Some remarks on the observational constraints on the self-interacting scalar field model for dark energy

The dark energy component of the cosmic budget is represented by a self-interacting scalar field. The violation of the null energy condition is allowed. Hence, such component can also represent a phantom fluid. The model is tested using supernova type Ia and matter power spectrum data. The supernova test leads to preferred values for configurations representing the phantom fluid. The matter power spectrum constraints for the dark energy equation of state parameter are highly degenerated. In both cases, values for the equation of state parameter corresponding to the phantom fluid are highly admitted if no particular prior is used.Comment: Latex file, 12 pages, 12 figures in eps forma

Vertical Foreclosure and Specific Investments

Are vertical mergers efficient or restraints to trade? This paper examines this long-standing question in a new setting and reaches new conclusions. We consider a realistic environment where downstream firms can make specific investments in several suppliers at once. In keeping with the "Chicago School" of regulation, we assume inputs are exchanged efficiently regardless of the ownership structure. Nevertheless, we find that vertical merger can be inefficient. A merged firm has an incentive to manipulate its ex ante investments to increase the ex post revenues of its supply unit. It will increase its investment in its internal supplier and decrease its investment in an external supplier relative to the efficient level of investments. The "skewing" is reinforced in equilibrium by other buyers who respond by skewing their own investments. The result is a reduction in the variety of inputs purchased by downstream firms. We relate the theory to studies of vertical mergers in pharmaceuticals and cable television.

Gender, Comparative Advantage and Labor Market Activity in Immigrant Families

The family investment hypothesis that credit-constrained immigrant families adopt a household strategy for financing post-migration human capital investment in which the partner with albour market comparative advantage engages ininvestment activities and the other partner undertakes labor market activities which finance current consumption. We assess this hypothesis by focussing on two issues: first, the extent to which the specialization in the investing versus financing role is based on comparative advantage versus gender, and the second, the extent to which credit constraints offer a potential explanation for observed behaviour. Using a unique new Australian data set we find that comparative advantage and gender can be separately identified in migrating families. We find some support for the family investment hypothesis among traditional families (where labor market comparative advantage resides with the male partner) but not among nontraditional families.

Public finance, trade, and development : what have we learned?

Interdependence of trade and public finance policy are important considerations in designing macroeconomic policy, public revenue policy, and public expenditure policy. A competitive real exchange rate, improved trade performance, and trade liberalization are all built on the base of sound fiscal management. Trade policies and trade liberalization may, however have a negative effect on fiscal balances, which must be considered and compensated for. Improving competitiveness and reducing protection is likely to involve reform of both trade tariffs and domestic taxation. Greater reliance on efficiently designed user charges will also help make a country more competitive internationally. Correct priorities should be set for public expenditures - whether they are rising or falling - to ensure that they are supportive of trade and of tradeable goods production.Public Sector Economics&Finance,TF054105-DONOR FUNDED OPERATION ADMINISTRATION FEE INCOME AND EXPENSE ACCOUNT,Banks&Banking Reform,Environmental Economics&Policies,Economic Theory&Research

IMPACT OF MANAGEMENT INFORMATION SYSTEMS ON DAIRY FARM PROFITABILITY

Seven of 196 New York dairy farms used on-farm computers for accounting in 1984, rising to 23 in 1987. A regression of net farm income per cow on computer use, years computer experience and other variables showed income increasing the first year of computer use, dropping and rising again by year four.Livestock Production/Industries,

The Situational Interview as a Measure of Intelligence

The employment interview has traditionally been regarded as having low reliability and validity for predicting job performance. This assumption has been challenged recently by research findings which indicate improved reliability and validity for structured interview formats (Arvey & Campion, 1982). The situational interview in particular is associated with strong predictive accuracy; this fact has sparked debate regarding the source of this enhanced validity. This study tested Hunter and Hirsh\u27s (1987) notion that situational interview validity is derived from its measurement of cognitive ability. In addition, their theory that the situational interview operates as an orally administered intelligence test for new employees and as a job knowledge test as well for job incumbents was assessed. Subjects were 113 graduate and undergraduate students at a large Midwestern university who took part in a simulated Graduate Teaching Assistant selection procedure. Results indicate that situational interview performance contains a cognitive component as predicted, but that other structured interview formats contain this component as well. Job experience was found to moderate the relationship between intelligence and situational interview performance as predicted, but only some of the time. Job knowledge was not supported as a mechanism by which this moderation might occur. The results of this investigation suggest that situational interview validity may be due to factors beyond the measurement of cognitive aptitude, and that intelligence and job knowledge may be measured for different types of interviewees only under certain conditions

A New Game: Shifting the Leadership Culture to Close the Gender Gap in Corporate America

This research sought to answer the questions, “Why does the leadership gender gap persist in Corporate America? How does the corporation bring gender parity to the executive suite sooner than 70 years from now” (Catalyst, 2005)? The Fortune 500 (i.e., the largest publically held companies in the United States in terms of revenue) represented the data pool for this qualitative grounded theory study. Data gathering took place through in-depth interviews held with 22 women leaders (i.e., director, vice president, senior vice president, executive vice president, president, chief executive officer, and chief operating officer levels). Because only women understand the particulars of leading as a female in Corporate America, only women participated in the study. This approach allowed for the exploration of real life observations and anecdotes regarding the lack of gender diverse values and perspectives at the executive level. With respect to why the leadership gender gap persists, four thematic categories arose from the data including (a) the gap is real, (b) it is still a man’s world in the executive suite, (c) on culture/off culture, and (d) trade-offs too high. It is still a man’s world in the executive suite surfaced as the root cause of the continued loss of talented women as they progress through the leadership pipeline. Many talented women no longer want to behaviorally adapt to the male dominant and masculine defined leadership culture; therefore, they choose to broker their human capital equity outside of the four walls of Corporate America. Therefore the leadership gender gap persists. Women bring unique values to the leadership equation, ones that lend themselves to different points of view on how to earn and use power, as well as how to have an enriching professional life and personal life. To manage the leadership pipeline, corporations need to look at things differently. Four thematic categories arose from the data pointing to the unique values and perspectives women bring to the leadership table. These values and perspectives include (a) money and status not primary motivators; (b) earn your way to the top; (c) relationship is key; and (d) work and family harmony. With respect to closing the leadership gender gap, three thematic categories arose from the data including (a) shift the leadership culture, (b) initiate as a business level strategy, and (c) manage through talent infrastructure. Shift the leadership culture surfaced as the core strategic management technique for bringing gender parity to the executive suite. Because it is taking so long for women to reach the tipping point in the executive suite (33% representation), the point where women’s unique values and perspectives become self-sustaining, corporations must intentionally shift the leadership culture to one that values, models, and rewards the uniqueness of both genders in equal measure. Three major conclusions arose from the data including (a) shifting from counting numbers of women in the executive suite to intentionally bringing gender balanced values and perspectives to fruition within the executive suite; (b) shifting from managing compliance to strategically focusing on building gender diverse talent capacity; and (c) shifting from thinking it is a woman’s responsibility to resolve the leadership gender gap problem to leading from the top of the organization. Based on these conclusions, the research brought forth an emerging change model—EQUIPOISE—for closing the leadership gender gap. The frameworks used to validate the data-driven findings included constructivist and cultural theories with research by Bolman and Deal (2003), Goffman (as cited in Collins, 1994), and Kivisto (2011), gender theory with research by Brizendine (2006), Chodorow (1999), DeBoer (2004), Gilligan (1993), and Rosener (1990), double bind theory by Bateson (2000), acculturation theory by Berry (1997), significance of numbers theory by Simmel (as cited in Kanter, 1997), and strategic diversity theory by Chun and Evans (2014)