Suku Sukunesan

Optimising technology to measure functional vision, mobility and service outcomes for people with low vision or blindness: protocol for a prospective cohort study in Australia and Malaysia

Introduction Orientation and mobility (O&M) specialists assess the functional vision and O&M skills of people with mobility problems, usually relating to low vision or blindness. There are numerous O&M assessment checklists but no measures that reduce qualitative assessment data to a single comparable score suitable for assessing any O&M client, of any age or ability, in any location. Functional measures are needed internationally to align O&M assessment practices, guide referrals, profile O&M clients, plan appropriate services and evaluate outcomes from O&M programmes (eg, long cane training), assistive technology (eg, hazard sensors) and medical interventions (eg, retinal implants). This study aims to validate two new measures of functional performance vision-related outcomes in orientation and mobility (VROOM) and orientation and mobility outcomes (OMO) in the context of ordinary O&M assessments in Australia, with cultural comparisons in Malaysia, also developing phone apps and online training to streamline professional assessment practices. Methods and analysis This multiphase observational study will employ embedded mixed methods with a qualitative/quantitative priority: corating functional vision and O&M during social inquiry. Australian O&M agencies (n=15) provide the sampling frame. O&M specialists will use quota sampling to generate cross-sectional assessment data (n=400) before investigating selected cohorts in outcome studies. Cultural relevance of the VROOM and OMO tools will be investigated in Malaysia, where the tools will inform the design of assistive devices and evaluate prototypes. Exploratory and confirmatory factor analysis, Rasch modelling, cluster analysis and analysis of variance will be undertaken along with descriptive analysis of measurement data. Qualitative findings will be used to interpret VROOM and OMO scores, filter statistically significant results, warrant their generalisability and identify additional relevant constructs that could also be measured. Ethics and dissemination Ethical approval has been granted by the Human Research Ethics Committee at Swinburne University (SHR Project 2016/316). Dissemination of results will be via agency reports, journal articles and conference presentations.

Exploring managerial leadership in Javanese (Indonesia) organisations: engaging Asta Brata, the eight principles of Javanese statesmanship

Abstract This study investigates whether the eight ancient principles of Javanese statesmanship (Asta Brata), can be employed as the basis for analysing managerial leadership excellence in Javanese organizations. Factor analysis, regression modelling and structural modelling are used to explain what constitutes leadership excellence in Javanese organizations. These findings based on the perceptions of 312 Javanese managers suggest they favour a paternalistic leadership style that is nurturing but not authoritative. This study highlights the importance of understanding Indonesia’s bapak-ism, or reverence for the leader as a father figure, and its familial orientation of interdependency between management and employees.

Rise of the Indian firm: Understanding leadership in Indian organizations

There has been phenomenal growth of India’s multinational companies (MNCs) since 2000. Bloomberg data reported that between 2000 and 2012, there were 1,995 acquisitions by Indian firms, at total value of US

Rhetoric and reality: critical perspectives on education in a 3D virtual world

116 billion (Goswami, 2013). This was an increase of 251% compared to 2007 with 223 mergers and acquisitions valued at

New applications, new global audiences: educators repurposing and reusing 3D virtual and immersive learning resources

US33 billon and a 300% increase from 2006 (Raghavan, 2008). This growth has produced a need for an understanding of how the Indian mind works and of Indian organizational behaviour in order to facilitate cultural exchange with and within Indian MNCs.