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111.
Increasing gaps between needs and resources lead both directly and indirectly to many economic and political implications, and have a widely uncontrolled feedback to the national economy. In this situation preference of improvement policy is a real danger to the economy. It is necessary to distinguish clearly three directions of technological policy (push, compensation, and continuation) and three types of innovation: basic, improvement, and pseudo-innovation. Innovation classification can be made due to various criteria. In this study two criteria were combined to evaluate the importance of a given technological innovation: scientific-technological level and range of application. The role of basic and improvement innovation in the cyclical development of economic efficiency can be described by a periodic function over time and also as a simple optimization model for investment policy. 相似文献
112.
Performance feedback has significant potential to benefit employees in terms of individual and team performance. Moreover, effective performance feedback has the potential to enhance employee engagement, motivation, and job satisfaction. However, managers often are not comfortable giving performance feedback and such feedback, if improperly relayed, causes more harm than good. In this installment of HUMAN PERFORMANCE, we describe a shift from traditional weaknesses-based feedback (which relies on negative commentary focused on employees’ shortcomings) to the more constructive approach of strengths-based feedback (which relies on employee affirmation and encouragement). We explain why a strengths-based approach to performance feedback is superior to the weaknesses-centered approach, and offer nine research-based recommendations on how to deliver effective performance feedback employing a strengths-based method. 相似文献
113.
EBCT measured coronary calcium is fast becoming a standard screening tool in asymptomatic patients with and without risk factors who apply for life insurance. Since atherosclerotic plaques become calcified as part of their natural history, the calcium score is an excellent measure of total atherosclerotic burden. Over the past 5 years, various clinical studies have confirmed the predictive value of the coronary calcium score for both soft (revascularization, MI) and hard (MI and sudden cardiac death) events incrementally and independently of traditional coronary risk factors identified by the Framingham Heart Study. Accurate assessment of cardiac mortality risk in asymptomatic applicants for life insurance should include both traditional risk factor assessments in combination with age and gender specific percentiles for coronary calcium. New data from both new and ongoing clinical trials will seek to further support the predictive value of coronary calcium scores as an independent and incremental predictor of hard cardiac events. 相似文献
114.
Harry Krashinsky 《The Canadian journal of economics》2014,47(1):70-97
This paper uses a unique policy change in Ontario, Canada, to provide direct evidence on how reducing the length of high school would impact student performance in university. After a five‐year educational program was eliminated from Ontario high schools and replaced with a four‐year program, two graduating cohorts with different amounts of high school education simultaneously entered university. The results demonstrate that students who receive one less year of high school education perform significantly worse than their counterparts in all subjects, even after the age difference between the cohorts is accounted for. 相似文献
115.
Estimating the Dynamics of Mutual Fund Alphas and Betas 总被引:1,自引:0,他引:1
This article develops a Kalman filter model to track dynamicmutual fund factor loadings. It then uses the estimates to analyzewhether managers with market-timing ability can be identifiedex ante. The primary findings are as follows: (i) Ordinary leastsquares (OLS) timing models produce false positives (nonzeroalphas) at too high a rate with either daily or monthly data.In contrast, the Kalman filter model produces them at approximatelythe correct rate with monthly data; (ii) In monthly data, thoughthe OLS models fail to detect any timing among fund managers,the Kalman filter does; (iii) The alpha and beta forecasts fromthe Kalman model are more accurate than those from the OLS timingmodels; (iv) The Kalman filter model tracks most fund alphasand betas better than OLS models that employ macroeconomic variablesin addition to fund returns. 相似文献
116.
Rapid change is affecting the demography, technology and availability of resources (both financial and volunteer) on which charities draw. This paper presents four different scenarios that could describe the charity sector one generation from now as it responds to a different world. We highlight the dangers if any one scenario becomes dominant. While it is inevitable that change will occur, these drawbacks should be minimized and it is important that public funders and policy makers steer intelligently through this changing world. Also, charity leaders must prepare and plan for inevitable change in the sector. 相似文献
117.
118.
Using meta‐analytic structural equation modeling to advance strategic management research: Guidelines and an empirical illustration via the strategic leadership‐performance relationship
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Donald D. Bergh Herman Aguinis Ciaran Heavey David J. Ketchen Brian K. Boyd Peiran Su Cubie L. L. Lau Harry Joo 《战略管理杂志》2016,37(3):477-497
This paper demonstrates how meta‐analysis can be combined with structural equation modeling (MASEM) to address new questions in strategic management research. We review this integration, describe its implementation, and compare findings from bivariate meta‐analyses, a direct‐effect structural equations model, and two mediating frameworks using data on the strategic leadership and performance relationship. Results drawn from 208 articles that collectively included data on 495,638 observations demonstrate the new insights available from MASEM while also suggesting a revision to conventional thinking on strategic leadership. Whereas some theories posit that boards of directors influence firm performance through monitoring and disciplining the top management team, MASEM provides more support for the view that boards mediate the top management teams' decisions. Implications for applying MASEM in strategic management are offered. Copyright © 2014 John Wiley & Sons, Ltd. 相似文献
119.
Harry M. Kaiser 《Applied economics》2016,48(4):312-320
The research reported here addressed two objectives. The first objective was to measure the overall impact of the Cattlemen’s Beef Board as well as eight-specific advertising, promotion and research activities on US beef demand. The second objective was to compute marginal benefit–cost ratios (BCRs) for the eight individual checkoff activities and for the overall programme. The results indicated that Cattlemen’s Beef Board’s Promotion activities increased total domestic beef demand by 15.7 billion pounds in total, or 2.1 billion pounds per year between 2006 and 2014. Collectively, the overall marginal BCR for all Cattlemen’s Beef Board activities was $11.20. 相似文献
120.