Fixed Parameter Undecidability for Wang Tilesets

Deciding if a given set of Wang tiles admits a tiling of the plane is decidable if the number of Wang tiles (or the number of colors) is bounded, for a trivial reason, as there are only finitely many such tilesets. We prove however that the tiling problem remains undecidable if the difference between the number of tiles and the number of colors is bounded by 43. One of the main new tool is the concept of Wang bars, which are equivalently inflated Wang tiles or thin polyominoes.Comment: In Proceedings AUTOMATA&JAC 2012, arXiv:1208.249

On the qq-log-convexity conjecture of Sun

In his study of Ramanujan-Sato type series for $1/\pi$, Sun introduced a sequence of polynomials $S_n(q)$ as given by $$S_n(q)=\sum\limits_{k=0}^n{n\choose k}{2k\choose k}{2(n-k)\choose n-k}q^k,$$ and he conjectured that the polynomials $S_n(q)$ are $q$-log-convex. By imitating a result of Liu and Wang on generating new $q$-log-convex sequences of polynomials from old ones, we obtain a sufficient condition for determining the $q$-log-convexity of self-reciprocal polynomials. Based on this criterion, we then give an affirmative answer to Sun's conjecture

On the characterization of Wang's class of premium principles.

A premium principle is an economic decision rule used by the insurer in order to determine the amount of the net premium for each risk in his portfolio. In this paper we investigate the problem of determining the premium principle to be used. First, we discuss some desirable properties of a premium principle. We prove that the only premium principles that possess these properties belong to a class of premium principles introduced by Wang (1996). Similar results ccan be found in Wang, Young & Panjer (1997)..Principles;

Replies

This paper responds to the contributions by Alexander Bird, Nathan Wildman, David Yates, Jennifer McKitrick, Giacomo Giannini & Matthew Tugby, and Jennifer Wang. I react to their comments on my 2015 book Potentiality: From Dispositions to Modality, and in doing so expands on some of the arguments and ideas of the book

The role of interpersonal relationships in supply chain integration : a thesis by publications presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Logistics and Supply Chain Management at Massey University, Albany, New Zealand

Chapter 2 was published as: Wang, B., Childerhouse, P., Kang, Y., Huo, B., & Mathrani, S. (2016). Enablers of supply chain integration: Interpersonal and interorganizational relationship perspectives, Industrial Management & Data Systems, 116(4), 838-855. https://doi-org.ezproxy.massey.ac.nz/10.1108/IMDS-09-2015-0403 Chapter 3 was published as: Wang, B., Kang, Y., Childerhouse, P., & Huo, B. (2018). Service supply chain integration: the role of interpersonal relationships, Industrial Management & Data Systems, 118(4), 828-849. https://doi-org.ezproxy.massey.ac.nz/10.1108/IMDS-02-2017-0062 Chapter 4 was published as: Wang, B., Kang, Y., Childerhouse, P., & Huo, B. (2018). Interpersonal and inter-organizational relationship drivers of supply chain integration, Industrial Management & Data Systems, 118(6), 1170-1191. https://doi-org.ezproxy.massey.ac.nz/10.1108/IMDS-05-2017-0216Purpose –This research aims to explore the role of inter-personal relationships within a supply chain integration context. Firstly, it proposes a conceptual model addressing the interrelationships between interpersonal relationships, inter-organizational relationships, and supply chain integration. Secondly, it investigates the influence of interpersonal relationships on supply chain integration. Lastly, it examines how interpersonal relationships influence interorganizational relationships to enable supply chain integration. Methodology/approach – Based on a comprehensive literature review, the study first proposes a series of propositions and establishes a conceptual framework to illustrate the relationship between interpersonal relationships, inter-organizational relationships, and supply chain integration. Then, the study applies an exploratory/investigational approach of multiple case studies and empirically examines how interpersonal relationships affect inter-organizational relationships and supply chain integration. Findings – The study proposes that interpersonal relationships can indirectly and positively influence supply chain integration, mediated by inter-organizational relationships. Personal affection acts as a relationship initiator, and personal credibility serves as a gatekeeper while personal communication works as a facilitator and plays more important roles than personal affection and credibility. Also, interpersonal relationships can initiate and enhance interorganizational relationships to enable supply chain integration. In the formative stage of supply chain integration, personal affection and credibility play key roles, whereas personal communication becomes more significant during the operational stage. Originality/value – The study advances supply chain integration literature by extending the focus from that of firm level to the level of individuals, and introduces interpersonal relationship dimensions to explore inner mechanisms of supply chain integration. It demonstrates that interpersonal relationships are able to initiate and motivate firm level integration, which modifies the presumption that firm level relationships are predominantly established first in Western cultural contexts. It also sheds light on applying theoretical lenses in supply chain integration. It extends social exchange theory from relationships between parties that are on the same level to different levels of interpersonal and inter-organizational relationships. Meanwhile, it applies resource dependency theory by addressing how interpersonal relationships influence dependence levels on supply chain partners to form firm level relationships. Furthermore, it extends resource orchestration theory by suggesting that inter-organizational relationships and interpersonal relationships can be orchestrated to achieve supply chain integration capabilities. Implications –The study provides insights for practitioners who have limited “hard” firm level resources. Managers should be aware of the significance and characteristics of interpersonal relationships, and decide when and how to deploy both interpersonal and interorganizational relationships as resources during the integration process. In the formative stage, managers should utilise boundary spanners with good personal credibility. More physical contact with counter-partners should be encouraged to foster personal affection, thus initiating the formation of inter-organizational relationships. In the operational stage, personal communication should be strengthened to facilitate the supply chain integration process. On the other hand, managers should mitigate the conflict between primary business interests and subordinate interpersonal friendships