An Outline of the Bayesian Decision Theory

In this paper we give an outline on the Bayesian Decision Theory.Comment: arXiv admin note: text overlap with arXiv:1409.826

Roles in construction projects: analysis and terminology

Standard form contracts are typically developed through a negotiated consensus, unless they are proffered by one specific interest group. Previously published plans of work and other descriptions of the processes in construction projects tend to focus on operational issues, or they tend to be prepared from the point of view of one or other of the dominant interest groups. Legal practice in the UK permits those who draft contracts to define their terms as they choose. There are no definitive rulings from the courts that give an indication as to the detailed responsibilities of project participants. The science of terminology offers useful guidance for discovering and describing terms and their meanings in their practical context, but has never been used for defining terms for responsibilities of participants in the construction project management process. Organizational analysis enables the management task to be deconstructed into its elemental parts in order that effective organizational structures can be developed. Organizational mapping offers a useful technique for reducing text-based descriptions of project management roles and responsibilities to a comparable basis. Research was carried out by means of a desk study, detailed analysis of nine plans of work and focus groups representing all aspects of the construction industry. No published plan of work offers definitive guidance. There is an enormous amount of variety in the way that terms are used for identifying responsibilities of project participants. A catalogue of concepts and terms (a “Terminology”) has been compiled and indexed to enable those who draft contracts to choose the most appropriate titles for project participants. The purpose of this terminology is to enable the selection and justification of appropriate terms in order to help define roles. The terminology brings an unprecedented clarity to the description of roles and responsibilities in construction projects and, as such, will be helpful for anyone seeking to assemble a team and specify roles for project participants

Using Valuation-Based Decision Making to Increase the Efficiency of China\u27s Patent Subsidy Strategies

[Excerpt] “The Chinese government has grown concerned that its patent fee subsidy programs have not funded the most deserving patents, and thus they no longer wish to spend public resources to promote low-value patents. Instead, the government would prefer subsidy programs that encourage the most deserving patents. The Patent Strategy reflects this desire, as the fourth strategic focus of the Patent Strategy recognizes the need to “[o]ptimize [China’s] patent subsidy policy and further define the orientation to enhance patent quality.”19 This Article explains how a disciplined and transparent valuation-based decision making process can help the Chinese government design patent fee subsidy programs that allocate funds more consistently to deserving patents. In addition, this Article offers the outline of a practical valuation model the Chinese government could use to filter patent fee subsidy requests.

The Third wave in globalization theory

This essay examines a proposition made in the literature that there are three waves in globalization theory—the globalist, skeptical, and postskeptical or transformational waves—and argues that this division requires a new look. The essay is a critique of the third of these waves and its relationship with the second wave. Contributors to the third wave not only defend the idea of globalization from criticism by the skeptics but also try to construct a more complex and qualified theory of globalization than provided by first-wave accounts. The argument made here is that third-wave authors come to conclusions that try to defend globalization yet include qualifications that in practice reaffirm skeptical claims. This feature of the literature has been overlooked in debates and the aim of this essay is to revisit the literature and identify as well as discuss this problem. Such a presentation has political implications. Third wavers propose globalist cosmopolitan democracy when the substance of their arguments does more in practice to bolster the skeptical view of politics based on inequality and conflict, nation-states and regional blocs, and alliances of common interest or ideology rather than cosmopolitan global structures

The role of imagination in decision-making

The psychological mechanism of decision-making has traditionally been modeled with the help of belief-desire psychology: the agent has some desires (or other pro-attitudes) and some background beliefs and deciding between two possible actions is a matter of comparing the probability of the satisfaction of these desires given the background beliefs in the case of the performance of each action. There is a wealth of recent empirical findings about how we actually make decisions that seems to be in conflict with this picture. My aim is to outline an alternative model that is consistent with these empirical findings. This alternative model emphasizes the role imagination plays in our decisions: when we decide between two possible actions, we imagine ourselves in the situation that we imagine to be the outcome of these two actions and then compare these two imaginings

Applicant Attraction Strategies: An Organizational Perspective

Developing labor shortages are expected to increase the importance of applicant attraction into the next century. Unfonunately, previous research has provided little in the way of unified theory or operational guidelines for organizations confronted with attraction difficulties. In part, this is because much research has been framed from the applicant\u27s, rather than the organization\u27s, perspective. In addition, attraction-related theories and research are scattered across a variety of literatures, and often identified primarily with topics other than attraction per se (e.g., wage, motivation, or discrimination theories). The present paper draws on multiple literatures to develop a model of applicant attraction from the organization\u27s perspective. In it, we (1) outline three general strategies for enhancing applicant attraction, (2) propose broad categories of contingency factors expected to affect the choice (and potential effectiveness) of alternative strategies, (3) suggest probable interrelationships among the strategies, (4) link applicant attraction strategies to other human resource practices, (5) outline various dimensions of attraction outcomes (e.g. qualitative and quantitative, attitudinal and behavioral, temporal), and (6) discuss implications for future attraction research

Decision Theory

A book chapter (about 4,000 words, plus references) on decision theory in moral philosophy, with particular attention to uses of decision theory in specifying the contents of moral principles (e.g., expected-value forms of act and rule utilitarianism), uses of decision theory in arguing in support of moral principles (e.g., the hypothetical-choice arguments of Harsanyi and Rawls), and attempts to derive morality from rationality (e.g., the views of Gauthier and McClennen)

Rawls’s Justification Model for Ethics: What Exactly Justifies the Model?

This is a defense of Rawls against recent criticism, ironically my own, though it is also a critique insofar as it addresses a problem that Rawls never does. As a defense, it is not a retraction of the original charges. As a critique, it is not more of the same op-position. In either capacity, it is not an afterthought. The charges were conceived from the outset with a specific solution in mind, which would have been too distracting to pursue in the same article. This is that solution. It also highlights the problem. The original charges were that Rawls’s decision procedure for ethics does not justify his own moral principles, namely his principles of justice, and that the underlying problem may well keep the decision procedure from justifying any moral principles whatsoever, or at least any normatively useful ones. The underlying problem was, and still is, the model’s inherent universalism, which is built into the decision procedure through design specifications precluding relativism, yet only at the cost of limiting the relevant moral principles to generalities that are already widely accepted, thereby render-ing the procedure at best redundant and very likely vacuous as an ethical justification model. These difficulties are manifested in the work of Rawls as the dogmatism of champi-oning a distinctive conception of justice, a liberal one as he himself calls it, through a justification model that is too universalistic to permit such a bias and possibly also too universalistic to permit any substantive conclusions at all. The solution contemplated here is to position the decision procedure as a dynamic justification model responsive to moral progress, as opposed to a static one indifferent to such progress and equally open to all moral input, thus removing the inconsistency between the universalistic design and any distinctive or controversial principles, including the ones Rawls himself recommends, so long as they are consistent with moral progress