Publikationen

Hier finden Sie von Know-Center MitarbeiterInnen verfasste wissenschaftliche Publikationen

2019

Kaiser Rene, Thalmann Stefan, Pammer-Schindler Viktoria, Fessl Angela

Collaborating in a Research and Development Project: Knowledge Protection Practices applied in a Co-opetitive Setting

10th Conference Professional Knowledge Management, Data-Driven Knowledge Management workshop, proWM’19, Potsdam, DE, 2019

Konferenz
Organisations participate in collaborative projects that include competitors for a number of strategic reasons, even whilst knowing that this requires them to consider both knowledge sharing and knowledge protection throughout collaboration. In this paper, we investigated which knowledge protection practices representatives of organizations employ in a collaborative research and innovation project that can be characterized as a co-opetitive setting. We conducted a series of 30 interviews and report the following seven practices in structured form: restrictive partner selection in operative project tasks, communication through a gatekeeper, to limit access to a central platform, to hide details of machine data dumps, to have data not leave a factory for analysis, a generic model enabling to hide usage parameters, and to apply legal measures. When connecting each practice to a priori literature, we find three practices focussing on collaborative data analytics tasks had not yet been covered so far.
2019

Kaiser Rene

The Virtual Director Concept: Data-Driven Adaptation and Personalization for Live Video Streams

Proceedings of the 1st International Workshop on Data-Driven Personalisation of Television (DataTV 2019), co-located with the ACM International Conference on Interactive Experiences for Television and Online Video (TVX 2019), CEUR-WS.org , Manchester, UK, 2019

Konferenz
This paper gives a comprehensive overview of the Virtual Director concept. A Virtual Director is a software component automating the key decision making tasks of a TV broadcast director. It decides how to mix and present the available content streams on a particular playout device, most essentially deciding which camera view to show and when to switch to another. A Virtual Director allows to take decisions respecting individual user preferences and playout device characteristics. In order to take meaningful decisions, a Virtual Director must be continuously informed by real-time sensors which emit information about what is happening in the scene. From such (low-level) 'cues', the Virtual Director infers higher-level events, actions, facts and states which in turn trigger the real-time processes deciding on the presentation of the content. The behaviour of a Virtual Director, the 'production grammar', defines how decisions are taken, generally encompassing two main aspects: selecting what is most relevant, and deciding how to show it, applying cinematographic principles.
2018

Kaiser Rene

Opportunities and Challenges of Video Content and Video Technology in Smart Factories

Patrick Jost, Guido Kempter, Pabst Science Publishers, Dornbirn, AT, 2018

Konferenz
Production companies typically have not utilized video content and video technology in factory environ-ments to a significant extent in the past. However, the current Industry 4.0 movement inspires companies to reconsider production processes and job qualifications for their shop floor workforce. Infrastructure and machines get connected to central manufacturing execution systems in digitization and datafication efforts. In the realm of this fourth industrial revolution, companies are encouraged to revisit their strategy regarding video-based applications as well. This paper discusses the current situation and selected aspects of opportu-nities and challenges of video technology that might enable added value in such environments.
2018

Kaiser Rene

Towards Applying the Virtual Director Concept to 360 Degree Video Content

Adjunct Publication of the 2018 ACM International Conference on Interactive Experiences for TV and Online Video, Figshare, Seoul, South Korea, 2018

Konferenz
This paper aims to contribute to the discussion on 360° video storytelling. It describes the 'Virtual Director' concept, an enabling technology that was developed to personalize video presentation in applications where multiple live streams are available at the same time. Users are supported in dynamically changing viewpoints, as the Virtual Director essentially automates the tasks of a human director. As research prototypes on a proof-of-concept maturity level, this approach has been evaluated for personalized live event broadcast, group video communication and distributed theatre performances. While on the capture side a 180° high-resolution panoramic video feed has been used in one of these application scenarios, so far, only traditional 2D video screen were investigated for playout. The research question this paper aims to contribute to is how technology in general, and an adaptation of the Virtual Director concept in particular, could assist users in their needs when consuming 360° content, both live and recorded. In contexts when users do not want to enjoy the freedom to look into any direction, or when content creators want them to look in a certain direction, how could the interaction with and intervention of a Virtual Director be applied from a storytelling point of view?
2015

Dennerlein Sebastian, Kaiser Rene, Barreiros Carla, Gutounig Robert , Rauter Romana

Knowledge Strategies in Organisations – a Case for the Barcamp Format

Proceedings of the 16th European Conference on Knowledge Management, ACPI, Udine, Italy, 2015

Konferenz
Barcamps are events for open knowledge exchange. They are generally open to everyone, irrespective of background or discipline, and request no attendance fee. Barcamps are structured by only a small set of common rules and invite participants to an interactive and interdisciplinary discourse on an equal footing. In contrast to scientific conferences, the program is decided by the participants themselves on-site. Barcamps are often called un-conferences or ad-hoc conferences. Since barcamps are typically attended by people in their spare time, their motivation to actively engage and benefit from participating is very high. This paper presents a case study conducted at the annual Barcamp Graz in Austria. Within the case study, two field studies (quantitative and qualitative) and a parallel participant observation were carried out between 2010 and 2014. In these investigations we elaborated on the differences of the barcamp to scientific conferences, inferred characteristics of barcamps for knowledge generation, sharing and transfer in organizations and propose three usages of barcamps in organizations: further education of employees, internal knowledge transfer and getting outside knowledge in. Barcamps can be used as further education for employees enabling not only knowledge sharing, generation and transfer via the participating employees, but also for informally promoting a company’s competences. With respect to internal knowledge transfer, hierarchical boundaries can be temporarily broken by allowing informal and interactive discussion. This can lead to the elicitation of ‘hidden’ knowledge, knowledge transfer resulting in more efficient teamwork and interdepartmental cooperation. Finally, external stakeholders such as customers and partners can be included in this process to get outside knowledge in and identify customer needs, sketch first solutions and to start concrete projects. As a result of the case study, we hypothesise as a step towards further research that organisations can benefit from utilising this format as knowledge strategy.
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