Remote sensing of spectral signatures of tropospheric aerosols

With the launch of the German Aerospace Agency's (DLR) Modular Opto-electronic Scanner (MOS) sensor on board the Indian Remote Sensing satellite (IRS-P3) launched by the Indian Space Research Organization (ISRO) in March 1996, 13 channel multi-spectral data in the range of 408 to 1010nm at high radiometric resolution, precision, and with narrow spectral bands have been available for a variety of land, atmospheric and oceanic studies. We found that these data are best for validation of radiative transfer model and the corresponding code developed by one of the authors at Space Applications Centre, and called ATMRAD (abbreviated for ATMospheric RADiation). Once this model/code is validated, it can be used for retrieving information on tropospheric aerosols over ocean or land. This paper deals with two clear objectives, viz., (1) Validation of ATMRAD model/code using MOS data and synchronously measured atmospheric data, and if found performing well, then to (2) derive relationship between MOS radiances and Aerosol Optical Thickness (AOT). The data validation procedure essentially involves near-synchronous measurements of columnar aerosol optical thickness and altitude profiles of aerosol concentration using ground-based multi-filter solar radiometers and Argon-ion Lidar, respectively and computation of the top-of-the-atmosphere (TOA) radiances from a low reflecting target (near clear water reservoir in the present study) using the ATMRAD model. The results show that the model performance is satisfactory and a relationship between the spectral parameters of MOS radiances and aerosol optical thickness can be established. In this communication, we present the details of the experiments conducted, database, validation of the ATMRAD model and development of the relationship between AOT and MOS radiance

Exploring the Role of Spotlight Effect in Pay-What-You-Want (PWYW) Pricing – An Anchoring and Adjustment Perspective

This paper investigates social influences on Pay‐What‐You‐Want (PWYW) pricing decisions by combining a socio‐psychological phenomenon, called “spotlight effect” (defined as an egocentric bias while estimating the salience of one's own behavior and external appearance), with the well‐established “anchoring and adjustment” perspective. We test our hypotheses with one field study and two lab experiments. Findings show that when making a payment in PWYW setting, customers perceive greater attention on self (vs. others) and in the presence of distant (vs. close) others, which makes them initially anchor the price they are willing to pay on their internal reference price. However, this anchoring effect is adjusted downwards (i.e., reduced) in the presence of external reference prices. Our findings would help managers understand the factors influencing customers' PWYW pricing decisions, based on their internal and external reference prices. Managers can further use this knowledge to develop more effective strategies to drive higher PWYW prices

Exploring the Role of Spotlight Effect in Pay-What-You-Want (PWYW) Pricing – An Anchoring and Adjustment Perspective

This paper investigates social influences on Pay‐What‐You‐Want (PWYW) pricing decisions by combining a socio‐psychological phenomenon, called “spotlight effect” (defined as an egocentric bias while estimating the salience of one's own behavior and external appearance), with the well‐established “anchoring and adjustment” perspective. We test our hypotheses with one field study and two lab experiments. Findings show that when making a payment in PWYW setting, customers perceive greater attention on self (vs. others) and in the presence of distant (vs. close) others, which makes them initially anchor the price they are willing to pay on their internal reference price. However, this anchoring effect is adjusted downwards (i.e., reduced) in the presence of external reference prices. Our findings would help managers understand the factors influencing customers' PWYW pricing decisions, based on their internal and external reference prices. Managers can further use this knowledge to develop more effective strategies to drive higher PWYW prices