Is It Safe to Uplift This Patch? An Empirical Study on Mozilla Firefox

In rapid release development processes, patches that fix critical issues, or implement high-value features are often promoted directly from the development channel to a stabilization channel, potentially skipping one or more stabilization channels. This practice is called patch uplift. Patch uplift is risky, because patches that are rushed through the stabilization phase can end up introducing regressions in the code. This paper examines patch uplift operations at Mozilla, with the aim to identify the characteristics of uplifted patches that introduce regressions. Through statistical and manual analyses, we quantitatively and qualitatively investigate the reasons behind patch uplift decisions and the characteristics of uplifted patches that introduced regressions. Additionally, we interviewed three Mozilla release managers to understand organizational factors that affect patch uplift decisions and outcomes. Results show that most patches are uplifted because of a wrong functionality or a crash. Uplifted patches that lead to faults tend to have larger patch size, and most of the faults are due to semantic or memory errors in the patches. Also, release managers are more inclined to accept patch uplift requests that concern certain specific components, and-or that are submitted by certain specific developers.Comment: In proceedings of the 33rd International Conference on Software Maintenance and Evolution (ICSME 2017

Do Decision Makers' Debt-risk Attitudes Affect the Agency Costs of Debt?

Over the past 25 years, traditional agricultural co-operatives have been challenged by competition from local investor-owned firms and multinational companies, deregulation and globalization of trade, and increased market concentration in suppliers and purchasers. At the same time, co-operatives have constantly been seeking to add value to their member services through expansion and/or adoption of new technology. The capital investment needed for these endeavours has to be financed, and for traditional co-operatives the major source of financing new investments has been long-term borrowing. As a result some co-operatives are characterized by high debt loads, which may result in increased financial risk exposure. Important factors that may influence the level of financial risk exposure are the potential conflicts between managerial self-interest and the interest of the owners of the firm (Jensen, 1986; Jensen and Meckling, 1976) and the impact of these differences on the choice of capital structure (Friend and Lang, 1988; Firth, 1995; Matthews et al., 1994). Despite the considerable literature (e.g., Jensen and Meckling, 1976; Lewis and Sappington, 1995), the impact that differences in attitudes between managers and directors/members have upon the decision making process has remained a relatively unexplained aspect of agency problems, especially in member-owned firms. This article assesses the social-psychological and demographic variables that affect co-operative decision makers’ attitudes toward long-term debt financing and their intentions to increase long-term borrowing.Agribusiness, Agricultural and Food Policy,

Technical analysis in the foreign exchange market

This article introduces the subject of technical analysis in the foreign exchange market, with emphasis on its importance for questions of market efficiency. Technicians view their craft, the study of price patterns, as exploiting traders’ psychological regularities. The literature on technical analysis has established that simple technical trading rules on dollar exchange rates provided 15 years of positive, risk-adjusted returns during the 1970s and 80s before those returns were extinguished. More recently, more complex and less studied rules have produced more modest returns for a similar length of time. Conventional explanations that rely on risk adjustment and/or central bank intervention are not plausible justifications for the observed excess returns from following simple technical trading rules. Psychological biases, however, could contribute to the profitability of these rules. We view the observed pattern of excess returns to technical trading rules as being consistent with an adaptive markets view of the world.Foreign exchange rates

Role of Cognitive Style of a Manager in the Development of Tourism Companies’ Dynamic Capabilities

Purpose – The purpose of this paper is to investigate the relationship between cognitive styles of managers working in tourism companies and dynamic capabilities of these companies. Design – The research relies on a quantitative questionnaire. Methodology – To answer the research question, the bivariate (Pearson) correlation was applied. A number of 268 answers from people working in tourism were received. Findings – We found a positive correlation between different dimensions of dynamic capabilities of tourism companies. These capabilities are influenced by managers’ cognitive characteristics. The organizational culture plays a mediating role in the latter relationship. Implications for theory – The paper offers an alternative understanding of dynamic capabilities in tourism and hospitality; the paper also opens new paths for academic research on the impact of cognitive characteristics of managers on the dynamic capabilities of tourism companies. Implications for practitioners – Making accurate psychological portrait of the candidate can predict his/her behavior in certain situation, such as response towards environmental change using dynamic capabilities and when making the necessary changes to the organizational culture. Originality – This study proposes model of influence of a manager’s cognitive style on dynamic capabilities, whereby organizational culture moderates this relationship

Trends in testing: highlights of a global survey

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Linking business analytics to decision making effectiveness: a path model analysis

While business analytics is being increasingly used to gain data-driven insights to support decision making, little research exists regarding the mechanism through which business analytics can be used to improve decision-making effectiveness (DME) at the organizational level. Drawing on the information processing view and contingency theory, this paper develops a research model linking business analytics to organizational DME. The research model is tested using structural equation modeling based on 740 responses collected from U.K. businesses. The key findings demonstrate that business analytics, through the mediation of a data-driven environment, positively influences information processing capability, which in turn has a positive effect on DME. The findings also demonstrate that the paths from business analytics to DME have no statistical differences between large and medium companies, but some differences between manufacturing and professional service industries. Our findings contribute to the business analytics literature by providing useful insights into business analytics applications and the facilitation of data-driven decision making. They also contribute to manager's knowledge and understanding by demonstrating how business analytics should be implemented to improve DM

Effects of Compensation Strategy on Job Pay Decisions

Previous research has revealed wide variations in pay for the same job, even within a single locality. To date, however, the sources of such pay differentials are not well understood. The present research investigates how compensation managers from a wide variety of organizations combine infonnation about current job pay rates, market rates, and job evaluation points to arrive at new pay rates for jobs. In addition, it examines the role of two pay strategy variables (pay leadership position and external versus internal orientation) in job pay decisions, controlling for differences in organizational demographic characteristics (e.g., size, industry). Results suggest that pay strategies affect assigned pay levels, with higher pay being assigned by managers from fmns with market-leading strategies and internal pay orientations. In addition, pay strategies appear to influence the relative weights attached to market survey versus job evaluation infonnation in pay-setting for jobs. Specifically, although market survey information consistently explained more variance in assigned pay than did job evaluation, this effect was more pronounced among managers from finns having an external orientation. Organizational demographics also affected assigned pay levels, but to a lesser extent than pay strategies