Looking for a beginner’s crash course in game making software and process? Games can be an excellent teaching resource, and game development is easier than ever. Whether you’re looking to develop your own teaching resources or run a game-making program for users, this course will give you the information you need to choose the most appropriate software development tool, structure your project, and accomplish your goals. Plain language, appropriate for absolute beginners, and practical illustrative examples will be used. Participants will receive practical basic exercises they can complete in open source software, as well as guides to advanced educational resources and available tutorials.
This is a blended format web course:
The course will be delivered as 4 separate live webinar lectures, one per week on Wednesday November 21 and then repeating Wednesdays, November 28, December 5 and December 12 at Noon Central time. You do not have to attend the live lectures in order to participate. The webinars will be recorded and distributed through the web course platform for asynchronous participation. The web course space will also contain the exercises and discussions for the course.
Participants will be able to name five different software tools available to assist them or their users in creating games and interactive web content, as well as identify the required knowledge and skills to effectively use each program.
Participants will be able to effectively structure the development process of a game from brainstorming to launch.
Participants will be able to identify and articulate areas in which games can increase educational effectiveness and provide practical, desirable skills.
Who Should Attend
Library staff looking to develop educational games or run game making programs for users (including tween or teen users).
Ruby Warren believes in the power of play, and that learning is a lot more effective when it’s interactive. She is the User Experience Librarian at the University of Manitoba Libraries, where she recently completed a research leave focused on educational game prototype development, and has been playing games from around the time she developed object permanence.
LITA Member: $135
ALA Member: $195
Moodle and Webinar login info will be sent to registrants the week prior to the start date.
Finland consistently ranks high in the PISA results for many reasons. (What is PISA? Click here to read a guest blog written by Andreas Schleicher who is the Director of PISA). They don’t push curriculum that isn’t age appropriate, their teachers are highly qualified and the field of education is respected as one of the top professions.
Additionally, Finland has a much more flexible education system than the US. The U.S. has constant carrot and stick programs as well as a great deal of accountability and mandates. Teachers, leaders and students in Finland feel as though they have a voice in their schooling.
family involvement and wealth as the most important factors, many of the articles focusing on the strength of the Massachusetts education system also state that there is an achievement gap they have where their impoverished students are concerned.
the issue of over-testing students, and the pressures of standardized testing.
in the long run, we as a nation might want to pay attention to Massachusetts because their education system is consistently strong, and they treat education and their teachers with respect. Although Finland is a great country to visit and learn from, it seems as though we really don’t have to go that far to see educational greatness because we have it within our own country too.
According to both Apple and App Annie, a website that tracks the popularity of mobile apps by number of new downloads, Remind, a school communications platform, took the #1 spot on the chart of free iOS apps.
Remind’s app allows educators, parents and students to send and receive text and voice messages, as well as share attachments and links to digital educational resources. The company was founded in 2011 with a straightforward value proposition: to provide teachers with a safe and secure way to send homework or study reminders to students and their parents on mobile devices without using personal phone numbers.
Those features may seem simple by today’s standards. But it’s amassed a growing footprint, claiming users in more than 70 percent of U.S. public schools. Grey adds that Remind today has 27 million monthly active users (which breaks down to approximately 2 million teachers, 13 million students and 12 million parents). Across them, Remind says 17 billion messages have been sent since its launch.
Along with simplicity, Remind’s timing may have also helped the product find a receptive market. The company’s launch in 2011 coincided with the start of a period that saw smartphone adoption among U.S. adults steadily grow from 35 percent in 2011 to 77 percent in 2018, according to the Pew Research Center.
At its core, Remind remains very much a school communications tool, says Grey. But his grander vision is to evolve the app into what he calls an “educational platform” that allow users to share content from other providers. For instance, when Remind users compose a message, they can currently connect to their accounts on Google Classroom, Google Drive, Microsoft OneDrive, Quizlet and other tools to directly share documents, Powerpoint slides, flashcard sets and other kinds of files.
(p. 4) Building strong relationships with faculty and other campus professionals, and establishing collaborative partnerships within and across institutions, are necessary building blocks to librarians’ success. In a traditional liaison model, librarians use their subject knowledge to select books and journals and teach guest lectures.
“Liaisons cannot be experts themselves in each new capability, but knowing when to call in a colleague, or how to describe appropriate expert capabilities to faculty, will be key to the new liaison role.
six trends in the development of new roles for library liaisons
user engagement is a driving factor
what users do (research, teaching, and learning) rather than on what librarians do (collections, reference, library instruction). In addition, an ALA-accredited master’s degree in library science is no longer strictly required.
In a networked world, local collections as ends in themselves make learning fragmentary and incomplete. (p. 5)
A multi-institutional approach is the only one that now makes sense.
Scholars already collaborate; libraries need to make it easier for them to do so.
but they also advise and collaborate on issues of copyright, scholarly communication, data management, knowledge management, and information literacy. The base level of knowledge that a liaison must possess is much broader than familiarity with a reference collection or facility with online searching; instead, they must constantly keep up with evolving pedagogies and research methods, rapidly developing tools, technologies, and ever-changing policies that facilitate and inform teaching, learning, and research in their assigned disciplines.
In many research libraries, programmatic efforts with information literacy have been too narrowly defined. It is not unusual for libraries to focus on freshman writing programs and a series of “one-shot” or invited guest lectures in individual courses. While many librarians have become excellent teachers, traditional one-shot, in-person instructional sessions can vary in quality depending on the training librarians have received in this arena; and they neither scale well nor do they necessarily address broader curricular goals. Librarians at many institutions are now focusing on collaborating with faculty to develop thoughtful assignments and provide online instructional materials that are built into key courses within a curriculum and provide scaffolding to help students develop library research skills over the course of their academic careers.
And many libraries stated that they lack instructional designers and/or educational technologists on their staff, limiting the development of interactive online learning modules and tutorials. (my note: or just ignore the desire by unites such as IMS to help).
(p. 7). This move away from supervision allows the librarians to focus on their liaison responsibilities rather than on the day-to-day operations of a library and its attendant personnel needs.
effectively support teaching, (1.) learning, and research; (2.) identify opportunities for further development of tools and services; (3.) and connect students, staff, and faculty to deeper expertise when needed.
At many institutions, therefore, the conversation has focused on how to supplement and support the liaison model with other staff.
At many institutions, therefore, the conversation has focused on how to supplement and support the liaison model with other staff.
the hybrid exists within the liaison structure, where liaisons also devote a portion of their time (e.g., 20% or more) to an additional area of expertise, for example digital humanities and scholarly communication, and may work with liaisons across all disciplinary areas. (my note: and at the SCSU library, the librarians firmly opposed the request for a second master’s degree)
functional specialists who do not have liaison assignments to specific academic departments but instead serve as “superliaisons” to other librarians and to the entire campus. Current specialist areas of expertise include copyright, geographic information systems (GIS), media production and integration, distributed education or e-learning, data management, emerging technologies, user experience, instructional design, and bioinformatics. (everything in italics is currently done by IMS faculty).
divided into five areas of functional specialization: information resources and collections management; information literacy, instruction, and curriculum development; discovery and access; archival and special collections; scholarly communication and the research enterprise.
E-Scholarship Collaborative, a Research Support Services Collaborative (p. 8).
p. 9. managing alerts and feeds, personal archiving, and using social networking for teaching and professional development
p. 10. new initiatives in humanistic research and teaching are changing the nature and frequency of partnerships between faculty and the Libraries. In particular, cross-disciplinary Humanities Laboratories (http://fhi.duke.edu/labs), supported by the John Hope Franklin Humanities Institute and the Andrew W. Mellon Foundation-funded Humanities Writ Large project, have allowed liaisons to partner with faculty to develop and curate new forms of scholarship.
consultations on a range of topics, such as how to use social media to effectively communicate academic research and how to mark up historical texts using the Text Encoding Initiative (TEI) guidelines
p. 11. Media literacy, and facilitating the integration of media into courses, is an area in which research libraries can play a lead role at their institutions. (my note: yet still suppressed or outright denied to IMS to conducts such efforts)
Purdue Academic Course Transformation, or IMPACT (http://www.lib.purdue.edu/infolit/impact). The program’s purpose is to make foundational courses at Purdue more student-centered and participatory. Librarians are key members of interdepartmental teams that “work with Purdue instructors to redesign courses by applying evidence-based educational practices” and offer “learning solutions” that help students engage with and critically evaluate information. (my note: as offered by Keith and myself to Miguel, the vice provost for undergrads, who left; then offered to First Year Experience faculty, but ignored by Christine Metzo; then offered again to Glenn Davis, who bounced it back to Christine Metzo).
p. 15. The NCSU Libraries Fellows Program offers new librarians a two-year appointment during which they develop expertise in a functional area and contribute to an innovative initiative of strategic importance. NCSU Libraries typically have four to six fellows at a time, bringing in people with needed skills and working to find ongoing positions when they have a particularly good match. Purdue Libraries have experimented with offering two-year visiting assistant professor positions. And the University of Minnesota has hired a second CLIR fellow for a two-year digital humanities project; the first CLIR fellow now holds an ongoing position as a curator in Archives and Special Collections. The CLIR Fellowship is a postdoctoral program that hires recent PhD graduates (non-librarians), allowing them to explore alternative careers and allowing the libraries to benefit from their discipline-specific expertise.
1. Using a blockchain for automatic recognition and transfer of credits
The decline in first-time, first-year student enrollments is having a real financial impact on a number of institutions across the United States and focusing on transfer students (a pool of prospects twice as large) has become an important strategy for many. But credit articulation presents a real challenge for institutions bringing in students from community colleges. While setting standardized articulation requirements across the nation presents a high hurdle, blockchain-supported initiatives may hold great promise for university and city education systems looking to streamline educational mobility in their communities.
2. Blockchains for tracking intellectual property and rewarding use and re-use of that property
If researchers were able to publish openly and accurately assess the use of their resources, the access-prohibitive costs of academic book and journal publications could be circumvented, whether for research- or teaching-oriented outputs. Accurately tracking the sharing of knowledge without restrictions has transformative potential for open-education models.
3. Using verified sovereign identities for student identification within educational organizations
The data footprint of higher education institutions is enormous. With FERPA regulations as well as local and international requirements for the storage and distribution of Personally Identifiable Information (PII), maintaining this data in various institutional silos magnifies the risk associated with a data breach. Using sovereign identities to limit the proliferation of personal data promotes better data hygiene and data lifecycle management and could realize significant efficiency gains at the institutional level.
4. Using a blockchain as a lifelong learning passport
Educational institutions and private businesses partner with online course delivery giants to extend the reach of their educational services and priorities. Traditional educational routes are increasingly less normal and in this expanding world of providers, the need for verifiable credentials from a number of sources is growing. Producing a form of digitally “verifiable CVs” would limit credential fraud, and significantly reduce organizational workload in credential verification.
5. Using blockchains to permanently secure certificates
The open source solution Blockcerts already enables signed certificates to be posted to a blockchain and supports the verification of those certificates by third parties.
When an institution issues official transcripts, obtaining copies can be expensive and burdensome for graduates. But student-owned digital transcripts put the power of secure verification in the hands of learners, eliminating the need for lengthy and costly transcripts to further their professional or educational pursuits. An early mover, Central New Mexico Community College, debuted digital diplomas on the blockchain in December of 2017.
6. Using blockchains to verify multi-step accreditation
As different accreditors recognize different forms of credentials and a growing diversity of educational providers issue credentials, checking the ‘pedigree’ of a qualification can be laborious. Turning a certification verification process from a multi-stage research effort into a single-click process will automate many thousands of labor hours for organizations and institutions
Session Title: Measuring Learning Outcomes of New Library Initiatives Coordinator: Professor Plamen Miltenoff, Ph.D., MLIS, St. Cloud State University, USA Contact: email@example.com Scope & rationale: The advent of new technologies, such as virtual/augmented/mixed reality, and new pedagogical concepts, such as gaming and gamification, steers academic libraries in uncharted territories. There is not yet sufficiently compiled research and, respectively, proof to justify financial and workforce investment in such endeavors. On the other hand, dwindling resources for education presses administration to demand justification for new endeavors. As it has been established already, technology does not teach; teachers do; a growing body of literature questions the impact of educational technology on educational outcomes. This session seeks to bring together presentations and discussion, both qualitative and quantitative research, related to new pedagogical and technological endeavors in academic libraries as part of education on campus. By experimenting with new technologies such as Video 360 degrees and new pedagogical approaches such as gaming and gamification, does the library improve learning? By experimenting with new technologies and pedagogical approaches, does the library help campus faculty to adopt these methods and improve their teaching? How can results be measured, demonstrated?
1. Determine what the customer craves and deliver it. In the case of college and university students, there are limits. Balancing student wants and desires with what they actually need to be successful students and engaged citizens can, in fact, be extremely challenging. “The customer is always right” philosophy practiced by many businesses simply does not fit with the mission of postsecondary institutions. Instead, the role of educators is to advance and apply knowledge, facilitate the exploration of ideas, foster cognitive dissonance, prepare students as lifelong learners and productive workers, and even, hold them accountable for their actions or inactions. Ideally, the college experience should be transformational—helping students become the best person they can be. With that said, failing to align teaching methods, curriculum, academic programs, and institutional services with the needs and expectations of students is a perilous path.
2. Create unexpected value. Incumbent institutions tend to focus on known problems (e.g., student attrition causation factors, poor service delivery, cumbersome processes, undersubscribed programs, insufficient class availability). True disruption seldom occurs in this space. Creating value where it did not exist before or was not expected spawns disruption. In the private sector, such intuitive value ideation is seen in Disney’s “Imagineering” the attractions in its theme parks, Apple’s invention of the iPhone, and Airbnb’s alternative to staying with the multitudes at expensive, disturbingly uniform hotel chains. This is what the authors of Blue Ocean Strategy characterize as swimming in the “blue ocean”, where there are few, if any, competitors (Kim, W. C. & Mauborgne, R., 2005). No disruptor is found in the “red ocean” crowded with similar competitors.
3. Avoid being average. If your school is one of the elite, well-known few, with highly selective admissions, it is not average. However, the vast majority of colleges and universities do not fit this profile. They have to find other ways to distinguish themselves. A capstone student experience, an innovative curriculum, guaranteed internship placement or study abroad, digital career portfolios, or a unique pricing model represent just a few examples. While it would be ideal to find something that makes your institution distinctive throughout the nation or the world, that is highly improbable. A more attainable goal is to position your institution uniquely among your direct competitors.
4. Identify the potential for expansion. As it relates to student enrollment growth, expansion opportunities are usually found within one or more of four domains: (1) thorough penetration of your existing primary market, where the institution and its academic programs have a strong presence, (2) the introduction of new programs into your primary market, (3) promotion of the institution and existing programs in a new market, and (4) diversification—new programs and new markets. Each domain has inherent risks and potential rewards. Risk levels are illustrated in Figure 1 and are described here.
Primary market penetration possesses the lowest risk, requires the least investment of resources, and has the fastest return on investment. Depending on an institution’s primary market, this domain also may produce only modest new enrollments. Option two, mounting new programs in an institution’s existing primary market has risks associated with conducting the proper market research to determine student and industry demand as well as market saturation. Another common risk relates to the degree to which new program offerings are adequately promoted. An obvious upside to this domain is that the institution already has visibility in the market. Takingthecurrent program array to a new marketrequires the time and resources to develop a presence where none has previously existed. Sending recruiters to a new territory once or twice a year is woefully insufficient. Creating such visibility requires a sustained physical presence with area recruiters or alumni volunteers, targeted advertising, networking with schools and other organizations in the region, and strategic partnerships. Finally, diversification carries with it the highest level of risk because it involves assuming all the risks of launching new programs in a market with no prior visibility. If executed effectively, however, this domain can generate an abundance of new students.
5. Disruption always comes at a cost. It is true that your institution may create a disruption by leveraging existing technologies and human capital. Yet, no organization can avoid the cultural and real costs associated with unlearning old ways, creating new programs and business models, scaling innovations, or marketing a new approach. These costs must be weighed judiciously against potential benefits of such a paradigm shift. Once a decision is made to pull the trigger, the change process must be managed carefully with the upfront inclusion of key stakeholders.
6. Equate disruption with innovation, not extinction. The rise of educational disruptors can be unsettling. If disruption is simply perceived as a threat to the way of life in the academy or ignored, the results will be devastating for many higher education institutions. Conversely, if disruption pushes college leaders and enrollment managers out of their comfort zone and they reinvent their institutions, the educational experience of students will be greatly enhanced. In a time of creative destruction, the winners are those who exert extraordinary efforts to go beyond traditional norms, which is not always the early adopters of a new educational model or practice.
7. Successful disruptors pursue four disciplines simultaneously. The four disciplines translated into the higher education lexicon include low costs, relational connections with students, program innovations, and rapid time-to-market. Of these, student connections is the only discipline college and universities excel at consistently. To thrive in a future with a seemingly infinite number of nimble disruptive innovators, educators must compete in the other three disciplines as well.
Beyond scripted shows, Twitch streams like Critical Role and Girls, Guts, Glory along with podcasts like Godsfall help make learning the game more accessible to newbies. Creators, artists, and celebrities, such as Vin Diesel, Joe Manganiello, Deborah Ann Woll, Patton Oswalt, Wil Wheaton, Chris Hardwick, Matthew Lillard, Anderson Cooper and Stephen Colbert, publicly attest to how playing Dungeons & Dragons fosters creativity.
The ISTE Standards for Students provide a guide for the end game. The objective is to help individuals learn how to take ownership of their learning, make positive contributions to society, and analyze and use resources effectively while working together to build innovative new solutions to problems. What was once thought of as the R’s (reading, writing, and ‘rithmetic) have grown to include the C’s of creativity, communication, collaboration, cooperation, contribution, critical thinking, computation, compromise, and community. These new C’s aren’t meant to be accidental, ancillary byproducts of educational practices but, instead, are the focus and intention of the design of instructional experiences. According to the Every Student Succeeds Act and the National Educational Technology Plan, the charge and expectation is that these skills are meant for the masses. Dungeons & Dragons provides a platform for students of varying abilities to practice all of these skills in a safe, enjoyable environment.
Thriving Minds: What’s Working, What’s Not, and What’s Next in Teaching with Technology
Michelle D. Miller, director, First Year Learning Initiative, professor of psychological sciences, Northern Arizona University
Educational technology has survived its early challenges—but is it thriving yet?
take a look at some outstanding examples of what evidence-based, engaging, technologically-enhanced teaching can look like in practice. We will then consider approaches, resources, and techniques that could help us push past some of the biggest challenges faced by our movement. These approaches include making students our allies in the fight against distraction and disengagement; explicitly considering cognitive principles when developing, incorporating and evaluating new technologies; and nurturing faculty and instructional designers as an important—perhaps the most important—source of truly useful, truly innovative ideas for teaching and learning with technology.
What Role does/should the 3T’s of Technique, Tools, and Time Play in Modern Educational Practices?
Dave Yearwood, professor, University of North Dakota
What use are discussions about tools without some understanding about the techniques needed to maximize a tool’s effectiveness in multiple settings? What teaching and learning opportunities can educators and students take advantage of when technological tools are leveraged with proven practices to gain knowledge and understanding about what is possible? Furthermore, what factors should be considered regarding the efficient use of time in task achievement and task completion of identified learning goals in face-to-face and online settings? Tools, Technique, and Time, the 3 triplets of ePedagogy cannot be looked at in isolation. An examination of the 3t’s will be conducted with the intent of revealing through examples how the triplets can be applied/used in a complimentary fashion to help faculty and students achieve their collective identified educational objectives—increased learning and understanding with targeted applications.
Educators as Designers and the Architecting of Learning
Remi Kalir, assistant professor of information and learning technologies, University of Colorado Denver
design and create learning environments, learning opportunities, and learning technologies.
Publisher / Organization: The University of Illinois at Chicago- University Library
Year founded: 1996
Description: First Monday is among the very first open access journals in the EdTech field. The journal’s subject matter encompasses the full range of Internet issues, including educational technologies, social media and web search. Contributors are urged via author guidelines to use simple explanations and less complex sentences and to be mindful that a large proportion of their readers are not part of academia and do not have English as a first language.
Academic Management: University of Catalonia (UOC)
Year founded: 2004
Description: This journal aims to: provide a vehicle for scholarly presentation and exchange of information between professionals, researchers and practitioners in the technology-enhanced education field; contribute to the advancement of scientific knowledge regarding the use of technology and computers in higher education; and inform readers about the latest developments in the application of information technologies (ITs) in higher education learning, training, research and management.
Description: Online Learning promotes the development and dissemination of new knowledge at the intersection of pedagogy, emerging technology, policy, and practice in online environments. The journal has been published for over 20 years as the Journal of Asynchronous Learning Networks (JALN) and recently merged with the Journal of Online Learning and Teaching (JOLT).
Publisher / Organization: International Forum of Educational Technology & Society
Description: Educational Technology & Society seeks academic articles on the issues affecting the developers of educational systems and educators who implement and manage these systems. Articles should discuss the perspectives of both communities – the programmers and the instructors. The journal is currently still accepting submissions for ongoing special issues, but will cease publication in the future as the editors feel that the field of EdTech is saturated with high quality publications.
Description: The Australasian Journal of Educational Technology aims to promote research and scholarship on the integration of technology in tertiary education, promote effective practice, and inform policy. The goal is to advance understanding of educational technology in post-school education settings, including higher and further education, lifelong learning, and training.
DESCRIPTION: The Internet and Higher Education is devoted to addressing contemporary issues and future developments related to online learning, teaching, and administration on the Internet in post-secondary settings. Articles should significantly address innovative deployments of Internet technology in instruction and report on research to demonstrate the effects of information technology on instruction in various contexts in higher education.
Publisher / Organization: British Educational Research Association (BERA)
YEAR FOUNDED: 1970
DESCRIPTION: The journal publishes theoretical perspectives, methodological developments and empirical research that demonstrate whether and how applications of instructional/educational technology systems, networks, tools and resources lead to improvements in formal and non-formal education at all levels, from early years through to higher, technical and vocational education, professional development and corporate training.
Description: Computers & Education aims to increase knowledge and understanding of ways in which digital technology can enhance education, through the publication of high quality research, which extends theory and practice.
Description: TechTrends targets professionals in the educational communication and technology field. It provides a vehicle that fosters the exchange of important and current information among professional practitioners. Among the topics addressed are the management of media and programs, the application of educational technology principles and techniques to instructional programs, and corporate and military training.
Description: Advances in technology and the growth of e-learning to provide educators and trainers with unique opportunities to enhance learning and teaching in corporate, government, healthcare, and higher education. IJEL serves as a forum to facilitate the international exchange of information on the current research, development, and practice of e-learning in these sectors.
Led by an Editorial Review Board of leaders in the field of e-Learning, the Journal is designed for the following audiences: researchers, developers, and practitioners in corporate, government, healthcare, and higher education. IJEL is a peer-reviewed journal.
Description: JCMST is a highly respected scholarly journal which offers an in-depth forum for the interchange of information in the fields of science, mathematics, and computer science. JCMST is the only periodical devoted specifically to using information technology in the teaching of mathematics and science.
Just as researchers build reputation over time that can be depicted (in part) through quantitative measures such as h-index and i10-index, journals are also compared based on the number of citations they receive..
Description: The Journal of Interactive Learning Research (JILR) publishes papers related to the underlying theory, design, implementation, effectiveness, and impact on education and training of the following interactive learning environments: authoring systems, cognitive tools for learning computer-assisted language learning computer-based assessment systems, computer-based training computer-mediated communications, computer-supported collaborative learning distributed learning environments, electronic performance support systems interactive learning environments, interactive multimedia systems interactive simulations and games, intelligent agents on the Internet intelligent tutoring systems, microworlds, virtual reality based learning systems.
Description: JEMH is designed to provide a multi-disciplinary forum to present and discuss research, development and applications of multimedia and hypermedia in education. It contributes to the advancement of the theory and practice of learning and teaching in environments that integrate images, sound, text, and data.
Publisher / Organization: Society for Information Technology and Teacher Education (SITE)
Year founded: 1997
Description: JTATE serves as a forum for the exchange of knowledge about the use of information technology in teacher education. Journal content covers preservice and inservice teacher education, graduate programs in areas such as curriculum and instruction, educational administration, staff development instructional technology, and educational computing.
Publisher / Organization: Association for the Advancement of Computing in Education (AACE)
YEAR FOUNDED: 2015
DESCRIPTION: The Journal of Online Learning Research (JOLR) is a peer-reviewed, international journal devoted to the theoretical, empirical, and pragmatic understanding of technologies and their impact on primary and secondary pedagogy and policy in primary and secondary (K-12) online and blended environments. JOLR is focused on publishing manuscripts that address online learning, catering particularly to the educators who research, practice, design, and/or administer in primary and secondary schooling in online settings. However, the journal also serves those educators who have chosen to blend online learning tools and strategies in their face-to-face classroom.
SCImago Journal Rank (SJR indicator) measures the influence of journals based on the number of citations the articles in the journal receive and the importance or prestige of the journals where such citations come from. The SJR indicator is a free journal metric which uses an algorithm similar to PageRank and provides an open access alternative to the journal impact factor in the Web of Science Journal Citation Report. The portal draws from the information contained in the Scopus database (Elsevier B.V.).
Introduced by Elsevier in 2004, Scopus is an abstract and citation database that covers nearly 18,000 titles from more than 5,000 publishers. It offers journal metrics that go beyond just journals to include most serial titles, including supplements, special issues and conference proceedings. Scopus offers useful information such as the total number of citations, the total number of articles published, and the percent of articles cited.
“Citations are not just a reflection of the impact that a particular piece of academic work has generated. Citations can be used to tell stories about academics, journals and fields of research, but they can also be used to distort stories”.
ResearchGate is a social networking site for scientists and researchers to share papers, ask and answer questions, and find collaborators. The community was founded in May 2008. Today it has over 14 million members.
Google Scholar allows users to search for digital or physical copies of articles, whether online or in libraries. It indexes “full-text journal articles, technical reports, preprints, theses, books, and other documents, including selected Web pages that are deemed to be ‘scholarly. It comprises an estimated 160 million documents.
Academia.edu is a social-networking platform for academics to share research papers. You can upload your own work, and follow the updates of your peers. Founded in 2008, the network currently has 59 million users, and adding 20 million documents.
The ORCHID (Open Researcher and Contributor ID) is a nonproprietary alphanumeric code to uniquely identify scientific and other academic authors and contributors. It provides a persistent identity for humans, similar to content-related entities on digital networks that utilize digital object identifiers (DOIs). The organization offers an open and independent registry intended to be the de facto standard for contributor identification in research and academic publishing.
The Scopus Author Identifier assigns a unique number to groups of documents written by the same author via an algorithm that matches authorship based on a certain criteria. If a document cannot be confidently matched with an author identifier, it is grouped separately. In this case, you may see more than one entry for the same author.
more on metrics in this iMS blog