Analysis, Design and Fabrication of centimeter-wave Dielectric Fresnel Zone Plate Lens and reflector

Fresnel lens has a long history in optics. This concept at non-optical wavelengths is also applicable. In this paper we report design and fabrication of a half and quarter wave dielectric Fresnel lens made of Plexiglas, and a Fresnel reflector at 11.1 GHz frequency. We made two lenses and one reflector at same frequency and compare their gain and radiation pattern to simulated results. Some methods for better focusing action will be introduced

On BPS bounds in D=4 N=2 gauged supergravity II: general matter couplings and black hole masses

We continue the analysis of BPS bounds started in arXiv:1110.2688, extending it to the full class of N=2 gauged supergravity theories with arbitrary vector and hypermultiplets. We derive the general form of the asymptotic charges for asymptotically flat (M_4), anti-de Sitter (AdS_4), and magnetic anti-de Sitter (mAdS_4) spacetimes. Some particular examples from black hole physics are given to explicitly demonstrate how AdS and mAdS masses differ when solutions with non-trivial scalar profiles are considered.Comment: 21 pages; v2 added reference, published version; v3 minor correction

TREATMENT OF CHILDHOOD EPILEPSY WITH DEPAKINE

No abstrac

Non-Financial Resources to Enhance Companies’ Profitability: A Stakeholder Perspective

Purpose This study aims to investigate the impact of stakeholders’ nonfinancial resources (NFRs) on companies’ profitability, filling a significant gap in the literature regarding the role of NFRs in value creation. Design/methodology/approach Data from 76 organizations from 2017 to 2019 were collected and analyzed. Four primary NFRs and their key value drivers were identified, representing core elements that support different dimensions of a company’s performance. Statistical tests examined the relationship between stakeholders’ NFRs and financial performance measures. Findings When analyzed collectively and individually, the results reveal a significant positive influence of stakeholders’ NFRs on a firm’s profitability. Higher importance assigned to NFRs correlates with a higher return on sales. Originality/value This study contributes to the literature by empirically bridging the gap between stakeholder theory and the resource-based view, addressing the intersection of these perspectives. It also provides novel insights into how stakeholders’ NFRs impact profitability, offering valuable implications for research and managerial practice. It suggests that managers should integrate nonfinancial measures of NFRs within their performance measurement system to manage better and sustain companies’ value-creation process

Cognitive biases in implementing a performance management system: behavioral strategy for supporting managers’ decision-making processes

Purpose The purpose of this paper is twofold: to provide a clear picture on the cognitive biases affecting managers' decision-making process of implementing a performance management system (PMS), and to identify managerial practices, measures and the key challenges to manage the cognitive biases in the corporate strategy. Design/methodology/approach Semi-structured interviews, based on theoretical milestones of performance management and cognitive psychology, gathered from 104 experienced professionals' evaluations on the likelihood and impact of managers' cognitive biases in PMS implementation, potential solutions as well as drivers and connected criticalities. Findings Recurring cognitive biases, together with considerable impacts, emerged in the first, and most strategic, phases of the PMS implementation. The authors developed a roadmap to support corporate transition to integrate behavioral strategy into the PMS implementation aiming to achieve economically and efficiently sound performance. Research limitations/implications From the view of proper behavioral strategy affirmation in performance management literature, in a small way, the authors contribute to a desirable taxonomy of cognitive biases so differentiated decision-making scenarios may be built to compare results and draw new observations. Behavioral studies could transversally connect the cognitive biases of performance management to actors' sociodemographic features and personality types. Practitioners may check biases affecting their organizations by means of the questionnaire and, consequently, adopt the framework illustrated to reduce them. Originality/value Performance management literature has constantly investigated positive and negative behavioral factors related to the PMS. This study, instead, makes a theoretical and methodological contribution to the PMS implementation as a decision-making process. The authors propose a theoretical framework that integrates cognitive psychology insights and applies measures to reduce biases