Hardy's paradox and violation of a state-independent Bell inequality in time

Tests such as Bell's inequality and Hardy's paradox show that joint probabilities and correlations between distant particles in quantum mechanics are inconsistent with local realistic theories. Here we experimentally demonstrate these concepts in the time domain, using a photonic entangling gate to perform nondestructive measurements on a single photon at different times. We show that Hardy's paradox is much stronger in time and demonstrate the violation of a temporal Bell inequality independent of the quantum state, including for fully mixed states.Comment: Published Version, 4 pages, 3 figures. New, more boring titl

Entanglement-free certification of entangling gates

Not all quantum protocols require entanglement to outperform their classical alternatives. The nonclassical correlations that lead to this quantum advantage are conjectured to be captured by quantum discord. Here we demonstrate that discord can be explicitly used as a resource: certifying untrusted entangling gates without generating entanglement at any stage. We implement our protocol in the single-photon regime, and show its success in the presence of high levels of noise and imperfect gate operations. Our technique offers a practical method for benchmarking entangling gates in physical architectures in which only highly-mixed states are available.Comment: 5 pages, 2 figure

Overcoming inertia : drivers of the outsourcing process

Almost all managers have directly or indirectly been involved in the practice of outsourcing in recent years. But as they know, outsourcing is not straightforward. Outsourcing inertia, when companies are slow to adapt to changing circumstances that accommodate higher outsourcing levels, may undermine a firm’s performance. This article investigates the presence of outsourcing inertia and the factors that help managers overcome it. Using statistical evidence, we show that positive performance effects related to outsourcing can accumulate when circumstances change. This is then followed by rapid increases in outsourcing levels (i.e. outsourcing processes). We investigate what gives rise to these outsourcing processes through follow-up interviews with sourcing executives, which suggest five drivers behind outsourcing processes: managerial initiative (using outside experience); hierarchy (foreign headquarters); imitation (of competitors and of similar firms); outsider advice (from external institutions); knowledge sources (using external information). These five drivers all offer scope for managerial action. We tie them to academic literatures and suggest ways of investigating their presence and impact on the outsourcing process. Overall, we conclude that while economizing factors play a key role in explaining how much firms outsource, it is socializing factors that tend to drive outsourcing processes