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  • × author_ss:"Liu, M."
  1. Liu, M.: Ethnicity and information seeking (1995) 0.00 
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    Abstract
    Through a literature review, summarizes some characteroistics of multiethnis grouos in the information seeking process. Barriers to effective communication in libraries include language, conceptual awareness of library services, and philosophy of education. among ethnis groups, informal social networks and gatekeepers play a crucial role in seeking information. Suggests guidelines to achieve effective communication with users for whom English is a second language. Also makes recommendations for meeting the goals of diversity in reference service. Important topics discussed are: effective communication, special programme developement, needs assessments and outreach, and training and recruitment
    Type
    a
  2. Liu, M.; Kwok, L.; Chan, K.: Why change to the Chinese Classification Scheme? : a case study in an academic library (2012) 0.00 
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    Abstract
    This article provides a background for the change of the classification system for Chinese language materials at an academic library. It describes how the decision was made; how choices on partial reclassification or total reclassification were made; and how matters such as project planning, implementation, and vision for the future are being handled. It is hoped that the authors' experience can offer tips for other libraries contemplating reclassification projects. By making use of the Chinese Library Classification (CLC) numbers from various sources in Mainland China, the authors envisage increased cataloging efficiency and cost saving in the long run.
    Type
    a
  3. Liu, M.; Bu, Y.; Chen, C.; Xu, J.; Li, D.; Leng, Y.; Freeman, R.B.; Meyer, E.T.; Yoon, W.; Sung, M.; Jeong, M.; Lee, J.; Kang, J.; Min, C.; Zhai, Y.; Song, M.; Ding, Y.: Pandemics are catalysts of scientific novelty : evidence from COVID-19 (2022) 0.00 
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    Abstract
    Scientific novelty drives the efforts to invent new vaccines and solutions during the pandemic. First-time collaboration and international collaboration are two pivotal channels to expand teams' search activities for a broader scope of resources required to address the global challenge, which might facilitate the generation of novel ideas. Our analysis of 98,981 coronavirus papers suggests that scientific novelty measured by the BioBERT model that is pretrained on 29 million PubMed articles, and first-time collaboration increased after the outbreak of COVID-19, and international collaboration witnessed a sudden decrease. During COVID-19, papers with more first-time collaboration were found to be more novel and international collaboration did not hamper novelty as it had done in the normal periods. The findings suggest the necessity of reaching out for distant resources and the importance of maintaining a collaborative scientific community beyond nationalism during a pandemic.
    Type
    a
  4. Xu, H.; Bu, Y.; Liu, M.; Zhang, C.; Sun, M.; Zhang, Y.; Meyer, E.; Salas, E.; Ding, Y.: Team power dynamics and team impact : new perspectives on scientific collaboration using career age as a proxy for team power (2022) 0.00 
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    Abstract
    Power dynamics influence every aspect of scientific collaboration. Team power dynamics can be measured by team power level and team power hierarchy. Team power level is conceptualized as the average level of the possession of resources, expertise, or decision-making authorities of a team. Team power hierarchy represents the vertical differences of the possessions of resources in a team. In Science of Science, few studies have looked at scientific collaboration from the perspective of team power dynamics. This research examines how team power dynamics affect team impact to fill the research gap. In this research, all coauthors of one publication are treated as one team. Team power level and team power hierarchy of one team are measured by the mean and Gini index of career age of coauthors in this team. Team impact is quantified by citations of a paper authored by this team. By analyzing over 7.7 million teams from Science (e.g., Computer Science, Physics), Social Sciences (e.g., Sociology, Library & Information Science), and Arts & Humanities (e.g., Art), we find that flat team structure is associated with higher team impact, especially when teams have high team power level. These findings have been repeated in all five disciplines except Art, and are consistent in various types of teams from Computer Science including teams from industry or academia, teams with different gender groups, teams with geographical contrast, and teams with distinct size.
    Type
    a

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