Centennial College
School of Business
This paper describes a model known as Vijjana for creating Personal Knowledge Networks that can continuously enhanced by a collection of specialized agents and exploited by its owner to enhance his or her own problem solving ability in a... more
This paper describes a model known as Vijjana for creating Personal Knowledge Networks that can continuously enhanced by a collection of specialized agents and exploited by its owner to enhance his or her own problem solving ability in a set of predefined contexts. We call this the exploitation of Knowledge Advantage -similar to the idea of Mechanical Advantage -but used in the context of knowledge based work. The model also introduces the idea of collaboratively creating the knowledge network that can be used by project groups or corporate units with highly delimited scope. The main thesis of this paper is that it is imperative that relevant knowledge is accumulated, organized and presented at every context to improve knowledge-worker productivity.
Organisational Success and Failure in Knowledge Management practice: Examine Paradigms, Evidence and Models from Case Studies Structured Abstract So often the discussion centres around is KM working? Isn’t it time to ask that... more
Organisational Success and Failure in Knowledge Management practice: Examine Paradigms, Evidence and Models from Case Studies
Structured Abstract
So often the discussion centres around is KM working? Isn’t it time to ask that question? Evidence in Case studies can help not polarise discussions but create an empirical viewpoint that it needs repair, tweaking and perhaps rethink. There are conversations that doubt the integrity of KM approach to resolving organisational problems.
Any conversations around research on Knowledge Management (KM), has been seen to become an important concept that KM seems to becoming more relevant knowledge in today’s big data world. It is an area which has seen several organisations fretting as they are asked to commit resources and investments and often with little to show for it. Or sometimes with results that are often not attributed to KM but somewhere else in the environment. Quite often Managers appear to take the view that to get beyond the theory surrounding KM and get to its core. Make it accountable, and measurable. Allow for failures and promote the successes.
This article provides an overview and attempts to provide evidence on the state of affairs of KM. objectives, goals attained with some benchmarking. There is hope in creating the context of organisations that have successfully implemented complex knowledge management programmes and lessons that have been learnt. An important feature of this paper is that the selected case studies are all from highly reputable organisations with a strong global presence in their respective areas of business offering. The paper also acknowledges that knowledge management is still redefining itself as any progressive dynamic body of knowledge must adhere to do. As such, a number of organisations are still unclear of its articulation from concepts to plans of action to actually fructifying. Some organisations point out that this situation is complex by the non- existent templates for a KM plan of action. The paradigm change in the overview of knowledge sharing practices has come about because knowledge and information are no longer considered as interchangeable. There was and still is the belief that knowledge is stored on hard drives, books, libraries, learned people and is piece meal shared to prevent an erosion of power
Structured Abstract
So often the discussion centres around is KM working? Isn’t it time to ask that question? Evidence in Case studies can help not polarise discussions but create an empirical viewpoint that it needs repair, tweaking and perhaps rethink. There are conversations that doubt the integrity of KM approach to resolving organisational problems.
Any conversations around research on Knowledge Management (KM), has been seen to become an important concept that KM seems to becoming more relevant knowledge in today’s big data world. It is an area which has seen several organisations fretting as they are asked to commit resources and investments and often with little to show for it. Or sometimes with results that are often not attributed to KM but somewhere else in the environment. Quite often Managers appear to take the view that to get beyond the theory surrounding KM and get to its core. Make it accountable, and measurable. Allow for failures and promote the successes.
This article provides an overview and attempts to provide evidence on the state of affairs of KM. objectives, goals attained with some benchmarking. There is hope in creating the context of organisations that have successfully implemented complex knowledge management programmes and lessons that have been learnt. An important feature of this paper is that the selected case studies are all from highly reputable organisations with a strong global presence in their respective areas of business offering. The paper also acknowledges that knowledge management is still redefining itself as any progressive dynamic body of knowledge must adhere to do. As such, a number of organisations are still unclear of its articulation from concepts to plans of action to actually fructifying. Some organisations point out that this situation is complex by the non- existent templates for a KM plan of action. The paradigm change in the overview of knowledge sharing practices has come about because knowledge and information are no longer considered as interchangeable. There was and still is the belief that knowledge is stored on hard drives, books, libraries, learned people and is piece meal shared to prevent an erosion of power
Structured Abstract A Study of KM Research in Disaster Management and its Integration by Professor Shanker (Shanks) Seetharam, Canada and Dr. Ramana Reddy, and Dr. Sumitra Reddy, USA Name Surname * Professor SHANKER (SHANKS) SEETHARAM... more
Structured Abstract A Study of KM Research in Disaster Management and its Integration by Professor Shanker (Shanks) Seetharam, Canada and Dr. Ramana Reddy, and Dr. Sumitra Reddy, USA
Name Surname *
Professor SHANKER (SHANKS) SEETHARAM
Department of BUSINESS…………..
University of CENTENNIAL COLLEGE………………..
University Address PROGRESS AVENUE, TORONTO, ON M1K5E9 CANADA
E-mail: [email protected]
Name Surname
Dr. Ramana Reddy,
[email protected]
Dr. Sumitra Reddy, ………………………
Sumitra Reddy <[email protected]>
West Virginia Universit, USA
* Corresponding author
In Disaster Management, which is our interest in exploring and recommending linking the Leveraged Infrastructure of KM with
• Various arms of the government, companies existing networks, intranet, and extranets to some given knowledge management strategy to mitigating disasters.
• Comprehend the knowledge management technology framework and its components in identifying upcoming events in Disaster (or Emergency).
• Analyze, leverage, and build upon data mining, data warehousing, project management, and DSS tools that might already be in place pre and post Disasters.
• Deploy knowledge servers for enabling enterprise integration.
• Tactical and Strategic Teams in Disaster Management
• Knowledge Sharing, Knowledge Action amongst Knowledge workers
Knowledge Servers as Integrators
The purpose of this discussion is to illustrate the use of knowledge management (KM) and KMS in emergency response. The Research conducted will discuss how KM was implemented and how effective the resulting systems were.
Before highlighting these Knowledge processes, we must explain how KM and KMS are interchangeable and yet mutually exclusive. Specifically how does KM fits into disaster and/or emergency response. Knowledge Davenport and Prusak (1998) define knowledge as an evolving mix of framed experiences, values, contextual information, and expert insight, which provides a framework for evaluating and incorporating new experiences and information. Knowledge, as we know often becomes embedded in documents or repositories and in organizational routines, processes, practices, and norms
Knowledge Management Jennex (2005) defines KM as the practice of selectively applying knowledge from previous experiences of decision making to current and future decision-making activities with the express purpose of improving the organization’s effectiveness. KM is an action discipline; knowledge needs to be used and applied in order for KM to have an impact. Inherent in KM is communication between knowledge creators and/or possessors and knowledge users. A KMS is the system developed to aid knowledge users in identifying, sharing, retrieving, and using knowledge that they need. The following section further defines a KMS approach that is required urgently to act a s a bridge with Disaster management:
Hurricane Katrina
The emergency situations of Hurricanes etc. are generally well known in advance. There is enough land, water, and air surveillance equipment that tracks these from remote parts of the oceans to main lands. Speeds and intensity are all well computed by Super Computers. There are several teams located onshore and offshore that try to mitigate the impact. However Telecom as is a crucial link failed in Hurricane Katrina. Also did several emergency teams ability to communicate with each other. And regular people could not make calls for over three days into the disaster zones.
Emergency response in the United States of America (US) is evolving from something that was handled locally to something that is standardized under federal control. The US implemented the National Incident Management System (NIMS) in 2004 to accomplish this. NIMS established standardized incident management protocols (using KM Knowledge Integrators models) and procedures that all responders are to use to conduct and coordinate response actions (Townsend, 2006).
Katrina Hurricane stretched government resources far beyond their abilities to respond to the instantaneous and growing number of casualties. Running out of shelter and supplies for the growing number of victims, the government became logistically overwhelmed and underequipped.
Multiple independent yet collaborative-by-design knowledge management systems (KMS) were developed and implemented for immediate use to help victims find housing and medical supplies and to post requests for immediate evacuation as well as help to find those separated in the storm. Via the Internet, people as far north as Michigan were able to help find housing in the state of Washington for people in southern New Orleans. This article proceeds to describe how these systems were developed, implemented, and used. We will describe the situation that led to the need for these systems, how these systems were created, the resources required for each, within which category of knowledge management system each falls, the use of the systems by the end users, and finally the end result of these systems. This article discusses two of these systems developed to respond to Hurricane Katrina. (698 words)
Purpose –To draw upon KM to enable a common platform that will enable Disaster Management into a Knowledge Base, with Knowledge Sharing, on Business activities in Disaster Management systems, and with the role of several Support Organisations in the process of mitigating disasters.
Design/methodology/approach – A narrative analysis of the crisis response in a tsunami that wrecked havoc on telecom, infrastructural support seen from a complexity theory perspective. Data were collected through 11 in‐depth interviews of persons involved in the crisis response and through analysis of secondary data.
Originality/value – This methodology puts in evidence of Knowledge Action across wide spread data on Emergency situations that exists which is converted to Knowledge Strategies that can predict future action points.
Practical implications – The outcomes of the application is to provide an Analytical set of learnings for Disaster Management using convergence of IT, Knowledge Management Systems, Emergency response Teams on shore, on land in Air
Keywords – Keyword1 KM, Keyword2, Disaster Keyword 3, Emergency Keyword 4 Hurricane Keyword 5 Response (max 5 words)
Please for the full paper submission category indicate the nature of the proposed paper: Academic Research Paper / Practical Paper
References
Emergency Management: A Reference HandbookBy Jeffrey B. BumgarnerABC-Clio,
Journal of emergency management Article Civil-Military Relations in Emergency Management: Federal, State, and Local Emergency Management Programs Are Now Part of the Nation's Defense and Security By Sylves, Richard fromThe Public Manager, Vol. 38, No. 3, Fall 2009
Disaster and KMS Co relations , Prof .Shanker(Shanks)Seetharam, Journal of Global Citizenship
Journal of Disaster Management Library
Authors’ short bio
Professor Shanker (Shanks)Seetharam is a Professor in Business and has specialised in Intellectual Capital measurement, Knowledge Management and SMS industry applications. He is a Professor since 2000 at Centennial College,Canada and is widely travelled. He has attended four IFKAD Conferences and presented papers in all of them. He has Chaired two Tracks at IFKAD.
Dr.Y.V. Ramana Reddy is a Professor of Computer Science and Director of the Concurrent Engineering Research Center at West Virginia University, USA. He has worked on a number of research areas with the central theme of enabling technologies for improvement of collaborative processes involving widely distributed teams. The areas of research include Artificial Intelligence, Knowledge Based Simulation, Concurrent Engineering, Medical Informatics, Telemedicine, Distance Learning, and Intelligent Decision Support.
Dr. Sumitra Reddy research is in various areas of technology development and applications which have been funded by The US Department of Energy, The National Library of Medicine and DARPA. She is Professor at West Virginia University ,USA
Name Surname *
Professor SHANKER (SHANKS) SEETHARAM
Department of BUSINESS…………..
University of CENTENNIAL COLLEGE………………..
University Address PROGRESS AVENUE, TORONTO, ON M1K5E9 CANADA
E-mail: [email protected]
Name Surname
Dr. Ramana Reddy,
[email protected]
Dr. Sumitra Reddy, ………………………
Sumitra Reddy <[email protected]>
West Virginia Universit, USA
* Corresponding author
In Disaster Management, which is our interest in exploring and recommending linking the Leveraged Infrastructure of KM with
• Various arms of the government, companies existing networks, intranet, and extranets to some given knowledge management strategy to mitigating disasters.
• Comprehend the knowledge management technology framework and its components in identifying upcoming events in Disaster (or Emergency).
• Analyze, leverage, and build upon data mining, data warehousing, project management, and DSS tools that might already be in place pre and post Disasters.
• Deploy knowledge servers for enabling enterprise integration.
• Tactical and Strategic Teams in Disaster Management
• Knowledge Sharing, Knowledge Action amongst Knowledge workers
Knowledge Servers as Integrators
The purpose of this discussion is to illustrate the use of knowledge management (KM) and KMS in emergency response. The Research conducted will discuss how KM was implemented and how effective the resulting systems were.
Before highlighting these Knowledge processes, we must explain how KM and KMS are interchangeable and yet mutually exclusive. Specifically how does KM fits into disaster and/or emergency response. Knowledge Davenport and Prusak (1998) define knowledge as an evolving mix of framed experiences, values, contextual information, and expert insight, which provides a framework for evaluating and incorporating new experiences and information. Knowledge, as we know often becomes embedded in documents or repositories and in organizational routines, processes, practices, and norms
Knowledge Management Jennex (2005) defines KM as the practice of selectively applying knowledge from previous experiences of decision making to current and future decision-making activities with the express purpose of improving the organization’s effectiveness. KM is an action discipline; knowledge needs to be used and applied in order for KM to have an impact. Inherent in KM is communication between knowledge creators and/or possessors and knowledge users. A KMS is the system developed to aid knowledge users in identifying, sharing, retrieving, and using knowledge that they need. The following section further defines a KMS approach that is required urgently to act a s a bridge with Disaster management:
Hurricane Katrina
The emergency situations of Hurricanes etc. are generally well known in advance. There is enough land, water, and air surveillance equipment that tracks these from remote parts of the oceans to main lands. Speeds and intensity are all well computed by Super Computers. There are several teams located onshore and offshore that try to mitigate the impact. However Telecom as is a crucial link failed in Hurricane Katrina. Also did several emergency teams ability to communicate with each other. And regular people could not make calls for over three days into the disaster zones.
Emergency response in the United States of America (US) is evolving from something that was handled locally to something that is standardized under federal control. The US implemented the National Incident Management System (NIMS) in 2004 to accomplish this. NIMS established standardized incident management protocols (using KM Knowledge Integrators models) and procedures that all responders are to use to conduct and coordinate response actions (Townsend, 2006).
Katrina Hurricane stretched government resources far beyond their abilities to respond to the instantaneous and growing number of casualties. Running out of shelter and supplies for the growing number of victims, the government became logistically overwhelmed and underequipped.
Multiple independent yet collaborative-by-design knowledge management systems (KMS) were developed and implemented for immediate use to help victims find housing and medical supplies and to post requests for immediate evacuation as well as help to find those separated in the storm. Via the Internet, people as far north as Michigan were able to help find housing in the state of Washington for people in southern New Orleans. This article proceeds to describe how these systems were developed, implemented, and used. We will describe the situation that led to the need for these systems, how these systems were created, the resources required for each, within which category of knowledge management system each falls, the use of the systems by the end users, and finally the end result of these systems. This article discusses two of these systems developed to respond to Hurricane Katrina. (698 words)
Purpose –To draw upon KM to enable a common platform that will enable Disaster Management into a Knowledge Base, with Knowledge Sharing, on Business activities in Disaster Management systems, and with the role of several Support Organisations in the process of mitigating disasters.
Design/methodology/approach – A narrative analysis of the crisis response in a tsunami that wrecked havoc on telecom, infrastructural support seen from a complexity theory perspective. Data were collected through 11 in‐depth interviews of persons involved in the crisis response and through analysis of secondary data.
Originality/value – This methodology puts in evidence of Knowledge Action across wide spread data on Emergency situations that exists which is converted to Knowledge Strategies that can predict future action points.
Practical implications – The outcomes of the application is to provide an Analytical set of learnings for Disaster Management using convergence of IT, Knowledge Management Systems, Emergency response Teams on shore, on land in Air
Keywords – Keyword1 KM, Keyword2, Disaster Keyword 3, Emergency Keyword 4 Hurricane Keyword 5 Response (max 5 words)
Please for the full paper submission category indicate the nature of the proposed paper: Academic Research Paper / Practical Paper
References
Emergency Management: A Reference HandbookBy Jeffrey B. BumgarnerABC-Clio,
Journal of emergency management Article Civil-Military Relations in Emergency Management: Federal, State, and Local Emergency Management Programs Are Now Part of the Nation's Defense and Security By Sylves, Richard fromThe Public Manager, Vol. 38, No. 3, Fall 2009
Disaster and KMS Co relations , Prof .Shanker(Shanks)Seetharam, Journal of Global Citizenship
Journal of Disaster Management Library
Authors’ short bio
Professor Shanker (Shanks)Seetharam is a Professor in Business and has specialised in Intellectual Capital measurement, Knowledge Management and SMS industry applications. He is a Professor since 2000 at Centennial College,Canada and is widely travelled. He has attended four IFKAD Conferences and presented papers in all of them. He has Chaired two Tracks at IFKAD.
Dr.Y.V. Ramana Reddy is a Professor of Computer Science and Director of the Concurrent Engineering Research Center at West Virginia University, USA. He has worked on a number of research areas with the central theme of enabling technologies for improvement of collaborative processes involving widely distributed teams. The areas of research include Artificial Intelligence, Knowledge Based Simulation, Concurrent Engineering, Medical Informatics, Telemedicine, Distance Learning, and Intelligent Decision Support.
Dr. Sumitra Reddy research is in various areas of technology development and applications which have been funded by The US Department of Energy, The National Library of Medicine and DARPA. She is Professor at West Virginia University ,USA
Structured Abstract Purpose –The issues surrounding protection of Intellectual property with the rise of BRIC countries and impacts of some landmark judgements and cases in BRIC countries Design/methodology/approach – We propose an... more
Structured Abstract Purpose –The issues surrounding protection of Intellectual property with the rise of BRIC countries and impacts of some landmark judgements and cases in BRIC countries Design/methodology/approach – We propose an approach of Case Law Analysis and Conclusions Originality/value –This methodology puts in evidence the practices and concerns operating in real time for Fortune 1000 cos. In the BRIC countries Practical implications – The outcomes of the application are case analysis to use a cases Basis precedent to resolve similar such issues. Often enough outside the court strategies work far more effectively than legally based approaches.
In Disaster Management, which is our interest in exploring and recommending linking the Leveraged Infrastructure of KM with • Various arms of the government, companies existing networks, intranet, and extranets to some given knowledge... more
In Disaster Management, which is our interest in exploring and recommending linking the Leveraged Infrastructure of KM with • Various arms of the government, companies existing networks, intranet, and extranets to some given knowledge management strategy to mitigating disasters. • Comprehend the knowledge management technology framework and its components in identifying upcoming events in Disaster (or Emergency). • Analyze, leverage, and build upon data mining, data warehousing, project management, and DSS tools that might already be in place pre and post Disasters. • Deploy knowledge servers for enabling enterprise integration. • Tactical and Strategic Teams in Disaster Management • Knowledge Sharing, Knowledge Action amongst Knowledge workers Knowledge Servers as Integrators The purpose of this discussion is to illustrate the use of knowledge management (KM) and KMS in emergency response. The Research conducted will discuss how KM was implemented and how effective the resulting systems were. Before highlighting these Knowledge processes, we must explain how KM and KMS are interchangeable and yet mutually exclusive. Specifically how does KM fits into disaster and/or emergency response. Knowledge (Davenport and Prusak (1998), define knowledge as an evolving mix of framed experiences, values, contextual information, and expert insight, which provides a framework for evaluating and incorporating new experiences and information.
- by Shanker Seetharam and +1
- •
The ideas of 'responsible development' in the scientific-technological advance and of 'responsible innovation' in the field of new products, services and systems have been discussed for some years now with increasing intensity (Siune et... more
The ideas of 'responsible development' in the scientific-technological advance and of 'responsible innovation' in the field of new products, services and systems have been discussed for some years now with increasing intensity (Siune et al. 2009) and led to the phrase of 'Responsible Research and Innovation' (RRI). The postulate of responsible innovation adds explicit ethical reflection to Technology Assessment (TA) and science, technology and society (STS) studies and includes all of them into integrative approaches to shaping technology and innovation. Responsible innovation brings together TA with its experiences on assessment procedures, actor involvement, foresight and evaluation with ethics, in particular under the framework of responsibility, and also builds on the body of knowledge about R&D and innovation processes provided by STS and STIS studies (science, technology, innovation and society). Ethical reflection and technology assessment are increasingly taken up as integrative part of R&D programmes (Siune et al. 2009). Science institutions, including research funding agencies, have started taking a pro-active role in promoting integrative research and development. Thus, the governance of science and of R&D processes is changing which opens up new possibilities and opportunities for involving new actors and new types of reflection. In this paper I want to demonstrate at a more conceptual level that Responsible Innovation can build on experiences and knowledge provided by the three mentioned fields of research: ethics, technology assessment, and STS respective STIS studies. To this end I will start by a brief analysis of the thematic dimensions included in the notion of responsibility and the respective disciplinary approaches to explore and investigate them (Sec. 2). The field of technology assessment is then
Knowledge embedded as a proportion of the total value of a product grows by the day in all sectors. Technological development is not only present in industrial goods but also in agricultural processes and in services. Capabilities for... more
Knowledge embedded as a proportion of the total value of a product grows by the day in all sectors. Technological development is not only present in industrial goods but also in agricultural processes and in services. Capabilities for research, creation, and appropriation of knowledge and its transformation into new technologies form part of the foundations of wealth in the most developed nations and largely explain their economic growth. In this regard, analysis and debate on how to generate knowledge, technological innovation, and development is a topic of utmost importance for the developing countries. As of the entry into effect of the Agreement on Trade-Related Aspects of Intellectual Property Rights (TRIPS) in 1995, the architecture of Intellectual Property Rights (IPR) has gradually become more complex. TRIPS has been promoted mainly by the most developed nations, and bilateral trade agreements have progressively incorporated diverse complementary rules, some of them known as TRIPS Plus for extending intellectual property beyond the original TRIPS. The mechanisms for intellectual property protection -patents, trademarks, geographical indications, copyright, breeder rights, etc. -present two important aspects: on the one hand, they are forms of appropriation of income that generate monopolistic or quasi-monopolistic gains for their holders and, on the other, they are financial incentives for research inasmuch as they remunerate the innovator for the investments carried out until succeeding in turn their innovations into market products. Both aspects are examined in this chapter.
Pathogen/microbe-associated molecular patterns (PAMPs/MAMPs) trigger plant immunity that forms the first line inducible defenses in plants. The regulatory mechanism of MAMP-triggered immunity, however, is poorly understood. Here, we show... more
Pathogen/microbe-associated molecular patterns (PAMPs/MAMPs) trigger plant immunity that forms the first line inducible defenses in plants. The regulatory mechanism of MAMP-triggered immunity, however, is poorly understood. Here, we show that Arabidopsis thaliana transcription factors ETHYLENE INSENSITIVE3 (EIN3) and ETHYLENE INSENSITIVE3-LIKE1 (EIL1), previously known to mediate ethylene signaling, also negatively regulate PAMP-triggered immunity. Plants lacking EIN3 and EIL1 display enhanced PAMP defenses and heightened resistance to Pseudomonas syringae bacteria. Conversely, plants overaccumulating EIN3 are compromised in PAMP defenses and exhibit enhanced disease susceptibility to Pseudomonas syringae. Microarray analysis revealed that EIN3 and EIL1 negatively control PAMP response genes. Further analyses indicated that SALICYLIC ACID INDUCTION DEFICIENT2 (SID2), which encodes isochorismate synthase required for pathogen-induced biosynthesis of salicylic acid (SA), is a key target of EIN3 and EIL1. Consistent with this, the ein3-1 eil1-1 double mutant constitutively accumulates SA in the absence of pathogen attack, and a mutation in SID2 restores normal susceptibility in the ein3 eil1 double mutant. EIN3 can specifically bind SID2 promoter sequence in vitro and in vivo. Taken together, our data provide evidence that EIN3/EIL1 directly target SID2 to downregulate PAMP defenses.
Pathogen/microbe-associated molecular patterns (PAMPs/MAMPs) trigger plant immunity that forms the first line inducible defenses in plants. The regulatory mechanism of MAMP-triggered immunity, however, is poorly understood. Here, we show... more
Pathogen/microbe-associated molecular patterns (PAMPs/MAMPs) trigger plant immunity that forms the first line inducible defenses in plants. The regulatory mechanism of MAMP-triggered immunity, however, is poorly understood. Here, we show that Arabidopsis thaliana transcription factors ETHYLENE INSENSITIVE3 (EIN3) and ETHYLENE INSENSITIVE3-LIKE1 (EIL1), previously known to mediate ethylene signaling, also negatively regulate PAMP-triggered immunity. Plants lacking EIN3 and EIL1 display enhanced PAMP defenses and heightened resistance to Pseudomonas syringae bacteria. Conversely, plants overaccumulating EIN3 are compromised in PAMP defenses and exhibit enhanced disease susceptibility to Pseudomonas syringae. Microarray analysis revealed that EIN3 and EIL1 negatively control PAMP response genes. Further analyses indicated that SALICYLIC ACID INDUCTION DEFICIENT2 (SID2), which encodes isochorismate synthase required for pathogen-induced biosynthesis of salicylic acid (SA), is a key target of EIN3 and EIL1. Consistent with this, the ein3-1 eil1-1 double mutant constitutively accumulates SA in the absence of pathogen attack, and a mutation in SID2 restores normal susceptibility in the ein3 eil1 double mutant. EIN3 can specifically bind SID2 promoter sequence in vitro and in vivo. Taken together, our data provide evidence that EIN3/EIL1 directly target SID2 to downregulate PAMP defenses.