Video Analysis System for Action and Emotion Detection by Object with Hierarchical Clustering based Re-ID (계층적 군집화 기반 Re-ID를 활용한 객체별 행동 및 표정 검출용 영상 분석 시스템)
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- Journal of Intelligence and Information Systems
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- v.28 no.1
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- pp.89-106
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- 2022
Recently, the amount of video data collected from smartphones, CCTVs, black boxes, and high-definition cameras has increased rapidly. According to the increasing video data, the requirements for analysis and utilization are increasing. Due to the lack of skilled manpower to analyze videos in many industries, machine learning and artificial intelligence are actively used to assist manpower. In this situation, the demand for various computer vision technologies such as object detection and tracking, action detection, emotion detection, and Re-ID also increased rapidly. However, the object detection and tracking technology has many difficulties that degrade performance, such as re-appearance after the object's departure from the video recording location, and occlusion. Accordingly, action and emotion detection models based on object detection and tracking models also have difficulties in extracting data for each object. In addition, deep learning architectures consist of various models suffer from performance degradation due to bottlenects and lack of optimization. In this study, we propose an video analysis system consists of YOLOv5 based DeepSORT object tracking model, SlowFast based action recognition model, Torchreid based Re-ID model, and AWS Rekognition which is emotion recognition service. Proposed model uses single-linkage hierarchical clustering based Re-ID and some processing method which maximize hardware throughput. It has higher accuracy than the performance of the re-identification model using simple metrics, near real-time processing performance, and prevents tracking failure due to object departure and re-emergence, occlusion, etc. By continuously linking the action and facial emotion detection results of each object to the same object, it is possible to efficiently analyze videos. The re-identification model extracts a feature vector from the bounding box of object image detected by the object tracking model for each frame, and applies the single-linkage hierarchical clustering from the past frame using the extracted feature vectors to identify the same object that failed to track. Through the above process, it is possible to re-track the same object that has failed to tracking in the case of re-appearance or occlusion after leaving the video location. As a result, action and facial emotion detection results of the newly recognized object due to the tracking fails can be linked to those of the object that appeared in the past. On the other hand, as a way to improve processing performance, we introduce Bounding Box Queue by Object and Feature Queue method that can reduce RAM memory requirements while maximizing GPU memory throughput. Also we introduce the IoF(Intersection over Face) algorithm that allows facial emotion recognized through AWS Rekognition to be linked with object tracking information. The academic significance of this study is that the two-stage re-identification model can have real-time performance even in a high-cost environment that performs action and facial emotion detection according to processing techniques without reducing the accuracy by using simple metrics to achieve real-time performance. The practical implication of this study is that in various industrial fields that require action and facial emotion detection but have many difficulties due to the fails in object tracking can analyze videos effectively through proposed model. Proposed model which has high accuracy of retrace and processing performance can be used in various fields such as intelligent monitoring, observation services and behavioral or psychological analysis services where the integration of tracking information and extracted metadata creates greate industrial and business value. In the future, in order to measure the object tracking performance more precisely, there is a need to conduct an experiment using the MOT Challenge dataset, which is data used by many international conferences. We will investigate the problem that the IoF algorithm cannot solve to develop an additional complementary algorithm. In addition, we plan to conduct additional research to apply this model to various fields' dataset related to intelligent video analysis.
The emergence of the field of organizational buying behavior in the mid-1960’s with the publication of Industrial Buying and Creative Marketing (1967) set the stage for a new paradigm of thinking about how business was conducted in markets other than those serving ultimate consumers. Whether it is "industrial marketing" or "business-to-business marketing" (B-to-B), organizational buying behavior remains the core differentiating characteristic of this domain of marketing. This paper explores the impact of several dynamic factors that have influenced how organizations relate to one another in a rapidly increasing interdependence, which in turn can impact organizational buying behavior. The paper also raises the question of whether or not the major conceptual models of organizational buying behavior in an interdependent world are still relevant to guide research and managerial thinking, in this dynamic business environment. The paper is structured to explore three questions related to organizational interdependencies: 1. What are the factors and trends driving the emergence of organizational interdependencies? 2. Will the major conceptual models of organizational buying behavior that have developed over the past half century be applicable in a world of interdependent organizations? 3. What are the implications of organizational interdependencies on the research and practice of organizational buying behavior? Consideration of the factors and trends driving organizational interdependencies revealed five critical drivers in the relationships among organizations that can impact their purchasing behavior: Accelerating Globalization, Flattening Networks of Organizations, Disrupting Value Chains, Intensifying Government Involvement, and Continuously Fragmenting Customer Needs. These five interlinked drivers of interdependency and their underlying technological advances can alter the relationships within and among organizations that buy products and services to remain competitive in their markets. Viewed in the context of a customer driven marketing strategy, these forces affect three levels of strategy development: (1) evolving customer needs, (2) the resulting product/service/solution offerings to meet these needs, and (3) the organization competencies and processes required to develop and implement the offerings to meet needs. The five drivers of interdependency among organizations do not necessarily operate independently in their impact on how organizations buy. They can interact with each other and become even more potent in their impact on organizational buying behavior. For example, accelerating globalization may influence the emergence of additional networks that further disrupt traditional value chain relationships, thereby changing how organizations purchase products and services. Increased government involvement in business operations in one country may increase costs of doing business and therefore drive firms to seek low cost sources in emerging markets in other countries. This can reduce employment opportunitiesn one country and increase them in another, further accelerating the pace of globalization. The second major question in the paper is what impact these drivers of interdependencies have had on the core conceptual models of organizational buying behavior. Consider the three enduring conceptual models developed in the Industrial Buying and Creative Marketing and Organizational Buying Behavior books: the organizational buying process, the buying center, and the buying situation. A review of these core models of organizational buying behavior, as originally conceptualized, shows they are still valid and not likely to change with the increasingly intense drivers of interdependency among organizations. What will change however is the way in which buyers and sellers interact under conditions of interdependency. For example, increased interdependencies can lead to increased opportunities for collaboration as well as conflict between buying and selling organizations, thereby changing aspects of the buying process. In addition, the importance of communication processes between and among organizations will increase as the role of trust becomes an important criterion for a successful buying relationship. The third question in the paper explored consequences and implications of these interdependencies on organizational buying behavior for practice and research. The following are considered in the paper: the need to increase understanding of network influences on organizational buying behavior, the need to increase understanding of the role of trust and value among organizational participants, the need to improve understanding of how to manage organizational buying in networked environments, the need to increase understanding of customer needs in the value network, and the need to increase understanding of the impact of emerging new business models on organizational buying behavior. In many ways, these needs deriving from increased organizational interdependencies are an extension of the conceptual tradition in organizational buying behavior. In 1977, Nicosia and Wind suggested a focus on inter-organizational over intra-organizational perspectives, a trend that has received considerable momentum since the 1990's. Likewise for managers to survive in an increasingly interdependent world, they will need to better understand the complexities of how organizations relate to one another. The transition from an inter-organizational to an interdependent perspective has begun, and must continue so as to develop an improved understanding of these important relationships. A shift to such an interdependent network perspective may require many academicians and practitioners to fundamentally challenge and change the mental models underlying their business and organizational buying behavior models. The focus can no longer be only on the dyadic relations of the buying organization and the selling organization but should involve all the related members of the network, including the network of customers, developers, and other suppliers and intermediaries. Consider for example the numerous partner networks initiated by SAP which involves over 9000 companies and over a million participants. This evolving, complex, and uncertain reality of interdependencies and dynamic networks requires reconsideration of how purchase decisions are made; as a result they should be the focus of the next phase of research and theory building among academics and the focus of practical models and experiments undertaken by practitioners. The hope is that such research will take place, not in the isolation of the ivory tower, nor in the confines of the business world, but rather, by increased collaboration of academics and practitioners. In conclusion, the consideration of increased interdependence among organizations revealed the continued relevance of the fundamental models of organizational buying behavior. However to increase the value of these models in an interdependent world, academics and practitioners should improve their understanding of (1) network influences, (2) how to better manage these influences, (3) the role of trust and value among organizational participants, (4) the evolution of customer needs in the value network, and (5) the impact of emerging new business models on organizational buying behavior. To accomplish this, greater collaboration between industry and academia is needed to advance our understanding of organizational buying behavior in an interdependent world.
The purpose of this study was to develop and evaluate pre-parenthood education program(PPEP) based on Home Economics(HE) subject for high school students. The development and evaluation of PPEP based on HE subject in this study followed ADDIE model except implementation through 4 processes such as analysis, design, development, and evaluation. First, program development directions were set in three aspects such as 'general development', 'contents', and 'teaching and learning methods'. Themes of the program are 11 in total such as '1. Parenting, what is being a parent', '2. Choosing your spouse, happy marital relationship, the best gift to your children', '3. Pregnancy and birth, a moving meeting with a new life', '4. Taking care of a new born infant for 24 hours', '5. Taking care of infants, relationship with my lovely baby, attachment', '6. Taking care of young children, my child from another planet', '7. Parents and children in healthy family', '8. Parent-child relationship, wise parents to make effective interaction with their children', '9. Parents safety manager at home,', '10. Practice to take care of infants', and '11. Practice of community nurturing support service development'. In particular, learning activities of the program have major characteristics such as 1) utilization of cases including practice problems related to parenting, 2) community exchange activities utilizing learned knowledge and techniques, 3) actual life project activities utilizing learning contents related with parenting, 4) activities inducing positive changes in current life of high school students, and 5) practice activities for the necessities of life such as food, clothing and shelter supporting development of children. Second, the program was developed according to the design. Teaching-learning plans and materials for 17 classes were developed according to 11 themes. The developed plans include class flow and teacher's reference. It starts with receiving a class-related message from a virtual child at the introduction stage and ended with replying to the message by summarizing contents of the class and making a promise as a parent-to-be. That is the basic frame of class flow. Learning materials included various plans and reports necessary for learning activities and they are prepared in details so that they can be play the role of textbooks in regular curriculum. Third, evaluation of developed program was executed by a 5 point Likert scale survey on 13 HE experts on two aspects of program development process and program development results. In the evaluation of development process, mean value was 4.61 and index of content validity was 97.4%. For development results, mean value was 4.37 and index of content validity was 86.9%. These values showed that validity in the development process and results in this study was highly secured and confirmed that PPEP based on HE was appropriate and valid to enhance parent qualifications of high school learners.