruptive to routine tasks, even when they bring a large relative advantage, might not be adopted because of added instability. Likewise, innovations that make tasks easier are likely to be adopted.[26] Closely related to relative complexity, knowledge requirements are the ability barrier to use presented by the difficulty to use the innovation. Even when there are high knowledge requirements, support from prior adopters or other sources can increase the chances for adoption.[27]
Characteristics of individual adopters[edit]
Like innovations, adopters have been determined to have traits that affect their likelihood to adopt an innovation. A bevy of individual personality traits have been explored for their impacts on adoption, but with little agreement.[28] Ability and motivation, which vary on situation unlike personality traits, have a large impact on a potential adopter's likelihood to adopt an innovation. Unsurprisingly, potential adopters who are motivated to adopt an innovation are likely to make the adjustments needed to adopt it.[29] Motivation can be impacted by the meaning that an innovation holds; innovations can have symbolic value that encourage (or discourage) adoption.[30] First proposed by Ryan and Gross (1943), the overall connectedness of a potential adopter to the broad community represented by a city.[5] Potential adopters who frequent metropolitan areas are more likely to adopt an innovation. Finally, potential adopters who have the power or agency to create change, particularly in organizations, are more likely to adopt an innovation than someone with less power over his choices.[31]
Characteristics of organizations[edit]
Organizations face more complex adoption possibilities because organizations are both the aggregate of its individuals and its own system with a set of procedures and norms.[32] Three organizational characteristics match well with the individual characteristics above: tension for change (motivation and ability), innovation-system fit (compatibility), and assessment of implications (observability). Organizations can feel pressured by a tension for change. If the organization's situation is untenable, it will be motivated to adopt an innovation to change its fortunes. This tension often plays out among its individual members. Innovations that match the organization's pre-existing system require fewer coincidental changes and are easy to assess and more likely to be adopted.[33] The wider environment of the organization, often an industry, community, or economy, exerts pressures on the organization, too. Where an innovation is diffusing through the organization's environment for any reason, the organization is more likely to adopt it.[25] Innovations that are intentionally spread, including by political mandate or directive, are also likely to diffuse quickly.[34][35]
See also: Transtheoretical model § Stages of change
Diffusion occurs through a five–step decision-making process. It occurs through a series of communication channels over a period of time among the members of a similar social system. Ryan and Gross first identified adoption as a process in 1943.[36] Rogers' five stages (steps): awareness, interest, evaluation, trial, and adoption are integral to this theory. An individual might reject an innovation at any time during or after the adoption process. Abrahamson examined this process critically by posing questions such as: How do technically inefficient innovations diffuse and what impedes technically efficient innovations from catching on? Abrahamson makes suggestions for how organizational scientists can more comprehensively evaluate the spread of innovations.[37] In later editions of Diffusion of Innovation, Rogers changes his terminology of the five stages to: knowledge, persuasion, decision, implementation, and confirmation. However, the descriptions of the categories have remained similar throughout the editions.
Five stages of the adoption process
Knowledge The individual is first exposed to an innovation, but lacks information about the innovation. During this stage the individual has not yet been inspired to find out more information about the innovation.
Persuasion The individual is interested in the innovation and actively seeks related information/details.
Decision The individual takes the concept of the change and weighs the advantages/disadvantages of using the innovation and decides whether to adopt or reject the innovation. Due to the individualistic nature of this stage, Rogers notes that it is the most difficult stage on which to acquire empirical evidence.[11]
Implementation The individual employs the innovation to a varying degree depending on the situation. During this stage the individual also determines the usefulness of the innovation and may search for further information about it.
Confirmation The individual finalizes his/her decision to continue using the innovation. This stage is both intrapersonal (may cause cognitive dissonance) and interpersonal, confirmation the group has made the right decision.
Two factors determine what type a particular decision is:
Whether the decision is made freely and implemented voluntarily
Who makes the decision.
Based on these considerations, three types of innovation-decisions have been identified.[38]
Optional Innovation-Decision made by an individual who is in some way distinguished from others.
Collective Innovation-Decision made collectively by all participants.
Authority Innovation-Decision made for the entire social system by individuals in positions of influence or power.
Rate of adoption[edit]
The rate of adoption is defined as the relative speed at which participants adopt an innovation. Rate is usually measured by the length of time required for a certain percentage of the members of a social system to adopt an innovation.[39] The rates of adoption for innovations are determined by an individual’s adopter category. In general, individuals who first adopt an innovation require a shorter adoption period (adoption process) when compared to late adopters.
Within the adoption curve at some point the innovation reaches critical mass. This is when the number of individual adopters ensures that the innovation is self-sustaining.
Adoption strategies[edit]
Rogers outlines several strategies in order to help an innovation reach this stage, including when an innovation adopted by a highly respected individual within a social network and creating an instinctive desire for a specific innovation. Another strategy includes injecting an innovation into a group of individuals who would readily use said technology, as well as providing positive reactions and benefits for early adopters.
Diffusion vs adoption[edit]
Adoption is an individual process detailing the series of stages one undergoes from first hearing about a product to finally adopting it. Diffusion signifies a group phenomenon, which suggests how an innovation spreads.
Adopter categories[edit]
Rogers defines an adopter category as a classification of individuals within a social system on the basis of innovativeness. In the book Diffusion of Innovations, Rogers suggests a total of five categories of adopters in order to standardize the usage of adopter categories in diffusion research. The adoption of an innovation follows an S curve when plotted over a length of time.[40] The categories of adopters are: innovators, early adopters, early majority, late majority and laggards[2] In addition to the gatekeepers and opinion leaders who exist within a given community, change agents may come from outside the community. Change agents bring innovations to new communities– first through the gatekeepers, then through the opinion leaders, and so on through the community.
Adopter category
Innovators Innovators are willing to take risks, have the highest social status, have financial liquidity, are social and have closest contact to scientific sources and interaction with other innovators. Their risk tolerance allows them to adopt technologies that may ultimately fail. Financial resources help absorb these failures.[41]
Early adopters These individuals have the highest degree of opinion leadership among the adopter categories. Early adopters have a higher social status, financial liquidity, advanced education and are more socially forward than late adopters. They are more discreet in adoption choices than innovators. They use judicious choice of adoption to help them maintain a central communication position.[42]
Early Majority They adopt an innovation after a varying degree of time that is significantly longer than the innovators and early adopters. Early Majority have above average social status, contact with early adopters and seldom hold positions of opinion leadership in a system (Rogers 1962, p. 283)
Late Majority They adopt an innovation after the average participant. These individuals approach an innovation with a high degree of skepticism and after the majority of society has adopted the innovation. Late Majority are typically skeptical about an innovation, have below average social status, little financial liquidity, in contact with others in late majority and early majority and little opinion leadership.
Laggards They are the last to adopt an innovation. Unlike some of the previous categories, individuals in this category show little to no opinion leadership. These individuals typically have an aversion to change-agents. Laggards typically tend to be focused on "traditions", lowest social status, lowest financial liquidity, oldest among adopters, and in contact with only family and close friends.
Failed diffusion[edit]
Failed diffusion does not mean that the technology was adopted by no one. Rather, failed diffusion often refers to diffusion that does not reach or approach 100% adoption due to its own weaknesses, competition from other innovations, or simply a lack of awareness. From a social networks perspective, a failed diffusion might be widely adopted within certain clusters but fail to make an impact on more distantly related people. Networks that are over-connected might suffer from a rigidity that prevents the changes an innovation might bring, as well.[43][44] Sometimes, some innovations also fail as a result of lack of local involvement and community participation.
For example, Rogers discussed a situation in Peru involving the implementation of boiling drinking water to improve health and wellness levels in the village of Los Molinas. The residents had no knowledge of the link between sanitation and illness. The campaign worked with the villagers to try to teach them to boil water, burn their garbage, install latrines and report cases of illness to local health agencies. In Los Molinas, a stigma was linked to boiled water as something that only the "unwell" consumed, and thus, the idea of healthy residents boiling water prior to consumption was frowned upon. The two-year educational campaign was considered to be largely unsuccessful. This failure exemplified the importance of the roles of the communication channels that are involved in such a campaign for social change. An examination of diffusion in El Salvador determined that there can be more than one social network at play as innovations are communicated. One network carries information and the other carries influence. While people might hear of an innovation's uses, in Rogers' Los Molinas sanitation case, a network of influence and status prevented adoption.[45][46]
Heterophily and communication channels[edit]
Lazarsfeld and Merton first called attention to the principles of homophily and its opposite, heterophily. Using their definition, Rogers defines homophily as "the degree to which pairs of individuals who interact are similar in certain attributes, such as beliefs, education, social status, and the like".[47] When given the choice, individuals usually choose to interact with someone similar to themselves. Homophilous individuals engage in more effective communication because their similarities lead to greater knowledge gain as well as attitude or behavior change. As a result, homophilous people tend to promote diffusion among each other.[48] However, diffusion requires a certain degree of heterophily to introduce new ideas into a relationship; if two individuals are identical, no diffusion occurs because there is no new information to exchange. Therefore, an ideal situation would involve potential adopters who are homophilous in every way, except in knowledge of the innovation.[49]
Promotion of healthy behavior provides an example of the balance required of homophily and heterophily. People tend to be close to others of similar health status.[50] As a result, people with unhealthy behaviors like smoking and obesity are less likely to encounter information and behaviors that encourage good health. This presents a critical challenge for health communications, as ties between heterophilous people are relatively weaker, harder to create, and harder to maintain.[51] Developing heterophilous ties to unhealthy communities can increase the effectiveness of the diffusion of good health behaviors. Once one previously homophilous tie adopts the behavior or innovation, the other members of that group are more likely to adopt it, too.[52]
The role of social systems[edit]
Opinion leaders[edit]
Not all individuals exert an equal amount of influence over others. In this sense opinion leaders are influential in spreading either positive or negative information about an innovation. Rogers relies on the ideas of Katz & Lazarsfeld and the two-step flow theory in developing his ideas on the influence of opinion leaders.[53]
Opinion leaders have the most influence during the evaluation stage of the innovation-decision process and on late adopters.[54] In addition opinion leaders typically have greater exposure to the mass media, more cosmopolitan, greater contact with change agents, more social experience and exposure, higher socioeconomic status, and are more innovative than others.
Research was done in the early 1950s at the University of Chicago attempting to assess the cost-effectiveness of broadcast advertising on the diffusion of new products and services.[55] The findings were that opinion leadership tended to be organized into a hierarchy within a society, with each level in the hierarchy having most influence over other members in the same level, and on those in the next level below it. The lowest levels were generally larger in numbers and tended to coincide with various demographic attributes that might be targeted by mass advertising. However, it found that direct word of mouth and example were far more influential than broadcast messages, which were only effective if they reinforced the direct influences. This led to the conclusion that advertising was best targeted, if possible, on those next in line to adopt, and not on those not yet reached by the chain of influence.
Research on actor-network theory (ANT) also identifies a significant overlap between the ANT concepts and the diffusion of innovation which examine the characteristics of innovation and its context among various interested parties within a social system to assemble a network or system which implements innovation.[56]
Other research relating the concept to public choice theory finds that the hierarchy of influence for innovations need not, and likely does not, coincide with hierarchies of official, political, or economic status.[57] Elites are often not innovators, and innovations may have to be introduced by outsiders and propagated up a hierarchy to the top decision makers.
Electronic communication social networks[edit]
Prior to the introduction of the Internet, it was argued that social networks had a crucial role in the diffusion of innovation particularly tacit knowledge in the book The IRG Solution – hierarchical incompetence and how to overcome it.[58] The book argued that the widespread adoption of computer networks of individuals would lead to much better diffusion of innovations, with greater understanding of their possible shortcomings and the identification of needed innovations that would not have otherwise occurred. The social model proposed by Ryan and Gross[36] is expanded by Valente who uses social networks as a basis for adopter categorization instead of solely relying on the system-level analysis used by Ryan and Gross. Valente also looks at an individual's personal network, which is a different application than the organizational perspective espoused by many other scholars.[59]
Recent research by Wear shows, that particularly in regional and rural areas, significantly more innovation takes place in communities which have stronger inter-personal networks.[60]
Innovations are often adopted by organizations through two types of innovation-decisions: collective innovation decisions and authority innovation decisions. The collective decision occurs when adoption is by consensus. The authority decision occurs by adoption among very few individuals with high positions of power within an organization.[61] Unlike the optional innovation decision process, these decision processes only occur within an organization or hierarchical group. Within an organization certain individuals are termed "champions" who stand behind an innovation and break through opposition. The champion plays a very similar role as the champion used within the efficiency business model Six Sigma. The process contains five stages that are slightly similar to the innovation-decision process that individuals undertake. These stages are: agenda-setting, matching, redefining/restructuring, clarifying and routinizing.
Extensions of the theory[edit]
Diffusion of Innovations has been applied beyond its original domains. In the case of political science and administration, policy diffusion focuses on how institutional innovations are adopted by other institutions, at the local, state, or country level. An alternative term is 'policy transfer' where the focus is more on the agents of diffusion and the diffusion of policy knowledge, such as in the work of Diane Stone.[62] Specifically, policy transfer can be defined as "knowledge about how policies administrative arrangements, institutions, and ideas in one political setting (past or present) is used in the development of policies, administrative arrangements, institutions, and ideas in another political setting".[63]
The first interests with regards to policy diffusion were focused in time variation or state lottery adoption,[64] but more recently interest has shifted towards mechanisms (emulation, learning and coercion)[65][66] or in channels of diffusion[67] where researchers find that regulatory agency creation is transmitted by country and sector channels. At the local level, examining popular city-level policies make it easy to find patterns in diffusion through measuring public awareness.[68] At the international level, economic policies have been thought to transfer among countries according to local politicians' learning of successes and failures elsewhere and outside mandates made by global financial organizations.[69] As a group of countries succeed with a set of policies, others follow, as exemplified by the deregulation and liberalization across the developing world after the successes of the Asian Tigers. The reintroduction of regulations in the early 2000s also shows this learning process, which would fit under the stages of knowledge and decision, can be seen as lessons learned by following China's successful growth.[70]
Peres, Muller and Mahajan suggested that diffusion is "the process of the market penetration of new products and services that is driven by social influences, which include all interdependencies among consumers that affect various market players with or without their explicit knowledge".[71]
Eveland evaluated diffusion from a phenomenological view, stating, "Technology is information, and exists only to the degree that people can put it into practice and use it to achieve values".[72]
Diffusion of existing technologies has been measured using "S curves". These technologies include radio, television, VCR, cable, flush toilet, clothes washer, refrigerator, home ownership, air conditioning, dishwasher, electrified households, telephone, cordless phone, cellular phone, per capita airline miles, personal computer and the Internet. These data[73] can act as a predictor for future innovations.
Diffusion curves for infrastructure[74] reveal contrasts in the diffusion process of personal technologies versus infrastructure.
Consequences of adoption[edit]
Both positive and negative outcomes are possible when an individual or organization chooses to adopt a particular innovation. Rogers states that this area needs further research because of the biased positive attitude that is associated with innovation.[75] Rogers lists three categories for consequences: desirable vs. undesirable, direct vs. indirect, and anticipated vs. unanticipated.
In contrast Wejnert details two categories: public vs. private and benefits vs. costs.[76]
Public versus private[edit]
Public consequences comprise the impact of an innovation on those other than the actor, while private consequences refer to the impact on the actor. Public consequences usually involve collective actors, such as countries, states, organizations or social movements. The results are usually concerned with issues of societal well-being. Private consequences usually involve individuals or small collective entities, such as a community. The innovations are usually concerned with the improvement of quality of life or the reform of organizational or social structures.[77]
Benefits versus costs[edit]
Benefits of an innovation obviously are the positive consequences, while the costs are the negative. Costs may be monetary or nonmonetary, direct or indirect. Direct costs are usually related to financial uncertainty and the economic state of the actor. Indirect costs are more difficult to identify. An example would be the need to buy a new kind of pesticide to use innovative seeds. Indirect costs may also be social, such as social conflict caused by innovation.[77] Marketers are particularly interested in the diffusion process as it determines the success or failure of a new product. It is quite important for a marketer to understand the diffusion process so as to ensure proper management of the spread of a new product or service.
Mathematical treatment[edit]
Main article: Logistic function
The diffusion of an innovation typically follows an S shaped curve which often resembles a logistic function. Mathematical programming models such as the S-D model apply the diffusion of innovations theory to real data problems.[78] In addition to that, agent-based models follow a more intuitive process by designing individual-level rules to model diffusion of ideas and innovations.[79]
Complex systems models[edit]
Complex network models can also be used to investigate the spread of innovations among individuals connected to each other by a network of peer-to-peer influences, such as in a physical community or neighborhood.[80]
Such models represent a system of individuals as nodes in a network (or graph). The interactions that link these individuals are represented by the edges of the network and can be based on the probability or strength of social connections. In the dynamics of such models, each node is assigned a current state, indicating whether or not the individual has adopted the innovation, and model equations describe the evolution of these states over time.[81]
In threshold models,[82] the uptake of technologies is determined by the balance of two factors: the (perceived) usefulness (sometimes called utility) of the innovation to the individual as well as barriers to adoption, such as cost. The multiple parameters that influence decisions to adopt, both individual and socially motivated, can be represented by such models as a series of nodes and connections that represent real relationships. Borrowing from social network analysis, each node is an innovator, an adopter, or a potential adopter. Potential adopters have a threshold, which is a fraction of his neighbors who adopt the innovation that must be reached before he will adopt. Over time, each potential adopter views his neighbors and decides whether he should adopt based on the technologies they are using. When the effect of each individual node is analyzed along with its influence over the entire network, the expected level of adoption was seen to depend on the number of initial adopters and the network's structure and properties. Two factors emerge as important to successful spread of the innovation: the number of connections of nodes with their neighbors and the presence of a high degree of common connections in the network (quantified by the clustering coefficient). These models are particularly good at showing the impact of opinion leaders relative to others.[83] Computer models are often used to investigate this balance between the social aspects of diffusion and perceived intrinsic benefit to the individuals.[84]
Because there are more than four thousand articles across many disciplines published on Diffusion of Innovations, with a vast majority written after Rogers created a systematic theory, there have been few widely adopted changes to the theory.[7] Although each study applies the theory in slightly different ways, this lack of cohesion has left the theory stagnant and difficult to apply with consistency to new problems.[85][86]
Diffusion is difficult to quantify because humans and human networks are complex. It is extremely difficult, if not impossible, to measure what exactly causes adoption of an innovation.[87] This is important, particularly in healthcare. Those encouraging adoption of health behaviors or new medical technologies need to be aware of the many forces acting on an individual and his or her decision to adopt a new behavior or technology. Diffusion theories can never account for all variables, and therefore might miss critical predictors of adoption.[88] This variety of variables has also led to inconsistent results in research, reducing heuristic value.[89]
Rogers placed the contributions and criticisms of diffusion research into four categories: pro-innovation bias, individual-blame bias, recall problem, and issues of equality. The pro-innovation bias, in particular, implies that all innovation is positive and that all innovations should be adopted.[1] Cultural traditions and beliefs can be consumed by another culture's through diffusion, which can impose significant costs on a group of people.[89] The one-way information flow, from sender to receiver, is another weakness of this theory. The message sender has a goal to persuade the receiver, and there is little to no reverse flow. The person implementing the change controls the direction and outcome of the campaign. In some cases, this is the best approach, but other cases require a more participatory approach.[90] In complex environments where the adopter is receiving information from many sources and is returning feedback to the sender, a one-way model is insufficient and multiple communication flows need to be examined.[91]
Critical mass (sociodynamics)
Pro-innovation bias
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The Diffusion Simulation Game, about adopting an innovation in education.
The Pencil Metaphor on diffusion of innovation.
Diffusion of Innovations, by Jon Roland, summarizing ideas in the field.
Diffusion of Innovations, Strategy and Innovations. The D.S.I Framework by Francisco Rodrigues Gomes, Academia.edu share research.
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On Mon, Jan 26, 2009 at 6:37 PM, Fletcher Liverance <qwert189@...> wrote:
> I would imagine this is a fairly common situation, but I haven't had much luck finding info on it.
> rdesktop 1.6
> two monitors running 1024x768
> Connecting to XP machine
> When I rdesktop to the XP machine I can get the single wide display (2048x768). When I maximize a window it maximizes across both screens. I'd like to change this so that window maximizes only on the display the display its currently on, much like it would if you were running two displays locally.
> Is this possible via rdesktop? If not is this a limitation of RDP, the xserver, rdesktop or is has it just not been implemented yet? Finally, does anyone have any suggestions on how I can best mimic this functionality without having to manually 'maximize' my windows on each display or run two rdesktop sessions?
I would imagine this is a fairly common situation, but I haven't had much luck finding info on it.
When I rdesktop to the XP machine I can get the single wide display (2048x768). When I maximize a window it maximizes across both screens. I'd like to change this so that window maximizes only on the display the display its currently on, much like it would if you were running two displays locally.
Is this possible via rdesktop? If not is this a limitation of RDP, the xserver, rdesktop or is has it just not been implemented yet? Finally, does anyone have any suggestions on how I can best mimic this functionality without having to manually 'maximize' my windows on each display or run two rdesktop sessions?
Sounds like you are using Twinview.
instead of being told the monitor's actual size.
On a side note, does anyone know why rdesktop doesn't support multiple displays by default?
--- On Mon, 1/26/09, Chunghau Lee <chunghaulee@...> wrote:
> From: Chunghau Lee <chunghaulee@...>
> Subject: Re: [rdesktop-users] dual monitors, dual windows
> To: qwert189@...
> Cc: rdesktop-users@...
> Date: Monday, January 26, 2009, 8:45 PM
> What you need is this Windows program:
> http://www.jgpaiva.donationcoders.com/gridmove.html
> If you choose the dual grid, it splits your 2048x768 into
> halves.  You
> can then drag a window into a trigger region and it will be
> into just half the screen.
> I use it on my triple-wide rdesktop setup. You can even
> make custom
> grids and trigger regions.
> On Mon, Jan 26, 2009 at 6:37 PM, Fletcher Liverance
> <qwert189@...> wrote:
> > I would imagine this is a fairly common situation, but
> I haven't had much luck finding info on it.
> > rdesktop 1.6
> > two monitors running 1024x768
> > Connecting to XP machine
> > When I rdesktop to the XP machine I can get the single
> wide display (2048x768). When I maximize a window it
> maximizes across both screens. I'd like to change this
> so that window maximizes only on the display the display its
> currently on, much like it would if you were running two
> displays locally.
> > Is this possible via rdesktop? If not is this a
> limitation of RDP, the xserver, rdesktop or is has it just
> not been implemented yet? Finally, does anyone have any
> suggestions on how I can best mimic this functionality
> without having to manually 'maximize' my windows on
> each display or run two rdesktop sessions?
> > rdesktop-users mailing list
> > rdesktop-users@...