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An identity for kernel ridge regression
Get PDFThis paper derives an identity connecting the square loss of ridge regression in on-line mode with the loss of the retrospectively best regressor. Some corollaries about the properties of the cumulative loss of on-line ridge regression are also obtained
Young adults and ‘binge’ drinking: A Bakhtinian analysis
No full textIn this paper we use Bakhtin’s theory of carnival in a literary analysis of young peoples’ accounts of the role of alcohol in their social lives. Bakhtinian themes in the focus group transcripts included the dialogic character of drinking stories, the focus on parodic grotesquery, ribald and satiric laughter, and the temporary subversion and reversal of social norms and roles in a world turned ‘inside out’. We suggest that our analysis of the UK’s drinking ‘culture’ hints at a previously untheorised complexity and force, and points to a deep contradiction between young peoples’ lived experience of alcohol and government policy discourses based on appeals to individual moral responsibility. We conclude that the carnivalesque resonance of drinking is such that the UK’s alcohol problem will continue to worsen until the availability and cultural presence of alcohol is subject to stricter controls
An identity for kernel ridge regression
No full textThis paper derives an identity connecting the square loss of ridge regression in on-line mode with the loss of the retrospectively best regressor. Some corollaries about the properties of the cumulative loss of on-line ridge regression are also obtained
Accountability and performance management systems within private and public sector organisational change processes
Get PDFThis paper examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these external accountability demands impact on the performance management systems of two different types of organisations. Secondly, it considers whether the goals for improved performance contained within the external accountability demands are realised. The paper derives its primary insights from analysing in-depth interviews with managers working in a private sector company and in public sector organisations. The analyses reveal complex organisational responses. In the public sector case study, the organisations tended to reorient their performance management systems towards the external accountability demands; whilst in the private sector organisation, pressures from falling share prices forced managers to focus their decision making on the preferred performance measures contained in shareholders’ accountability demands. However, whilst there is some evidence of performance management system changes, the desires for improved performance subsumed by the external accountability demands are not necessarily realised through the performance management system changes
An identity for kernel ridge regression
No full textThis paper derives an identity connecting the square loss of ridge regression in on-line mode with the loss of the retrospectively best regressor. Some corollaries about the properties of the cumulative loss of on-line ridge regression are also obtained
Accountability and performance management systems within private and public sector organisational change processes
No full textThis paper examines organisational change processes that occur when accountability demands from powerful external stakeholders change. It investigates, firstly, whether these external accountability demands impact on the performance management systems of two different types of organisations. Secondly, it considers whether the goals for improved performance contained within the external accountability demands are realised. The paper derives its primary insights from analysing in-depth interviews with managers working in a private sector company and in public sector organisations. The analyses reveal complex organisational responses. In the public sector case study, the organisations tended to reorient their performance management systems towards the external accountability demands; whilst in the private sector organisation, pressures from falling share prices forced managers to focus their decision making on the preferred performance measures contained in shareholders’ accountability demands. However, whilst there is some evidence of performance management system changes, the desires for improved performance subsumed by the external accountability demands are not necessarily realised through the performance management system changes
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