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Boston, MA, United States

Fisher College is a private, nonprofit, independent institution that grants both baccalaureate and associate degrees to a coeducational student body. Fisher's main campus is located on Beacon Street in the Back Bay neighborhood of Boston, and its satellite locations include North Attleborough, Brockton, and New Bedford. The College is accredited by the New England Association of Schools and Colleges . Wikipedia.


Cassidy P.,Rochester Institute of Technology | Kilburn T.,Fisher College | Salemink V.,Rochester Institute of Technology | Bailey R.,Rochester Institute of Technology | Bischof H.-P.,Rochester Institute of Technology
19th International Conference in Central Europe on Computer Graphics, Visualization and Computer Vision, WSCG 2011 - In Co-operation with EUROGRAPHICS, Full Papers Proceedings | Year: 2011

Pixar's PhotoRealistic RenderMan® is a powerful graphics rendering system with underexplored potential for visualizing scientific data. We utilized PhotoRealistic RenderMan® to visualize simulations of galaxy mergers which are dynamic and contain large volumes of multidimensional data. Our goal was to emulate existing astronomical imagery such as images captured by the Hubble Space Telescope. In order to accomplish this we developed techniques for rendering individual stars and also took into account factors such as galaxy density. PhotoRealistic RenderMan® was used to create a movie from the provided galaxy merger data. In this paper we describe our approach and present the results. We also discuss how the rendering framework can be extended to incorporate the effects of light bending due to gravity. Source


Ng S.C.H.,Hang Seng Management College | Rungtusanatham J.M.,Fisher College | Zhao X.,South China University of Technology | Lee T.S.,Hang Seng Management College
International Journal of Production Economics | Year: 2015

Abstract Does process management encompass both process exploitation and exploration? Conventional thought long has suggested that exploitation is the very nature of process management, but recent literature suggests a perspective broader in scope. Our review highlights three problems that plague process management research based on conventional thought, which also has suffered from insufficient theory building and empirical validation. Here, we emphasize the duality of change and re-conceptualize process management to provide a comprehensive definition via capability lens. Our view of process management illuminates that the two routes organizations can take to a glean process knowledge: process exploitation and process exploration, both of which are not only essential but complementary. Basing upon scale development using 330 responses from Chinese manufacturers in the Pearl River Delta, this hypothesis is supported. We find that the inclusion of process exploration provides process management a better prediction of different business performances. Our study also reveals that prevailing theories predicting the relationship between process exploitation and exploration find little support from the results. © 2015 Elsevier B.V. All rights reserved. Source


Handley S.,Notre Dame College | Gray J.,Fisher College
Decision Sciences | Year: 2015

The outsourcing of production is a prominent strategy across industries. While the strategy can have many benefits, the popular press reports numerous examples of quality issues originating with contract manufacturers (CMs). Observing these quality issues, multiple scholars call for the quality management (QM) literature to be extended to explicitly address the challenges of managing quality in an inter-organizational context. Additionally, QM researchers recognize the need to consider contextual contingencies for the effectiveness of specific QM practices. Responding to these calls, we focus on the potential contingent factor of CM heterogeneity (i.e. the degree of product and process diversity at the CM plant). We first test the direct relationship between CM manufacturing heterogeneity and CM quality conformance performance, as reported by the CM's customers, brand-owning firms. Next, we evaluate the effectiveness of multiple practices that these brand-owning firms can employ to mitigate the anticipated negative effect of heterogeneity on their CM's conformance quality. We utilize paired dyadic data on 106 contract manufacturing relationships in the food, drug, and medical device industries to test our hypothesized model. The results of our analysis reveal a negative association between heterogeneity at CM facilities and their conformance quality performance. Our results also identify cooperative relationships, contractual coordination provisions, and formal performance assessment programs as practices that brand-owning firms can employ to largely eliminate the negative impact of heterogeneity on CMs' conformance quality performance. © 2015 Decision Sciences Institute. Source


Arnold C.,University of Rochester | Weinschreider J.,Fisher College | Dadiz R.,University of Rochester
NeoReviews | Year: 2015

Debriefing is a powerful tool used in team training and quality improvement to promote learning and improve patient safety. Reflective learning among team members during a debriefing can be jeopardized when facilitators encounter either difficult learners or complicated debriefing situations. A difficult debrief can undermine a facilitator’s credibility, discourage future learner participation, and reduce the facilitator’s confidence in the debriefing process. In this article, the authors provide guidance for instructors and facilitators who face either difficult learners or challenging situations when debriefing teams during simulation-based training or after acute patient events. © 2015 by the American Academy of Pediatrics. All rights reserved. Source


News Article | April 13, 2016
Site: http://www.fastcompany.com

If you need help at the office, you’ll improve your odds of finding a willing coworker if you refer to the organizational chart. Researchers from Ohio State University’s Fisher College of Business found that people are most likely to help colleagues that are moderately distant in status, both up and down the corporate ladder. The findings, which are published in Academy of Management Discoveries, offer a new way to think about how status affects workplace relationships, says Sarah Doyle, a doctoral student at the Fisher College of Business and co-author of the study. Previous studies have focused on the direction of the relationship, but status distance may be more important in some circumstances, she says. In the first of two experiments, undergraduate students were asked to imagine that they were part of a 15-person sales team. Participants were told that one of their group members was close to securing a large account and was running short on time; they were asked if they would be willing to provide help. Some participants were told that the person asking for help was either similar to them in status, others were told that the person had a moderate status difference, and others were told there was a larger status difference. Participants were most likely to say they would help a team member who was moderately different from them in status. The second experiment was conducted with employees of a large call center. Each employee received a detailed sales report and could compare their own results to other members of their team. While they worked separately in cubicles, they were encouraged to help each other and answer questions. Researchers found that workers were most helpful to teammates who had a moderate distance in sales. "People who are closest to you in status pose the greatest threat," says Doyle. "If you help these individuals perform better or do better, they could potentially surpass you or widen the gap between your positions, making it more difficult for you to pass them. On the other side, people who are far above or below you in status could require a lot more time and effort to help, which could hurt your own job performance." The sweet spot is people who are far enough away where cooperative work is possible and the potential threat is low, says Doyle. "Those colleagues who are moderately distant don't pose much of a threat and offer the best opportunity for workers to demonstrate their willingness to cooperate with their teammates," she says. The results of the study don't suggest that most people regularly refuse requests for assistance from their coworkers, said Robert Lount, OSU associate professor of management and human resources and co-author of the study. "We found that people are generally willing to lend a hand. It is not a story of withholding assistance. It is more about who are you most likely to go out of your way to help," he writes. If you are assigning people to train others or to work in pairs, Doyle says the study findings could be helpful. "It’s important to recognize where the pairs fall in the hierarchy," she says. "You want to group people who aren’t too close in status, managing the distance between people so it encourages them to work together." For example, avoid assigning the most recently hired employee to train the newcomer. "If that relative newcomer is worried about his or her status in the organization, they may be less than helpful with this new person who could surpass them," writes Lount. "Someone who is moderately successful, but not the top performer on the team, might be the most willing to help." The study could also be helpful to organizations that view hierarchy as a negative, says Doyle. "A lot of companies are moving to a flatter structure, but this research speaks to the idea that maybe hierarchy is not a black and white concept," she says. "The study suggests that hierarchy might be more complex than assumed. Managers have to consider how status distance plays a role in how well their corporate hierarchies work."

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