- BMW i8 was newly launched, and so it was hotter on twitter in Mid-September
- One month later, Porsche 918 takes over the lead on twitter
- On Wikipedia and other websites where the fetch gives more weight over a longer time span, Porsche 918 has always had an advantage
- All of the above findings proves that BMW i8 is hot, and Porsche 918 is cool
Tuesday, October 15, 2013
Monday, October 07, 2013
Political Landscape in Germany
Saturday, October 05, 2013
This post is based on a class project done for the 2013 COINs Seminar
What do the Web and Twitter tell us about mental conditions and problems? How are the basic ideas related, and what is their context? What are some key institutions and organizations?
The results shows that "self esteem" and "depression" tend to be away from each other. Causes and effects of related mental conditions seem to be closer to "depression" and isolated from "self esteem." With the addition of the concept "drug", the relation between "self esteem" and "depression" becomes stronger and more connected.
The second part of the study shows that "fame" increases the influence of the concepts "drug" and "self esteem."
C.3 Twitter Analysis. Static View. Node size by Betweenness – Centrality.Word analysis response: depression, self-esteem, suicide, drugs, mental health.
Thursday, October 03, 2013
by Diego Mendez
Using the software Condor and its capacity to interpret word sentiment I will explore the context and relationships between the 3 brands Apple, Google and Oakley on the Web. This approach is based on coolhunting the Web through qualitative data analysis.
Most of the tweets are referring to e-retailers advertising points of sales (these tweets include re-tweets). Perhaps that is the reason why Oakley Canada has a strong presence.
The only reference to a product is the #frogskin (this is an Oakley lifestyle line); for the moment, no sign of Airwave.
- The large nodes at the the top and bottom end are the queries "Oakley" and "Google"
- The query "Apple" loses its relevance
- Nodes in the middle connecting the big 2 queries are 2 identifiable users. Their follower base is 2,292 and 127 respectively.
- Dec 13, 2012 ... And in TEST 24 we check out Oakley's Airwave - the goggles that ... latest releases (a new iPhone, and maybe also an iWatch and an iPhablet?)
- Sep 9, 2013... previously worked for Oakley on that company's Airwave heads-up goggle ... The company has since filed for trademark on the term iWatch
- Oct 26, 2012 ... Watch Oakley unveils its version of Google's Project Glass videos on CNET TV: The new Airwave goggles gives skiers an eyefull of stats
- Mar 5, 2013 ... With the recent development of Pebble Watch, Oakley Airwave and Google Glass , we have been ushered into an era of wearable computing.
- Mar 11, 2013 ... Since Google announced it wearable device project, Google Glass (originally ... Airwave, the digital ski goggles by Oakley which provide jump
- Sep 4, 2013 ... In all, it's a full-on wearable technology device that's getting a bit into Google Glass territory, though it's important to note that the Airwave's
- Aug 12, 2013 ... Wearable tech is all the rage these days, with much of the talk about these devices centring on their use as entertainment and lifestyle aids.
- May 30, 2013 ... Wearable computers are the next big thing. Reports say Apple is coming out with a watch. Analyst Gene Munster guesses it will cost $300.
- Aug 28, 2013 ... The age of wearable computing is underway, and one by one, tech titans are fielding their futuristic devices to consumers in the hopes of
- Can Oakley compete in this wearable-technology market? Or due to its smaller size, does it need to partner up?
- Will other big brands penetrate this wearable technology market? (there have been rumors about Dell)
- Might Apple or Google identify the big influence-users from Airwave on-line and lure them to their own new devices?
Friday, July 12, 2013
The size of each red circle denotes the number of followers of each twitterer, the connecting line between two circles A and B means B retweeting A. Looking at the betweenness of the circles tells that the guilty tweets carry a higher weight (0.74) compared to the innocent tweets (0.69), which means that the "guilty" tweets are retweeted more, and by more influential twitterers. The question now is: do the 6 jury members come to the same conclusion as the tweeting crowd?
Thursday, March 28, 2013
Thursday, February 14, 2013
Looking at the group network below, the different teams can be clearly recognized. The communication of each team is shown in a different color, usually team members are clustered together as a COIN, with external collaborators and other students being in more peripheral positions.
Analyzing the contribution index between team members shows that members of the same team tend to show similar behavior regarding the ratio of e-mails sent to e-mails received. Clusters of dots of the same color are members of the same group, overall we find that higher-performing teams tend to communicate more actively, with more similar send/receive ratios.
The temporal social surface indicates creativity, as there is a relatively large group of high-betweenness class members which is constantly changing over time, in earlier work we found this to be a reliable predictor of creativity.
The 6 snapshots of the 10 teams’ communication networks over the 5 months show Tuckman’s four phases in the life of a team: forming, storming, norming, and performing. We see how the main instructor in the uppermost picture at right is most centrally, but how then teams start connecting in the middle row, and how they then huddle together team-by-team to focus on their work in the bottom-most pictures.
The group betweenness centrality curve as well as the absolute number of messages sent and received shown below illustrate the higher traffic in the forming, storming, and norming phase, followed by the lower traffic in the second performing phase.
The sentiment curve illustrates the same phenomenon, with higher emotionality (defined as the sum of positivity and negativity) in the forming and storming phase in the first half of the course. X-axis is always days in these pictures.
In the second half of this analysis we investigate what communication patterns will be indicative of high-quality work. The first pattern is “oscillations in betweenness centrality curves”.
The above picture illustrates the team ranked most creative by the instructors (blue shaded lines, each line titled “Series X” is one actor's betweenness over 115 days), and the team ranked least creative (red shaded lines). As can be easily seen, the centrality of most actors in the low-ranked team hovers around the zero-lines: these actors will be peripheral in the social e-mail network shown in the first picture of this document.
As the correlations below illustrate, the instructor rating of creativity (each of the instructors at each of the five participating locations ranked the 10 presentations) correlates highly (0.83**) with oscillation in betweenness centrality. As the picture above shows, the team rated the most creative had 80 oscillations, i.e. handovers in leadership, compared to the lowest rated team with less than 40 oscillations.
A similar correlation was identified for speed of response. The faster a team’s members communicated with the lead instructor, the higher the team’s work output was rated by the other students.
The correlation between the peer rating of a team’s content with its communication balance with the main instructor (Peter) is -0.719**, i.e. the higher the communication balance, the more communication with Peter, the better is the team’s content.
The more emotional the language of a team in the e-mails they exchange, the higher is the content rated by its peers.
The positivity in the e-mails sent to the main instructor is also highly predictive of high ratings in all criteria that have been rated (Presentation, Content, Creativity).
The conclusions for high-functioning teams are therefore:
1. Pass the baton frequently: the more leadership rotates among team members, the more creative the output will be
2. Communicate rapidly with the instructor, and among team members
3. Use emotional language: praise when praise is due, but also say when something is not ok.