1,720,984 research outputs found
Contract en conflict : Strategisch Management van Inkooptransacties
Full text linkDissertation of the University of Utrecht
The reality of business relations is opposed to the assumptions commonly held by
legal experts on the role of contract law in society, or so Macaulay (see his classic
1963 study) would have us believe. Empirical studies Macaulay conducted in the
United States in the 1950s and 1960s show that business transactions were not
planned down to the last little detail or stipulated in contracts nearly as much
as expected. If there were any problems or differences of opinion, contracts were
rarely used to settle them. Even in the event of significant disputes, legal procedures
were rarely resorted to, and only very few cases were put before a judge.
As time passed though, reservations did arise as to Macaulay’s observations. In
fact ‘The Transformation of American Business Disputing’ (Galanter, Macaulay,
Palay and Rogers 1991), a large-scale research program headed by Macaulay himself,
focused on whether the pattern he had described was still valid a few decades
later. Influenced in part by the increasing volume and complexity of transactions
and growing competition among firms, one might expect (see Galanter, Macaulay,
Palay and Rogers 1991: 18-19) the image of business relations that entail informally
settling important issues over a meal or a drink to have gradually eroded.
The internationalization of economic traffic, and the growing spatial and sociocultural
distance between companies accompanying it are also thought to have led
to a change in the picture described by Macaulay. To an increasing extent, contracts
were thought to be taken seriously in the business world, and disputes were
thought to lead to legal procedures between companies. No matter how plausible
this might seem in the first instance, it was not confirmed by later research in the
field (see Dunworth and Rogers 1996 on the situation in the United States). The
picture presented by Macaulay might still well be valid today (Macaulay 1996, see
also Jettinghoff 2001: 17-18 and 55-58). This is striking in view of the unmistakably
growing opportunities and stimuli for opportunism. Successful long-term
cooperation between companies is no trivial matter (Raub and Tazelaar 2000: 20).
A transaction partner can supply a lower quality or expend less effort than agreed
upon, certainly if the other partner has no easy way of observing or monitoring
it. So despite the stimuli for opportunism, and despite the lack of attention for
detailed contractual planning, how is it possible that parties can nonetheless do
successful business, and jointly solve whatever problems might come up without
the help of contracts or third parties?
In answering this general question in this book, I focus specifically on transactions
between buyers and suppliers. I divide the management of these transactions
into two hypothetical stages, an ex ante stage before the agreement is signed, and
an ex post stage afterwards. Based on this division, I then distinguish three topics,
and examine each of them separately and in conjunction with each other. The
first topic is ex ante management, which is focused on preventing problems and
designing damage control measures if they do occur. Regardless of all the planning
input, in practice there can still be problems after an agreement is signed. The
second topic is thus the performance of the supplier. I consider the extent to which
there are problems in implementing the agreement. The third topic has to do with
what happens after problems occur in the implementation of the agreement, and
pertains to how problems are dealt with. The question on ex post management
plays a central role here: How are problems dealt with, and what is done to reduce
the damage?
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Full text linkWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
Dispelling the Myths Behind First-author Citation Counts
Full text linkWe conducted a full-scale evaluative citation analysis study of scholars in the XML research field to explore just how different from each other author rankings resulting from different citation counting methods actually are, and to demonstrate the capability of emerging data and tools on the Web in supporting more realistic citation counting methods. Our results contest some common arguments for the continued
use of first-author citation counts in the evaluation of scholars, such as high correlations between author rankings by first-author citation counts and other citation
counting methods, and high costs of using more realistic citation counting methods that are not well-supported by the ISI databases. It is argued that increasingly available digital full text research papers make it possible for citation analysis studies to go beyond what the ISI databases have directly supported and to employ more
sophisticated methods
koamabayili/VECTRON-author-checklist: VECTRON author checklist
No full textWe have done our best to complete the author checklist relating to the use of animals in the hut study. Note that the objective for the hut study was to evaluate the IRS treatment applications for residual efficacy against Anopheles mosquitoes, including the local An. coluzzii mosquito population. Cows were only used to attract mosquitoes into the huts and no tests were carried out directly on the cows. The author checklist is intended for use with studies where experiments are carried out on animals, which is why we have had such difficulty in completing this for the hut study, as many of the questions do not relate to how the cows were used
Contract en conflict:Strategisch Management van Inkooptransacties
Full text linkDissertation of the University of Utrecht The reality of business relations is opposed to the assumptions commonly held by legal experts on the role of contract law in society, or so Macaulay (see his classic 1963 study) would have us believe. Empirical studies Macaulay conducted in the United States in the 1950s and 1960s show that business transactions were not planned down to the last little detail or stipulated in contracts nearly as much as expected. If there were any problems or differences of opinion, contracts were rarely used to settle them. Even in the event of significant disputes, legal procedures were rarely resorted to, and only very few cases were put before a judge. As time passed though, reservations did arise as to Macaulay’s observations. In fact ‘The Transformation of American Business Disputing’ (Galanter, Macaulay, Palay and Rogers 1991), a large-scale research program headed by Macaulay himself, focused on whether the pattern he had described was still valid a few decades later. Influenced in part by the increasing volume and complexity of transactions and growing competition among firms, one might expect (see Galanter, Macaulay, Palay and Rogers 1991: 18-19) the image of business relations that entail informally settling important issues over a meal or a drink to have gradually eroded. The internationalization of economic traffic, and the growing spatial and sociocultural distance between companies accompanying it are also thought to have led to a change in the picture described by Macaulay. To an increasing extent, contracts were thought to be taken seriously in the business world, and disputes were thought to lead to legal procedures between companies. No matter how plausible this might seem in the first instance, it was not confirmed by later research in the field (see Dunworth and Rogers 1996 on the situation in the United States). The picture presented by Macaulay might still well be valid today (Macaulay 1996, see also Jettinghoff 2001: 17-18 and 55-58). This is striking in view of the unmistakably growing opportunities and stimuli for opportunism. Successful long-term cooperation between companies is no trivial matter (Raub and Tazelaar 2000: 20). A transaction partner can supply a lower quality or expend less effort than agreed upon, certainly if the other partner has no easy way of observing or monitoring it. So despite the stimuli for opportunism, and despite the lack of attention for detailed contractual planning, how is it possible that parties can nonetheless do successful business, and jointly solve whatever problems might come up without the help of contracts or third parties? In answering this general question in this book, I focus specifically on transactions between buyers and suppliers. I divide the management of these transactions into two hypothetical stages, an ex ante stage before the agreement is signed, and an ex post stage afterwards. Based on this division, I then distinguish three topics, and examine each of them separately and in conjunction with each other. The first topic is ex ante management, which is focused on preventing problems and designing damage control measures if they do occur. Regardless of all the planning input, in practice there can still be problems after an agreement is signed. The second topic is thus the performance of the supplier. I consider the extent to which there are problems in implementing the agreement. The third topic has to do with what happens after problems occur in the implementation of the agreement, and pertains to how problems are dealt with. The question on ex post management plays a central role here: How are problems dealt with, and what is done to reduce the damage
Contract en conflict:Strategisch Management van Inkooptransacties
Full text linkDissertation of the University of Utrecht The reality of business relations is opposed to the assumptions commonly held by legal experts on the role of contract law in society, or so Macaulay (see his classic 1963 study) would have us believe. Empirical studies Macaulay conducted in the United States in the 1950s and 1960s show that business transactions were not planned down to the last little detail or stipulated in contracts nearly as much as expected. If there were any problems or differences of opinion, contracts were rarely used to settle them. Even in the event of significant disputes, legal procedures were rarely resorted to, and only very few cases were put before a judge. As time passed though, reservations did arise as to Macaulay’s observations. In fact ‘The Transformation of American Business Disputing’ (Galanter, Macaulay, Palay and Rogers 1991), a large-scale research program headed by Macaulay himself, focused on whether the pattern he had described was still valid a few decades later. Influenced in part by the increasing volume and complexity of transactions and growing competition among firms, one might expect (see Galanter, Macaulay, Palay and Rogers 1991: 18-19) the image of business relations that entail informally settling important issues over a meal or a drink to have gradually eroded. The internationalization of economic traffic, and the growing spatial and sociocultural distance between companies accompanying it are also thought to have led to a change in the picture described by Macaulay. To an increasing extent, contracts were thought to be taken seriously in the business world, and disputes were thought to lead to legal procedures between companies. No matter how plausible this might seem in the first instance, it was not confirmed by later research in the field (see Dunworth and Rogers 1996 on the situation in the United States). The picture presented by Macaulay might still well be valid today (Macaulay 1996, see also Jettinghoff 2001: 17-18 and 55-58). This is striking in view of the unmistakably growing opportunities and stimuli for opportunism. Successful long-term cooperation between companies is no trivial matter (Raub and Tazelaar 2000: 20). A transaction partner can supply a lower quality or expend less effort than agreed upon, certainly if the other partner has no easy way of observing or monitoring it. So despite the stimuli for opportunism, and despite the lack of attention for detailed contractual planning, how is it possible that parties can nonetheless do successful business, and jointly solve whatever problems might come up without the help of contracts or third parties? In answering this general question in this book, I focus specifically on transactions between buyers and suppliers. I divide the management of these transactions into two hypothetical stages, an ex ante stage before the agreement is signed, and an ex post stage afterwards. Based on this division, I then distinguish three topics, and examine each of them separately and in conjunction with each other. The first topic is ex ante management, which is focused on preventing problems and designing damage control measures if they do occur. Regardless of all the planning input, in practice there can still be problems after an agreement is signed. The second topic is thus the performance of the supplier. I consider the extent to which there are problems in implementing the agreement. The third topic has to do with what happens after problems occur in the implementation of the agreement, and pertains to how problems are dealt with. The question on ex post management plays a central role here: How are problems dealt with, and what is done to reduce the damage
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