Dear Dr ×××, We would like to invite you to submit your latest research to the Journal of Environmental Chemical Engineering (JECE), a new online-only journal launched by Elsevier in 2013. The new journal provides a forum for the publication of original research on the development of creative new solutions to global crises in water research, pollution prevention, waste management, environmental safety, and green chemistry with an emphasis on technologies that are cost-effective and sustainable. Journal of Environmental Chemical Engineering editors are Despo Fatta-Kassinos, PhD, University of Cyprus, Cyprus; Yunho Lee, PhD, Gwangju Institute of Science Technology (GIST), South Korea; Teik-Thye Lim, PhD, Nanyang Technological University, Singapore and Eder Claudio Lima, PhD, Federal University of Rio Grande do Sul, Brazil. The editors are now considering papers for publication and welcome your submission. To view the journal's Aims Scope as well as the Guide for Authors and the instructions for online submission, please visit the journal's homepage at: www.elsevier.com/locate/jece. Throughout 2013 papers published in Journal of Environmental Chemical Engineering will be made freely available online in ScienceDirect. Additionally, for authors who would prefer their articles to be Open Access, this journal will allow all fees for publication of sponsored articles to be waived for the first year.
Knowledge management approaches in managing agricultural indigenous and exogenous knowledge in Tanzania Abstract Purpose – The purpose of this study is to assess the application of knowledge management (KM) models in managing and integrating indigenous and exogenous knowledge for improved farming activities in Tanzania, by examining the management of indigenous knowledge (IK), access and use of exogenous knowledge, the relevance of policies, legal framework, information and communication technologies (ICTs), and culture in KM practices in the communities. 本文研究目的是为了通过对研究本土知识的管理，外来知识的获取和利用，来评估知识管理模型在管理和整合本士土和外来知识在坦桑尼亚农业活动当中的应用。 Design/methodology/approach – Semi-structured interviews were used to collect qualitative and quantitative data from 181 farmers in six districts of Tanzania. Four IK policy makers were also interviewed. 采用半结构化访谈方式从坦桑尼亚六个区的181个农民和4个知识管理政策管理者获得定性和定量数据。 Findings – The study demonstrated that western-based KM models should be applied cautiously in a developing world context. Both indigenous and exogenous knowledge was acquired and shared in different contexts. IK was shared within a local, small and spontaneous network, while exogenous knowledge was shared in a wide context, where formal sources of knowledge focused on disseminating exogenous knowledge more than IK. Policies, legal framework, ICTs and culture determined access to knowledge in the communities. The study thus developed a KM model that would be applicable in the social context of developing countries. 这项研究发现西方知识管理模型在发展中国家要谨慎应用。本土知识和外来知识的获取和分享有着不同的环境。本土知识通常在一个地域性、较小的、自发的网络中分享；而外来知识是一个非常广泛的环境中分享。正规的知识源多关注于传播外来知识。政策、法律、信息技术和文化决定着知识在社会中的获取。本研究提出了一个在发展中国家的社会现状下可以应用的知识管理模型。 Research limitations/implications – The study necessitates testing the developed model against existing KM models, in a specific context such as local communities of the developing world, to determine whether it is better at explaining the link between KM principles and KM processes. 本研究需要测试在发展中国家的特定环境下本模型与现有知识管理模型的区别，决定它是否可以更好地解释知识管理原理与知识管理处理过程之间的联系。 Originality/value – The proposed KM model provides a deep understanding of the management and integration of agricultural indigenous and exogenous knowledge in the rural areas of developing countries. Previous KM models were developed in the context of an organizational environment, and thus failed to address the needs of rural communities. The proposed model thus advances the theory of KM in developing countries, and provides linkages between KM processes and KM principles. 知识管理模型可以帮助我们更好地理解农业领域的本土知识和外来知识在发展中国家如何更好地管理和整合。以前的知识管理模型在一个组织环境中被发展，然而却不能很好地满足农户的需求。本文提出的模型在于将知识管理的理论更好地应用在发展中国家，而且建立了知识管理过程与知识管理原理之间的联系。 (以上翻译是否准确,请大家指正!) 原文：Edda Tandi Lwoga. Knowledge management approaches in managing agricultural indigenous and exogenous knowledge in Tanzania. Journal of Documentation,Vol. 67 No. 3, 2011,pp. 407-430 Edda Tandi Lwoga:Sokoine National Agricultural Library, Sokoine University of Agriculture,Morogoro, Tanzania
Knowledge Management http://www.mindtools.com/pages/article/newISS_87.htm#np Most of us need knowledge in some form to do our jobs well. Perhaps you need to understand how your customer database is designed, so that you can extract a particular report. Maybe you need to know the best way to get senior managers to approve a business case. Or perhaps, even, you need to know how your boss prefers to receive bad news, so that you can deliver this as painlessly as possible. All of these things require specific knowledge. No matter what your job is, you need this knowledge if you're going to do a good job. This seems obvious, right? But how does your organization HANDLE all of this knowledge? When you have a question, is it easy for you to find an answer, or do you have to search for hours or days to find what you need to know? This is why knowledge management is so important. Knowledge management is the practice of organizing, storing, and sharing vital information, so that everyone can benefit from its use. In this article, we'll look at exactly what knowledge management is, and how you can start organizing knowledge within your own organization, thereby saving money and increase productivity. What Is Knowledge? Words like "data," "information," and "knowledge" are often used interchangeably. But there are some important differences: Data is a specific fact or figure, without any context. For example, the number 1,000 is a piece of data, as is the name Tom Smith. Without anything else to define them, these two items of data are meaningless. Information is data that's organized. So, pieces of information are "Tom Smith is a CEO" and "1,000 widgets." We have more details, so now the data makes more sense to us. Knowledge , then, builds on the information to give us context. Knowledge is "Tom Smith is the CEO of our company's biggest competitor, and his company ships 1,000 widgets every hour." The key difference between knowledge and information is that knowledge gives us the power to take action. We can USE it. There are also two different types of knowledge, explicit and tacit: Explicit knowledge includes things that you can easily pass on to someone else by teaching it or putting it into a database or a book. Explaining your company's safety protocols to a new team member is demonstrating explicit knowledge. Tacit knowledge is less quantifiable. It's when you know that your company's best client won't make a deal unless you go golfing with her - or when you know that your department's most reliable supplier is the smallest one, but only if you place your order by the 15th of every month. This is knowledge that's most often learned by experience. It's the stuff you know, but don't necessarily know that you know. Benefits of Knowledge Management The major benefit of knowledge management is that information is easily shared between staff members, and that knowledge isn't lost if someone goes on vacation, gets sick, or leaves the company. This can result in substantial savings to an organization's bottom line. People are easily brought up to speed, and valuable knowledge assets are never lost (which means that you don't lose time and money when people have to learn new information quickly). Because ideas can be shared easily, knowledge management may also increase innovation and help create better customer relationships. And if the company has a global team, knowledge management can create a more powerful workforce when all of those different cultures are brought together to share assets. Knowledge management gives staff members the knowledge they need to do their jobs better. This makes them more productive. Implementing Knowledge Management There are two different ways of managing knowledge: using technology-based systems, or using softer systems. Technology-based systems - These can include a collaborative wiki, where everyone can add and edit information. Or, it can include programs or databases on the company's intranet, with information organized so that everyone can access them. Any technology-based system will have challenges. For instance, who will manage the project? Who will keep the information up to date? How will people access the information? There's no "one size fits all" approach here. Every company and culture is different. Softer systems - These are things like specific actions or meetings that take place to share knowledge and help people connect with one another. Consider the following methods as part of your soft knowledge management systems: Shadowing. Mentoring. Instant messaging and intranet forums. Specific actions, like After Action Reviews after significant events, and Post-Implementation Reviews after a project has been completed. Voluntary groups, also called communities of practice, that help team members doing the same thing in different areas to meet informally and share information. Keep in mind that technology-based knowledge management systems are great at capturing explicit knowledge, but not so great at capturing tacit knowledge. Tacit knowledge is more often captured by softer systems, like the ones listed above. This is why knowledge management approaches should try to use both approaches. Tips for Implementing Knowledge Management Systems Identify tacit knowledge first - Many organizations find that identifying their team's tacit knowledge is the biggest hurdle. If you implement a knowledge management system in your department or company, start with a brainstorming session with your team to get their ideas flowing on how to capture this. Start with a small team - It's very easy to get overwhelmed with the amount of knowledge that could be shared. Start with a small group, in one department, and grow from there. This will help you figure out what information you'd like to keep, and how you'd like to organize it. Help staff feel comfortable about sharing knowledge - It might be hard to "sell" knowledge management to your team. After all, you're asking them to share their hard-won knowledge and experience, the very things that make them valuable to the company. (This can be a powerful incentive for people not to share their knowledge!) Make knowledge sharing part of the company culture, and something that EVERYONE does. This will help make team members feel more comfortable about getting involved. And, consider bringing knowledge sharing into your formal approach to performance management, so that people are rewarded for sharing information freely. Make it as easy as possible for your team to share information - Everyone is busy. If being part of a knowledge management program is difficult or time-consuming, people may not want to be involved. The easier it is for people to participate, the more likely you are to succeed. Plan for retiring team members - Retirement is a major reason why so many organizations are trying to quickly implement knowledge management systems right now. If you're facing a baby-boomer generation that's about to walk out of the door, it makes sense to start collecting their experience first. Find out more on knowledge management with our Book Insight The Complete Idiot's Guide to Knowledge Management . Key Points Knowledge management is becoming increasingly important to organizations. Having an effective knowledge management system not only protects revenues, it may also improve retention, increase productivity, and promote innovation. Knowledge management systems should try to implement a two-part approach: using a database or wiki to collect explicit knowledge, and connecting colleagues to one-another to share tacit knowledge.
10 Common Time Management Mistakes Avoiding Common Pitfalls http://www.mindtools.com/pages/article/time-management-mistakes.htm#np How well do you manage your time? If you're like many people, your answer may not be completely positive! Perhaps you feel overloaded, and you often have to work late to hit your deadlines. Or maybe your days seem to go from one crisis to another, and this is stressful and demoralizing. Many of us know that we could be managing our time more effectively; but it can be difficult to identify the mistakes that we're making, and to know how we could improve. When we do manage our time well, however, we're exceptionally productive at work, and our stress levels drop. We can devote time to the interesting, high-reward projects that can make a real difference to a career. In short, we're happier! In this article, we're looking at ten of the most common time management mistakes, as well as identifying strategies and tips that you can use to overcome them. These ten mistakes are: Mistake #1. Failing to Keep a To-Do List Do you ever have that nagging feeling that you've forgotten to do an important piece of work? If so, you probably don't use a To-Do List to keep on top of things. (Or, if you do, you might not be using it effectively!) The trick with using To-Do Lists effectively lies in prioritizing the tasks on your list. Many people use an A - F coding system (A for high priority items, F for very low priorities). Alternatively, you can simplify this by using A through D, or by using numbers. If you have large projects on your list, then, unless you're careful, the entries for these can be vague and ineffective. For instance, you may have written down "Start on budget proposal." But what does this entail? The lack of specifics here might cause you to procrastinate, or miss key steps. So make sure that you break large tasks or projects down into specific, actionable steps - then you won't overlook something important. You can also use Action Programs to manage your work when you have many large projects happening at once. (Action Programs are "industrial strength" versions of To-Do Lists.) Mistake #2. Not Setting Personal Goals Do you know where you'd like to be in six months? What about this time next year, or even 10 years from now? If not, it's time to set some personal goals! Personal goal setting is essential to managing your time well, because goals give you a destination and vision to work toward. When you know where you want to go, you can manage your priorities, time, and resources to get there. Goals also help you decide what's worth spending your time on, and what's just a distraction. To learn how to set SMART, effective goals, read up on Locke's Goal Setting Theory . Here, you'll learn how to set clearly defined goals that will keep you motivated. You might also enjoy our Book Insight into " Long Fuse, Big Bang " by Eric Haseltine. This book teaches you how to focus on your long-term goals without overlooking your short term priorities. Mistake #3. Not Prioritizing Your assistant has just walked in with a crisis that she needs you to deal with right now, but you're in the middle of brainstorming ideas for a new client. You're sure that you've almost come up with a brilliant idea for their marketing campaign, but now you risk losing the thread of your thinking because of this "emergency." Sometimes, it's hard to know how to prioritize , especially when you're facing a flood of seemingly-urgent tasks. However, it's essential to learn how to prioritize tasks effectively if you want to manage your time better. One tool that will help you prioritize effectively is the Urgent/Important Matrix . This helps you understand the difference between urgent activities, and important activities. You'll also learn how to overcome the tendency to focus on the urgent. The Action Priority Matrix is another useful tool, which will help you determine if a task is high-yield and high-priority, or low-value, "fill in" work. You'll manage your time much better during the day if you know the difference. You might also want to go through our Bite-Sized Training Class, How to Prioritize , to further enhance your skills. Mistake #4. Failing to Manage Distractions Do you know that some of us can lose as much as two hours a day to distractions? Think how much you could get done if you had that time back! Whether they come from emails, IM chats, colleagues in a crisis, or phone calls from clients, distractions prevent us from achieving flow , which is the satisfying and seemingly effortless work that we do when we're 100 percent engaged in a task. If you want to gain control of your day and do your best work, it's vital to know how to minimize distractions and manage interruptions effectively. For instance, turn off your IM chat when you need to focus, and let people know if they're distracting you too often. You should also learn how to improve your concentration , even when you're faced with distractions. Additionally, our article on managing email effectively teaches you how to gain control of your email, so that it doesn't eat up your entire day. Mistake #5. Procrastination Procrastination occurs when you put off tasks that you should be focusing on right now. When you procrastinate, you feel guilty that you haven't started; you come to dread doing the task; and, eventually, everything catches up with you when you fail to complete the work on time. Start by taking our Procrastination Quiz to find out if procrastination is a problem in your life. If it is, then learn the strategies you need to beat procrastination . For instance, one useful strategy is to tell yourself that you're only going to start on a project for ten minutes. Often, procrastinators feel that they have to complete a task from start to finish, and this high expectation makes them feel overwhelmed and anxious. Instead, focus on devoting a small amount of time to starting. That's all! You might also find it helpful to use Action Plans . These help you break large projects down into manageable steps, so that it's easy to see everything that you need to get done, and so that you can complete small chunks at a time. Doing this can stop you from feeling overwhelmed at the start of a new project. Tip: Our Bite-Sized Training session, Overcoming Procrastination , gives you more in-depth strategies and tips for dealing with procrastination. Mistake #6. Taking on too Much Are you a person who has a hard time saying "no" to people? If so, you probably have far too many projects and commitments on your plate. This can lead to poor performance, stress, and low morale. Or, you might be a micromanager : someone who insists on controlling or doing all of the work themselves, because they can't trust anyone else to do it correctly. (This can be a problem for everyone - not just managers!) Either way, taking on too much is a poor use of your time, and it can get you a reputation for producing rushed, sloppy work. To stop this, learn the subtle art of saying "yes" to the person, but "no" to the task . This skill helps you assert yourself, while still maintaining good feelings within the group. If the other person starts leaning on you to say "yes" to their request, learn how to think on your feet , and stay cool under pressure. Mistake #7. Thriving on "Busy" Some people get a rush from being busy. The narrowly-met deadlines, the endless emails, the piles of files needing attention on the desk, the frantic race to the meeting... What an adrenaline buzz! The problem is that an "addiction to busyness" rarely means that you're effective, and it can lead to stress. Instead, try to slow down, and learn to manage your time better. Tip: "Do More Great Work", by Michael Bungay Stanier, is full of ideas and tips to reduce the "busywork" that you're doing, so that you're more excited and engaged in the work that matters. Click here for our Book Insight on it. Mistake #8. Multitasking To get on top of her workload, Linda regularly writes emails while she chats on the phone to her clients. However, while Linda thinks that this is a good use of her time, the truth is that it can take 20-40 percent more time to finish a list of jobs when you multitask, compared with completing the same list of tasks in sequence. The result is also that she does both tasks poorly - her emails are full of errors, and her clients are frustrated by her lack of concentration. So, the best thing is to forget about multitasking , and, instead, focus on one task at a time. That way, you'll produce higher quality work. Our Expert Interview with Dave Crenshaw, looking at The Myth of Multitasking , will give you an enlightening look at multitasking, and will help you explore how you can manage simultaneous projects more effectively. Mistake #9. Not Taking Breaks It's nice to think that you can work for 8-10 hours straight, especially when you're working to a deadline. But it's impossible for anyone to focus and produce really high-quality work without giving their brains some time to rest and recharge. So, don't dismiss breaks as "wasting time." They provide valuable down-time, which will enable you to think creatively and work effectively. If it's hard for you to stop working, then schedule breaks for yourself, or set an alarm as a reminder. Go for a quick walk, grab a cup of coffee, or just sit and meditate at your desk. Try to take a five minute break every hour or two. And make sure that you give yourself ample time for lunch - you won't produce top quality work if you're hungry! Mistake #10. Ineffectively Scheduling Tasks Are you a morning person? Or do you find your energy picking up once the sun begins to set in the evening? All of us have different rhythms, that is, different times of day when we feel most productive and energetic. You can make best use of your time by scheduling high-value work during your peak time, and low-energy work (like returning phone calls and checking email), during your "down" time. Our article, Is This a Morning Task? will teach you how to do this. Key Points One of the most effective ways of improving your productivity is to recognize and rectify time management mistakes. When you take the time to overcome these mistakes, it will make a huge difference in your productivity - and you'll also be happier, and experience less stress!
Call for Papers The 8 th International Conference on Service Systems and Service Management ICSSSM1 1 June 25-27, 2011 Tianjin , China http://ibs.nankai.edu.cn/ICSSSM11 Co-Sponsored by : IEEE SMC Nankai University The Chinese University of Hong Kong Tsinghua University National Natural Science Foundation of China (NSFC) Hosted by : Business School , Nankai University , China Conference Co-Chairs: Weian Li, Nankai University , China Jian Chen , Tsinghua University , China International Advisory Committee : James A. Fitzsimmons, The University of Texas at Austin , USA William A. Gruver, Simon Fraser University , Canada Chung-Yee LEE, Hong Kong University of Science and Technology, Hong Kong , China Roland RUST, University of Maryland , USA J. M. Tien, University of Miami , USA D. S. Yeung, IEEE Systems, Man and Cybernetics Society International Program Committee : Chair: Jian Chen , Tsinghua University , China Co-Chair : Xiaoqiang Cai, The Chinese University of Hong Kong , Hong Kong , China Local Organizing Committee: C hair :Jianyuan Yan Nankai University , China Co-Chair: Yongjian Li Nankai University , China Topics of Interest : The topics of interest include, but are not limited, to those listed in the following tracks: Track 1 Theory and Principle of Service Sciences Service concepts and strategies, quality assurance, performance metrics. Track 2 Service System Design, Operations, and Management Service system and network design, service process engineering/reengineering, service planning and scheduling, service management based on emergency, modeling and analysis of service systems. Track 3 Supply Chain Management for Service Supply chain planning, value delivery, supply chain management based on emergency, supply chain cluster, transportation management systems, return logistics, supplier relationship management, logistics visibility and control, procurement. Track 4 Service Marketing and Financial Management Demand forecasting, customer relationship management, public relations, customer behavior, satisfaction, and retention, service cost evaluation and analysis, profitability of service investment, risk management, revenue management. Track 5 Specific Industrial Service Management Information service, tourism and hotel management, public service, hospital, finance and insurance service, sports service, exhibitions. Track 6Service Information Technology and Decision Making Integrated information management systems, real-time identification and tracking technology, agent theory and technology, software agent based systems, intelligent decision support systems, artificial intelligence, RFID technology and applications, data warehousing and data mining, systems integration, e-business/e-service. Track 7 Service Experiential Studies and Case Studies Healthcare, education, public service, transportation, telecommunication, maintenance, finance/ insurance/real estate, distribution/retail, service for social, economical, and cultural events (e.g., exhibitions, sports, festivals). Important Dates : 30 Jan 2011 Full papers submission (maximum 6 pages) deadline 20 Mar 2011 Notification of paper acceptance or rejection 10 May 2011 Final camera-ready papers sub mission deadline 10 May 2011 Early bird registration deadline 25-27 Jun 2011 Conference Call for Contributed Papers : Papers on issues related to service systems and service management are welcome. All submissions should be written in English. The first page of each paper must include the following information: title of the paper; name(s) and affiliation(s) of the author(s); abstract of the paper; postal address, and email address of the corresponding author. Papers will be peer-reviewed. To be eligible for publication in the conference proceedings, an accepted paper must be presented at the conference by one of the authors. The conference proceedings will be published in CD-ROM with ISBN and submitted for EI indexing after the conference. All previous ICSSSM proceedings published from 2005 to 2010 have been indexed by EI Compendex . Selected good papers will be recommended to potential publication in the journal Nankai Business Review International or Journal of Systems Science and Systems Engineering . Call for Invited Sessions and Tracks : The goal of invited sessions (5 papers for each session) and invited tracks (at least two sessions) is to provide focused discussions on new topics or innovative applications. Each prospective session/track organizer is invited to submit a proposal, including the title of the session/track, and a list of authors with extended abstracts. Paper Submission : Please send papers (in PDF or Word) to: ICSSSM11 ， Business School , Nankai University , Tianjin 300071, P.R. China. Email: ICSSSM11@gmail.com. Tel ： +86 22 23498052 Please indicate Track Number in the subject during your submission.
http://www.nlm.nih.gov/cgi/mesh/2011/MB_cgi?mode=index=25815view=expanded National Library of Medicine - Medical Subject Headings 2011 MeSH MeSH Descriptor Data Return to Entry Page Concept View. Go to Standard View Expanded Concept View. Go to Standard Concept View MeSH Heading Knowledge Management 知识管理 Tree Number N04.452.480 Concept 1 (Preferred) Knowledge Management 知识管理 Concept UI M0542365 Scope Note The leveraging of collective wisdom within an organization as a catalyst to increase responsiveness and innovation. Semantic Type T057 (Occupational Activity) Term (Preferred) Knowledge Management 知识管理 Term UI T763565 Date 06-JAN-2010 Lexical Tag NON Thesaurus NLM (2011) Allowable Qualifiers EC SN ST History Note 2011 Date of Entry 20100625 Unique ID D058436 MeSH Tree Structures Health Services Administration Organization and Administration Annual Reports as Topic Appointments and Schedules + Capacity Building Clinical Governance Committee Membership Constitution and Bylaws Decision Making, Organizational Efficiency, Organizational Eligibility Determination Fee Schedules + Governing Board + Health Facility Administration Hospital Administration + Institutional Management Teams Knowledge Management Management Audit + Management Information Systems + Mandatory Programs Medication Systems + Models, Organizational Multi-Institutional Systems + Organizational Affiliation + Organizational Culture Organizational Innovation + Organizational Objectives Ownership + Patient Identification Systems + Personnel Management + Pharmacy Administration + Planning Techniques Professional Practice + Program Development Public Health Administration Public Relations + Records as Topic + Risk Management + Safety Management Security Measures + Time Management Total Quality Management Voluntary Programs http://www.gopubmed.org/web/gopubmed/1?WEB0fidx4pupv2znIbI1I00h001000j100200010 61,866 documents semantically analyzed 1 2 3 Top Years Publications 2008 5,573 2009 5,511 2007 5,349 2006 4,886 2005 4,253 2004 3,801 2010 3,671 2003 2,986 2002 2,800 2001 2,481 1999 2,465 2000 2,350 1998 2,084 1997 1,686 1996 1,525 1995 1,440 1994 1,244 1993 1,082 1992 974 1991 903 1 2 3 1 2 3 ... 10 Top Countries Publications USA 22,458 United Kingdom 5,877 Canada 3,166 Australia 2,650 Germany 1,788 France 1,535 Italy 1,334 Netherlands 1,151 Sweden 1,107 Spain 802 Japan 662 Switzerland 646 Brazil 639 India 585 Norway 489 Denmark 468 China 426 Israel 417 Belgium 416 Taiwan 362 1 2 3 ... 10 1 2 3 ... 152 Top Cities Publications London 1,342 New York City 1,092 Boston 1,001 Toronto 740 Baltimore 642 Chicago 637 Philadelphia 612 Sydney 559 Houston 488 Seattle 445 Los Angeles 445 San Francisco 416 Atlanta 402 Melbourne 387 Paris 371 Ann Arbor 356 Pittsburgh 335 Montreal 328 Bethesda 311 Chapel Hill 299 1 2 3 ... 152 1 2 3 ... 289 Top Journals Publications J Adv Nurs 561 Stud Health Technol Inform 484 Patient Educ Couns 435 J Clin Nurs 398 Soc Sci Med 337 Acad Med 326 Br J Nurs 292 Nurs Educ Today 272 Cancer 248 Pediatrics 236 Nurs Stand 231 Int J Nurs Stud 218 Nurs Times 207 J Nurs Educ 203 J Contin Educ Nurs 180 Am J Public Health 179 J Nurs Manag 178 Amia Annu Symp Proc 172 Fam Pract 163 Med J Australia 162 1 2 3 ... 289 1 2 3 ... 1077 Top Terms Publications Humans 53,872 Knowledge 49,141 Patients 25,023 Health Knowledge, Attitudes, Practice 17,326 Adult 16,542 Evaluation Studies as Topic 12,469 Questionnaires 11,994 Data Collection 11,897 Middle Aged 11,365 Nursing 11,029 Nurses 10,972 Delivery of Health Care 10,314 Aged 8,066 Hospitalization 7,722 Hospitals 7,693 United States 7,600 mannosyl-oligosaccharide 1,2-alpha-mannosidase activity 7,355 Child 7,241 Diagnosis 7,093 Adolescent 6,799 1 2 3 ... 1077
CALL FOR PAPERS International Journal of Production Economics Special Issue on Service Science INFORMATION DEADLINE Manuscript submission 15 January 2011 Reviewer reports 31 March 2011 Revised paper submission 30 June 2011 Final manuscripts submission to publisher 30 September 2011 详细见附件： call for papers
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