7,353 research outputs found
S.M. Simpson Ltd. Sawmill overlooking lumber yard
No full textOverlooking the roof line of the box factory with saw dust pile adjacent. A pipe shooting sawdust into the pile is visible to the left. Dilworth Mountain rock face in centre, looking east. Note on back: "L. Bouvette. Overlooking lumber yard of S.M. Simpson, Ltd to east direction from top sawmill.
S.M. Simpson Ltd. box factory - Blythen Unitizer
No full textAssembling apple box tops and bottoms at the S.M. Simpson Ltd. box factory. The Blythen Unitizer was a piece of equipment that stapled box shook together with wire, which can be seen in four spools on top of the machine
S.M. Simpson Ltd. -- mill yard
No full textThe background is obscured, possibly due to smoke from forest fires. In the top corner is a row of Lombardy poplars that were at the time situated along Richter street and served as a windbreak to protect orchards. Facing east, Foot of Knox Mountatin to the left in the background
S.M. Simpson Ltd. -- veneer plant
No full textRace track sheets of veneer were pulled off the log for in pieces as long as possible. The veneer was used in grape baskets and tin-top berry basket known as “hallocks.” At the peak of production, 1000 grape baskets were manufactured per fay, leading to an annual yield of over 35,000
S.M. Simpson Ltd. 1939 fire - flywheel and gangsaw
No full textFlywheel and gangsaw, facing directly west on the site of the sawmill now demolished by fire. At the top of the photo is the S.M. Simpson Ltd. lumber storage shed and behind this are log booms on Okanagan Lake. The fire is still active with water arcs actively extinguishing the burn. Similar to ubco:555 (OSC ARC 02 001 003a 075) but from different angle
Continuity And Renewal At The Top: Performance Effects Of The Level, Extent, Type And Frequency Of Top Management Team Changes
No full textThis study examines performance effects of changes in the top management team using an eleven-year period longitudinal research design with a sample of 45 major Dutch multinationals. Since changes at the top are a multi-faceted phenomenon, we study the topic from four different angles. Results indicate that the level of change in terms of CEO versus non-CEO changes and the extent of change in terms of the proportion of managers entering or exiting the team do not influence subsequent firm performance. Type and frequency of change however do matter. Our results indicate that renewal of top management teams in terms of non-retirement exits and limited outside entries can be beneficial for firm performance in the following year, especially when exits and entries are well aligned. On the other hand, a certain degree of continuity is also warranted. Too many outside entries at the same time were found to be disadvantageous in the short-run, while many CEO successions in a row were found to be disadvantageous in the longer-run.management and organization theory ;
Spin-dependent energy distribution of B-hadrons from polarized top decays considering the azimuthal correlation rate
No full textAbstractBasically, the energy distribution of bottom-flavored hadrons produced through polarized top quark decays t(↑)→W++b(→Xb), is governed by the unpolarized rate and the polar and the azimuthal correlation functions which are related to the density matrix elements of the decay t(↑)→bW+. Here we present, for the first time, the analytical expressions for the O(αs) radiative corrections to the differential azimuthal decay rates of the partonic process t(↑)→b+W+ in two helicity systems, which are needed to study the azimuthal distribution of the energy spectrum of the hadrons produced in polarized top decays. These spin-momentum correlations between the top quark spin and its decay product momenta will allow the detailed studies of the top decay mechanism. Our predictions of the hadron energy distributions also enable us to deepen our knowledge of the hadronization process and to test the universality and scaling violations of the bottom-flavored meson fragmentation functions
Changes In The Top Management Team: Performance Implications Of Altering Team Composition
No full textThis study focuses on the performance implications of changes in the top management team using an eleven-year period longitudinal research design with a sample of 45 of the largest corporations in the Netherlands. The central argument of this paper builds on the idea that exits and entries of top management team members have a significant impact on subsequent firm performance due to the resulting changes in the composition of the team. Two aspects of team composition – organizational tenure and age - are examined in more detail. Specifically it is argued that changes in the top team which lead to higher degrees of dissimilarity between members of the team on the two aspects examined, will have a negative effect on performance. Results indicate that exits and entries indeed have performance implications in the years following the change. These performance effects can, however, not be attributed to increasing age or tenure dissimilarity.management and organization theory ;
Search for top quark decays t → qH with H → γγ using the ATLAS detector
No full textA search is performed for flavour-changing neutral currents in the decay of a top quark to an up-type (c, u) quark and a Higgs boson, where the Higgs boson decays to two photons. The proton-proton collision data set used corresponds to 4.7 fb-1 at √ = 7TeV and 20.3fb-1 at √ = 8TeV collected by the ATLAS experiment at the LHC. Top quark pair events are searched for in which one top quark decays to qH and the other decays to bW. Both the hadronic and the leptonic decay modes of the W boson are used. No significant signal is observed and an upper limit is set on the t → qH branching ratio of 0.79 at the 95% confidence level. The corresponding limit on the tqH coupling combination λtcH 2 + λtuH 2 is 0.17
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