A database of number fields

We describe an online database of number fields which accompanies this paper The database centers on complete lists of number fields with prescribed invariants. Our description here focuses on summarizing tables and connections to theoretical issues of current interest.Comment: 25 pages, 1 figur

Nuclear magnetic resonance spectroscopy. A stereospecific ^3J_(CF) coupling in the low-temperature ^(13)C nmr spectrum of 1,1-difluorocyclohexane

The proton-decoupled ^(13)C nmr spectrum of 1,1-difluorocyclohexane has been examined at room temperature and at -90 degrees C. There are only minor changes in the one-bond and two-bond carbon-fluorine scalar coupling constants at the lower temperature; however, the triplet observed for C-3 (^3J_(CF) = 4.7 Hz) collapses to a doublet (3JCF = 9.5 Hz) at -90 °C. It is proposed that only the equatorial fluorine is coupled with the C-3 carbon as the result of operation of a back-lobe orbital interaction

The tame-wild principle for discriminant relations for number fields

Consider tuples of separable algebras over a common local or global number field, related to each other by specified resolvent constructions. Under the assumption that all ramification is tame, simple group-theoretic calculations give best possible divisibility relations among the discriminants. We show that for many resolvent constructions, these divisibility relations continue to hold even in the presence of wild ramification.Comment: 31 pages, 11 figures. Version 2 fixes a normalization error: |G| is corrected to n in Section 7.5. Version 3 fixes an off-by-one error in Section 6.

Does Management Matter? Evidence from India

A long-standing question in social science is to what extent differences in management cause differences in firm performance. To investigate this we ran a management field experiment on large Indian textile firms. We provided free consulting on modern management practices to a randomly chosen set of treatment plants and compared their performance to the control plants. We find that adopting these management practices had three main effects. First, it raised average productivity by 11% through improved quality and efficiency and reduced inventory. Second, it increased decentralization of decision making, as better information flow enabled owners to delegate more decisions to middle managers. Third, it increased the use of computers, necessitated by the data collection and analysis involved in modern management. Since these practices were profitable this raises the question of why firms had not adopted these before. Our results suggest that informational barriers were a primary factor in explaining this lack of adoption. Modern management is a technology that diffuses slowly between firms, with many Indian firms initially unaware of its existence or impact. Since competition was limited by constraints on firm entry and growth, badly managed firms were not rapidly driven from the market.management, organization, IT, productivity and India

Does management matter ? evidence from India

A long-standing question in social science is to what extent differences in management cause differences in firm performance. To investigate this, the authors ran a management field experiment on large Indian textile firms, providing free consulting on modern management practices to a randomly chosen set of treatment plants and compared their performance to the control plants. They find that adopting these management practices had three main effects. First, it raised average productivity by 11 percent through improved quality and efficiency and reduced inventory. Second, it increased decentralization of decision making, as better information flow enabled owners to delegate more decisions to middle managers. Third, it increased the use of computers, necessitated by the data collection and analysis involved in modern management. Since these practices were profitable this raises the question of why firms had not adopted these before. Their results suggest that informational barriers were a primary factor in explaining this lack of adoption. Modern management is a technology that diffuses slowly between firms, with many Indian firms initially unaware of its existence or impact. Since competition was limited by constraints on firm entry and growth, badly managed firms were not rapidly driven from the market.Labor Policies,E-Business,Agricultural Knowledge&Information Systems,Rural Development Knowledge&Information Systems,Labor Markets