The moduli space of (1,11)-polarized abelian surfaces is unirational

We prove that the moduli space A_{11}^{lev} of (1,11) polarized abelian surfaces with level structure of canonical type is birational to Klein's cubic hypersurface: a^2b+b^2c+c^2d+d^2e+e^2a=0 in P^4. Therefore, A_{11}^{lev} is unirational but not rational, and there are no Gamma_{11}-cusp forms of weight 3. The same methods also provide an easy proof of the rationality of A_{9}^{lev}.Comment: 27 pages, TeX with diagrams.tex. Related Macaulay2 code and PostScript file available at http://www.math.columbia.edu/~psorin

The informational advantage of specialized monitors: the case of bank examiners

Large commercial banking firms are monitored by specialized private sector monitors and by specialized government examiners. Previous research suggests that bank exams produce little useful information that is not already reflected in market prices. In this article, we apply a new research methodology to a unique data set, and find that government exams of large national banks produce significant new information which financial markets do not fully internalize for several additional months. Our results indicate that specialized government monitors can identify value-relevant information about private firms, even if those firms are already actively followed by investors and their private-sector agents.Bank supervision ; Bank examination

Employee, Manage Thyself: The Potentially Negative Implications Of Expecting Employees To Behave Proactively

Previous research investigating proactive behaviour at work has generally focused on the ways in which proactive behaviour enables individuals and organizations to be more effective. Although it has been noted that some proactive behaviours may be undesirable or have potentially negative consequences, researchers have not examined the ‘dark side’ of proactive behaviour in any systematic way. In this conceptual paper, we explore the potentially negative individual and organizational implications of expecting employees to behave proactively. Specifically, at the individual level, we argue that expecting proactive behaviour in organizations may contribute to stress among employees and friction between proactive and less proactive employees. At the organizational level, we suggest that relying on proactive behaviour may cause harm to an organization by undermining its ability to socialize employees and foster its organizational culture, weakening its learning capability, and reducing its ability to develop future leaders. We conclude by discussing additional avenues for studies examining the potential costs of proactive behaviour for both individuals and organizations alike

Employee, Manage Thyself: The Potentially Negative Implications Of Expecting Employees To Behave Proactively

Previous research investigating proactive behaviour at work has generally focused on the ways in which proactive behaviour enables individuals and organizations to be more effective. Although it has been noted that some proactive behaviours may be undesirable or have potentially negative consequences, researchers have not examined the ‘dark side’ of proactive behaviour in any systematic way. In this conceptual paper, we explore the potentially negative individual and organizational implications of expecting employees to behave proactively. Specifically, at the individual level, we argue that expecting proactive behaviour in organizations may contribute to stress among employees and friction between proactive and less proactive employees. At the organizational level, we suggest that relying on proactive behaviour may cause harm to an organization by undermining its ability to socialize employees and foster its organizational culture, weakening its learning capability, and reducing its ability to develop future leaders. We conclude by discussing additional avenues for studies examining the potential costs of proactive behaviour for both individuals and organizations alike

Why On-Chip Cache Coherence is Here to Stay

Today’s multicore chips commonly implement shared memory with cache coherence as low-level support for operating systems and application software. Technology trends continue to enable the scaling of the number of (processor) cores per chip. Because conventional wisdom says that the coherence does not scale well to many cores, some prognosticators predict the end of coherence. This paper refutes this conventional wisdom by showing one way to scale on-chip cache coherence with bounded costs by combining known techniques such as: shared caches augmented to track cached copies, explicit cache eviction notifications, and hierarchical design. Based upon our scalability analysis of this proof-of-concept design, we predict that on-chip coherence and the programming convenience and compatibility it provides are here to stay