Sorting between and within Industries: A Testable Model of Assortative Matching

We test Shimer\u27s (2005) theory of the sorting of workers between and within industrial sectors based on directed search with coordination frictions, deliberately maintaining its static general equilibrium framework. We fit the model to sector-specific wage, vacancy and output data, including publicly-available statistics that characterize the distribution of worker and employer wage heterogeneity across sectors. Our empirical method is general and can be applied to a broad class of assignment models. The results indicate that industries are the loci of sorting-more productive workers are employed in more productive industries. The evidence confirms that strong assortative matching can be present even when worker and employer components of wage heterogeneity are weakly correlated

Sorting Between and Within Industries: A Testable Model of Assortative Matching

We test Shimer\u27s (2005) theory of the sorting of workers between and within industrial sectors based on directed search with coordination frictions, deliberately maintaining its static general equilibrium framework. We fit the model to sector-specific wage, vacancy and output data, including publicly-available statistics that characterize the distribution of worker and employer wage heterogeneity across sectors. Our empirical method is general and can be applied to a broad class of assignment models. The results indicate that industries are the loci of sorting--more productive workers are employed in more productive industries. The evidence confirms that strong assortative matching can be present even when worker and employer components of wage heterogeneity are weakly correlated

A Comparative Assessment of knowledge management education across the United States department of defense Summer Bartczak (University of Central Arkansas)

The National Military Strategy (2004), the Capstone Concept for Joint Operations (2005), and the Quadrennial Defense Review (2006) specifically highlight a new focus by the Department of Defense (DoD) on knowledge in operations as opposed to traditional weapons platforms. As such, each of the military services have put into place KM programs to varying degrees. According to Stankosky’s (2005) four pillars of KM framework, managing an organization’s knowledge assets can be most effectively accomplished by addressing four key elements--leadership, organization, technology, and learning—the “learning” pillar including KM education. Given that research on KM education is sparse (Ruth et al, 2000) and that organizations that do not address KM education are more likely to fail with KM efforts (Koenig, 2004), this multiple-case study provides a first look at KM education across the DoD. The preliminary results indicate that nature and importance of programs vary across the services, and, despite some leadership support, the resources needed to execute them are not always available

Trading Permutation Invariance for Communication in Multi-Party Non-Locality Distillation

Quantum theory puts forward phenomena unexplainable by classical physics - or information, for that matter. A prominent example is non-locality. Non-local correlations cannot be explained, in classical terms, by shared information but only by communication. On the other hand, the phenomenon does not allow for (potentially faster-than-light) message transmission. The fact that some non-local and non-signaling correlations are predicted by quantum theory, whereas others fail to be, asks for a criterion, as simple as possible, that characterizes which joint input-output behaviors are ``quantum'' and which are not. In the context of the derivation of such criteria, it is of central importance to understand when non-local correlations can be amplified by a non-interactive protocol, i.e., whether some types of weak non-locality can be distilled into stronger by local operations. Since it has been recognized that the searched-for criteria must inherently be multi-partite, the question of distillation, extensively studied and understood two-party scenarios, should be adressed in the multi-user setting, where much less is known. Considering the space of intrinsically n-partite correlations, we show the possibility of distilling weak non-local boxes to the algebraically maximal ones without any communication. Our protocols improve on previously known methods which still required partial communication. The price we have to pay for dropping the need for communication entirely is the assumption of permutation invariance: Any correlation that can be realized between some set of players is possible between any such set. This assumption is very natural since the laws of physics are invariant under spacial translation.Comment: 7 pages, 4 figures, for a conferenc

Agile Knowledge Management: A Review, Reconceptualization, and Extension to Military Applications

This study contributes to the literature by integrating agility in knowledge management (KM) operations, especially in military environments via major findings of (a) introducing a new approach to KM with integration of \u27agility\u27; (b) articulating the application of an enhanced process of Agile Knowledge Management (AKM) across the military. The purpose of the study is to explore the conceptual background of agility in KM, re-conceptualize it and extend it to military applications with a special focus on counterinsurgency (COIN). An initial qualitative exploration of agility in KM was performed. Three different concepts and their interrelationships were analyzed: (a) KM, (b) agility in operations, and (c) military organizations in the COIN environment. Findings from this initial qualitative analysis were used to inductively redefine, re-conceptualize, and extend the concept of AKM, as well as, to compare and adapt the AKM concept to the military environment of COIN. An additional qualitative analysis was performed to validate the extended concept of AKM. While this study is mainly focused on AKM in a dynamic multinational and joint military environment of COIN, conclusions may be applicable in a broader context. The results of this research can be used by engineering managers and KM practitioners and academics with particular focus on the military environment as foundation for (a) further research and development in AKM (b) developing customized AKM education programs and (c) extending the concept of AKM and its application to other environments

Arms tracing: perspectives on control, traffic and use of illegal weapons in Colombia

The publication reports on an extensive research endeavour to screen small arms stockpiles that were seized from illicit non-state actors in Colombia in the course of the past 5 years. It determines the proportion of these arms that are of European Union origin and reconstructs these arms flows 'upstream', so as to assess whether and to what extent these arms have been subject to unauthorized re-exports by states that obtained the arms legally from European Union member states

A Comparative Assessment of Knowledge Management Education Across the United States Department of Defense

Knowledge is a critical resource for organizations today, especially to the DoD. When organizations understand what knowledge is, they can begin to draw value from it. Drawing value from knowledge is best accomplished through the processes of knowledge management: knowledge creation, knowledge storage and retrieval, knowledge transfer, and knowledge application (Alavi and Leidner, 2001). Organizations can create an environment in which these processes flourish by ensuring the organization has the elements of a supportive leadership, structure to control and optimize knowledge sharing, technology to facilitate the KM processes, and a commitment to maximize knowledge sharing and continuously improve (Stankosky et al, 1999). KM education is the means by which organizations can successfully develop an understanding of KM, and those organizational elements required to implement and institutionalize KM. Statistical evidence shows that those organizations that do not adequately address KM education are more likely to fail with their KM systems (Koenig, 2004). Organizations desiring to capitalize on knowledge should then ensure that their KM education efforts are effective by establishing education goals, developing a curriculum to meet these goals, and continuously evaluating goal attainment. This case study research documents how the DoD is addressing knowledge management education