Classifying spaces of compact Lie groups that are p-compact for all prime numbers

We consider a problem on the conditions of a compact Lie group G that the loop space of the p-completed classifying space be a p-compact group for a set of primes. In particular, we discuss the classifying spaces BG that are p-compact for all primes when the groups are certain subgroups of simple Lie groups. A survey of the p-compactness of BG for a single prime is included.Comment: This is the version published by Geometry & Topology Monographs on 29 January 200

Scattered Light Correction of HAYABUSA/AMICA Data and Quantitative Spectral Comparisons of Itokawa

The Hayabusa spacecraft rendezvoused with its target asteroid 25143 Itokawa in 2005 and brought an asteroidal sample back to the Earth in 2010. The onboard camera, AMICA, took more than 1400 images of Itokawa during the rendezvous phase. It was reported that the AMICA images were severely contaminated by light scatter inside the optics. The effect made it difficult to produce the color maps at longer wavelengths (>800 nm). In this paper, we demonstrate a method to subtract the scattered light by investigating the dim halos of Itokawa and the Moon taken by AMICA during the inflight operation. As the result, we found that the overall data reduction scheme including the scattered light correction enables to recognize ~3% regional differences in the relative reflectance spectra of Itokawa. We confirmed that the color variation in Itokawa was largely attributed to space weathering.Comment: 15 pages, 10 figures, 4 tables, Publications of the Astronomical Society of Japan (accepted

On the (Sub)optimality of Multi-tier Hierarchies: Coordination versus Motivation

This paper studies internal organization of a firm using an incomplete contracting approach a la Grossman-Hart-Moore and Aghion-Tirole. The two key ingredients of our model are externalities among tasks that require coordination, and investment in task-specific human capital. We compare three types of organizational structures: centralization where the decision authority for all tasks is given to the party without task-specific human capital, decentralization where the decision authority for each task is given to the party with necessary human capital, and hierarchical delegation where the decision authority is allocated in a hierarchical fashion. Centralization is optimal when externalities and the requisite coordination are the main issue in organization design. Decentralization is optimal if the investment in human capital is more important. Hierarchical delegation is optimal in the intermediate case. We also discuss the optimal pattern of hierarchical delegation as well as several directions extending the basic model.Delegation; Incomplete Contracts; Hierarchy

"Involving Interface": An Extended Mind Theoretical Approach to Roboethics

In 2008 the authors held Involving Interface, a lively interdisciplinary event focusing on issues of biological, sociocultural, and technological interfacing (see Acknowledgments). Inspired by discussions at this event, in this article, we further discuss the value of input from neuroscience for developing robots and machine interfaces, and the value of philosophy, the humanities, and the arts for identifying persistent links between human interfacing and broader ethical concerns. The importance of ongoing interdisciplinary debate and public communication on scientific and technical advances is also highlighted. Throughout, the authors explore the implications of the extended mind hypothesis for notions of moral accountability and robotics

ON THE (SUB) OPTIMALITY OF MULTI-TIER HIERARCHIES: COORDINATION VERSUS MOTIVATION

This paper studies internal organization of a firm using an incomplete contracting approach `a la Grossman-Hart-Moore and Aghion-Tirole. The two key ingredients of our model are externalities among tasks that require coordination, and investment in task-specific human capital. We compare three types of organizational structures: centralization where the decision authority for all tasks is given to the party without task-specific human capital, decentralization where the decision authority for each task is given to the party with necessary human capital, and hierarchical delegation where the decision authority is allocated in a hierarchical fashion. Centralization is optimal when externalities and the requisite coordination are the main issue in organization design. Decentralization is optimal if the investment in human capital is more important. Hierarchical delegation is optimal in the intermediate case. We also discuss the optimal pattern of hierarchical delegation as well as several directions extending the basic model.Delegation, Incomplete Contracts, Hierarchy