...Religion and Hip Hop Culture Religious Studies 157/311 Fall 2013 Tuesday & Thursday 10:50am-12:05pm Location: Duncan Lecture Hall 1055 * Important: Pay attention to the requirements listed for each of the course levels. The requirements for 311 level students are in italics (this includes extra readings). Also, NO Photos are to be taken. Cameras and cell phones must be stowed away during class. Instructors: Anthony B. Pinn Bernard “Bun B” Freeman Email: pinn@rice.edu Email: Bernard.j.freeman@rice.edu Office: Humanities 234 Office Phone: 713.348.2710 Office Hours: By Appointment Course Outreach Advisor: Anzel Jennings Teaching Assistants: Office: Humanities 215 or Pavilion (ask your TA for the location) 157 Level: * Jessica Davenport, jbd3@rice.edu, Office hours: Fridays, 9:00am-12:00pm * David Kline, david.a.kline@rice.edu, Office hours: Wednesdays, 1:00pm-4:00pm * Cleve Tinsley, cvt1@rice.edu, Office hours: Fridays, 9:00am-12:00pm * Aundrea Matthews, alm2@rice.edu, Office hours: Wednesdays, 10:30am-1:30pm 311 Level: * Jonathan Chism, chism@rice.edu, Office hours: Thursdays, 1:00pm-4:00pm * Darrius Hills, darrius.d.hills@rice.edu, Office Hours: Tuesdays, 1:00pm-4:00pm * Jason Jeffries, joj1@rice.edu, Office Hours: Wednesdays, 9:00pm-12:00pm Course Description: Understanding religion as the “Quest for Complex Subjectivity” or more simply the effort to make life meaningful in complex...
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...UTAH SYMPHONY AND UTAH OPERA: A MERGER PROPOSAL Case study prepared by Kristian Alexander for Professor John Oesch. © Rotman School of Management, Kristian Alexander, 2004. ____________________________________________________________ _______________________ 1. The case1 Unlike major arts organizations in Europe and Canada that rely heavily on government agencies for their funding, orchestras and opera companies in the United States operate according to a very different financial model and generate income primarily through ticket sales (approximately 46%) and individual contributions (approximately 36%). Since September 11, 2001, all arts organizations in the United States had experienced a dramatic decline in public and government subsidies that had led to revenue loss and major operating deficit. To compensate for the decline in attendance, ticket prices had been slightly increased but this did not stop the stagnation in the arts organizations. Utah Opera was formed in 1976 by the renowned European operatic talent Glade Peterson who served as a General Director until his death in 1990. The following year Anne Ewers was named General Director. Under her direction, the opera continued to 1 Case study written by Professor Thomas J. DeLong and Ph.D. Candidate David L. Ager, Harvard Business School, No. 9-404-116, Boston, MA, 2004. 1 grow, increasing its number of annual productions and the number of young people attending the performances of the...
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...Can the Market Add and Subtract? Mispricing in Tech Stock Carve-outs Owen A. Lamont and Richard H. Thaler University of Chicago and National Bureau of Economic Research Recent equity carve-outs in U.S. technology stocks appear to violate a basic premise of financial theory: identical assets have identical prices. In our 1998–2000 sample, holders of a share of company A are expected to receive x shares of company B, but the price of A is less than x times the price of B. A prominent example involves 3Com and Palm. Arbitrage does not eliminate this blatant mispricing due to short-sale constraints, so that B is overpriced but expensive or impossible to sell short. Evidence from options prices shows that shorting costs are extremely high, eliminating exploitable arbitrage opportunities. I. Introduction There are two important implications of the efficient market hypothesis. The first is that it is not easy to earn excess returns. The second is that prices are “correct” in the sense that prices reflect fundamental value. This latter implication is, in many ways, more important than the first. Do asset markets offer rational signals to the economy about where to We thank John Cochrane, Douglas Diamond, Merle Erickson, Lou Harrison, J. B. Heaton, Ravi Jagannathan, Arvind Krishnamurthy, Mark Mitchell, Todd Pulvino, Tuomo Vuolteenaho, an anonymous referee, and seminar participants at the American Finance Association, Harvard Business School, the National Bureau of Economic...
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...different types decision making problems as faced by top management on day-to-day operation basis. Management has to consider the best alternative situations so that the profit of the organisation will increase. Some of these are as follows 1. product sales pricing & mix 2. limiting factors 3. multiple scare resource problem ( Ref chapter 10a) 4. make or buy 5. selection of products, etc etc Introduction: Decision making are of 2 types. (1) Long term decision making : For this purpose we generally apply capital budgeting technique. (2) Short term decision making ( i.e. generally in one financial year) a) Pricing decision for the particulars period for which we apply different pricing techniques. b) Other than pricing decision such as- (i) Except or reject an offer (ii) Make or buy the product or slab component (iii) Sale or process (iv) Exploring new foreign market. (v) Discontinue of a product (vi) Shut down of a factory etc. In this way there may be different type of heading. However, the solution technique are limited to four only : (1) Problem of limiting factor or limiting factor approach ( for common process applicable for more than 1 product). 1) Differential cost & incremental Revenue analysis where the production & sales will...
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...Handbook of Credit Derivatives by Jack Clark Francis, Joyce Frost, and J. Gregg Whittaker The Handbook of Advanced Business Valuation by Robert F. Reilly and Robert P. Schweihs Global Investment Risk Management by Ezra Zask Active Portfolio Management 2nd edition by Richard Grinold and Ronald Kahn The Hedge Fund Handbook by Stefano Lavinio Pricing, Hedging, and Trading Exotic Options by Israel Nelken Equity Management by Bruce Jacobs and Kenneth Levy Asset Allocation, 3rd edition by Roger Gibson Valuing a Business, 4th edition by Shannon P. Pratt, Robert F. Reilly, and Robert Schweihs The Relative Strength Index Advantage by Andrew Cardwell and John Hayden Quantitative Business Valuation A Mathematical Approach for Today’s Professional JAY B. ABRAMS, ASA, CPA, MBA McGRAW-HILL New York San Francisco Washington, D.C. Auckland Bogota ´ Caracas Lisbon London Madrid Mexico City Milan Montreal New Delhi San Juan Singapore Sydney Tokyo Toronto McGraw-Hill abc Copyright © 2001 by McGraw-Hill. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database...
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...chapter and will provide the framework for separate commentaries on each of the three parts of this book. This section introduces them briefly as follows: ● Strategy as design. This takes the view that strategy development can be ‘designed’ in the abstract, as an architect might design a building using pens, rulers and paper. The architect designs, and then hands over the plans for the builders actually to build. This design lens on strategy encourages a large investment in planning and analysis before making final decisions. It tends to exclude improvisation in strategy development and underplay the unpredictable, conservative or political aspects of human organisations. Taking a design lens to a strategic problem means being systematic, analytical and logical. Strategy as experience. The experience lens recognises that the future strategy of an organisation is often heavily influenced by its experience and that of its managers. Here strategies are seen as driven not so much by clear-cut analysis as by the taken-for-granted assumptions and ways of doing things embedded in people’s personal experience and the organisational culture. Strategy is likely to build on and continue what has gone on before. Insofar as different views and expectations within the organisation exist, they will be resolved not through rational optimisation, as in the design lens, but through messy compromises and ad hoc deals. The experience lens suggests that the personal experience and interests of key decision-makers...
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...Resource Markets WP-RM-18 Recent Developments in Transaction Cost Economics Sophia Ruester January 2010 Chair for Energy Economics and Public Sector Management Electronic copy available at: http://ssrn.com/abstract=1535903 Recent Developments in Transaction Cost Economics Sophia Ruester1 Abstract This working paper provides a summary on transaction cost economics (TCE) and recent developments thereof. After an introductory discussion of TCE’s role within the field of New Institutional Economics, a critical analysis of the contribution of the existing body of empirical literature is conducted. In recent years, researchers have continued to develop and extend TCE. Williamson (1991b) introduces the shift parameter framework which investigates how the optimal choice of governance changes in response to dynamics in the institutional environment. Nickerson (1997) develops the positioning-economizing perspective arguing that decisions regarding market position, resource investments, and governance mode are interdependent and determined simultaneously. A number of authors came up with an increasing interest in relational institutional arrangements arguing that TCE may overstate the desirability of complex long-term contracts and vertical integration in exchange settings where a substantial hold-up potential is present. JEL Codes: Keywords: D23, L22 Transaction cost economics, discriminative alignment, theories of the firm, shift parameter framework, positioning-economizing...
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...began with and the famous proposition of Modigliani Miller (1958) that described the conditions of capital structure irrelevance. Since then, been changing these conditions to explain factors driving capital many economists have structure decisions. Harris and Raviv (1991) synthesized major theoretical literature in the field, related these to the known empirical evidence, and suggested promising avenues for future research. They argued that asymmetric information theories of capital structure are less promising than control-based or product-based theories. The financial crisis of 2008-2009 forces to look critically at the modern level of capital structure theory. The problems of many companies were related to their financing policies. The role of asymmetric information and agency problems has to be understood better....
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...This article is about the cultural movement. For the music genre, see Hip hop music. For other uses, see Hip hop (disambiguation). Graffiti of "hip hop" in Eugene, Oregon Hip hop is a form of musical expression and artistic subculture that originated in African-American and Hispanic-American communities during the 1970s in New York City, specifically the Bronx.[1][2][3] DJ Afrika Bambaataa outlined the four pillars of hip hop culture: MCing, DJing, B-boying and graffiti writing.[4][5][6][7] [8] Since its emergence in the South Bronx, hip hop culture has spread to both urban and suburban communities throughout the world.[9] Hip hop music first emerged with disc jockeys creating rhythmic beats by looping breaks (small portions of songs emphasizing a percussive pattern) on two turntables, more commonly referred to as sampling. This was later accompanied by "rap", a rhythmic style of chanting or poetry presented in 16 bar measures or time frames, and beatboxing, a vocal technique mainly used to imitate percussive elements of the music and various technical effects of hip hop DJ's. An original form of dancing and particular styles of dress arose among fans of this new music. These elements experienced considerable refinement and development over the course of the history of the culture. The relationship between graffiti and hip hop culture arises from the appearance of new and increasingly elaborate and pervasive forms of the practice in areas where other elements of hip hop...
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...Managing Knowledge for Innovation: The Role of Cooperation, Competition, and Alliance Nationality Haisu Zhang, Chengli Shu, Xu Jiang, and Alan J. Malter ABSTRACT Strategic alliances play a critical role in global innovation. Firms can overcome resource constraints and achieve superior innovative performance not only by using internal resources but also by acquiring knowledge-based capabilities from alliance partners. In this study, the authors investigate how knowledge acquired from alliance partners affects organizational knowledge creation, which in turn leads to innovative performance. The authors propose that the knowledge–innovation relationship is stronger in international alliances than domestic alliances. The results from a survey of 127 German firms engaged in strategic alliances confirm that knowledge creation mediates the effect of knowledge acquisition on innovative performance and that international alliances strengthen the effect of knowledge creation on innovative performance. In addition, the authors find that interfirm cooperation and competition coexist in strategic alliances and that both factors increase knowledge acquisition, though from different motivational bases. Keywords: innovation, strategic alliance, knowledge management, cooperation, competition A lliances are a central element of most company business models (Kaplan, Norton, and Rugelsjoen 2010). The logic of working with a strategic partner is especially compelling in increasingly competitive...
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...A FIRST COURSE IN PROBABILITY This page intentionally left blank A FIRST COURSE IN PROBABILITY Eighth Edition Sheldon Ross University of Southern California Upper Saddle River, New Jersey 07458 Library of Congress Cataloging-in-Publication Data Ross, Sheldon M. A first course in probability / Sheldon Ross. — 8th ed. p. cm. Includes bibliographical references and index. ISBN-13: 978-0-13-603313-4 ISBN-10: 0-13-603313-X 1. Probabilities—Textbooks. I. Title. QA273.R83 2010 519.2—dc22 2008033720 Editor in Chief, Mathematics and Statistics: Deirdre Lynch Senior Project Editor: Rachel S. Reeve Assistant Editor: Christina Lepre Editorial Assistant: Dana Jones Project Manager: Robert S. Merenoff Associate Managing Editor: Bayani Mendoza de Leon Senior Managing Editor: Linda Mihatov Behrens Senior Operations Supervisor: Diane Peirano Marketing Assistant: Kathleen DeChavez Creative Director: Jayne Conte Art Director/Designer: Bruce Kenselaar AV Project Manager: Thomas Benfatti Compositor: Integra Software Services Pvt. Ltd, Pondicherry, India Cover Image Credit: Getty Images, Inc. © 2010, 2006, 2002, 1998, 1994, 1988, 1984, 1976 by Pearson Education, Inc., Pearson Prentice Hall Pearson Education, Inc. Upper Saddle River, NJ 07458 All rights reserved. No part of this book may be reproduced, in any form or by any means, without permission in writing from the publisher. Pearson Prentice Hall™ is a trademark of Pearson Education, Inc...
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...Praise for Supply Chain Network Design “Due to the significant impact that supply chain design has on the cost and service provided by a company, it is critical that managers be knowledgeable about how to optimize the flow of products and goods within their supply chain. This book takes a very technical subject and makes it possible for managers and students alike to understand all aspects of network design. The practical approach used in discussing topics throughout the book provides a clear and excellent framework for those seeking to learn more about the topic. The book is a needed and welcome contribution to the profession.” —Dr. Mary C. Holcomb, Associate Professor of Logistics, Department of Marketing and Supply Chain Management, College of Business Administration, University of Tennessee “Supply chain management (SCM) is a rapidly growing area of study—and network design is one of the fastest growing areas within SCM. This book would make a great classroom textbook. It is easy to follow with clear examples and useful exercises. It is laid out in progressive layers, with one’s understanding of the subject matter building as you go. You can stop midway and be comfortable with the fundamentals, or you can go as deep as desired into Supply Chain Network Design. “I have been a long-time practitioner of network modeling, as a manager in business and as a consultant, and I have covered the topic in university lectures; I still learned a great deal about a subject I thought I...
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...imperfect competition, through the work of evolutionary economists to the contributions of strategy and marketing scholars over the past two decades. This broad literature base has given rise to a great deal of ambiguity, inconsistent use of nomenclature and several overlapping classification schema. The paper seeks to draw together common themes of firm heterogeneity, barriers to duplication, sustainable competitive advantage and Ricardian rents within an overall model of resource-based competitive advantage. The second part of the paper describes three aspects of strategic marketing likely to benefit from adoption of the resourcebased perspective, namely, strategic analysis, positioning and international marketing strategy. In terms of the former, it is argued that the RBV helps to overcome some of the frequently cited problems of the SWOT framework. Similarly, it contends that...
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...Dinosaur extinction is still a major mystery of earth history. In this review article, extinctions in the geological record will be briefly mentioned. Many of the imaginative theories for the extinction of the dinosaurs will also be presented. Within the uniformitarian paradigm, the meteorite impact theory, once considered ‘outrageous’, now is the dominant theory. However, the volcanic theory is still believed by a majority of paleontologists. Both theories have their strengths and weaknesses. The unscientific behavior of those involved in the meteorite paradigm change will be briefly explored. Evidence that the dinosaurs died in a cataclysm of global proportions will be presented, such as the huge water-laid dinosaur graveyards found over the earth. Occasional nonspecific bone-beds and the rarity of fossils of very young dinosaurs suggest a catastrophic death and burial. The billions of dinosaur tracks recently discovered provide testimony to unusual, stressful conditions. Nests, eggs, and babies are a challenge to a Flood model, but there are enough unknowns associated with the data that solid conclusions are difficult to draw. The part that impacts and volcanism play in a Flood paradigm will be briefly discussed. The question of whether the K/T boundary and the extinction of the dinosaurs should be considered a synchronous event within the Flood will be considered. Introduction Dinosaurs bring wonder to children and adults alike. That such great beasts once roamed the earth...
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...HAL R. VARIAN 1 NORTON To my parents Copyright @ 1992, 1984, 1978 by W. W. Norton & Company, Inc. All rights reserved Printed in the United States of America THIRD EDITION Library o Congress Cataloging-in-Publication Data f Varian, Hal R. Mlcroeconon~lc analysis / Hal R. Varian. -- 3rd ed. p. an Includes blbllographlcal references and index. 1. Mlcroeconomlcs. 1. Title. HB172.V35 1992 338.5--dc20 ISBN 0-393-95735-7 W. W. Norton & Company, Inc., 500 Fifth Avenue, New York, N.Y. 10110 W. W. Norton & Company, Ltd., 10 Coptic Street, London WClA 1PU CONTENTS PREFACE 1 Technology Measurement of inputs and outputs 1 Specification of technology 2 Example: Input requzrement set Example: Isoquant Example: Shortrun productzon posszbzlztzes set Example: Pt-oductzon functzon Example: Transformatzon functzon Example: Cobb-Douglas technology Example: Leontzef technology Activity analysis 5 Monotonic technologies 6 Convex technologies 7 Regular technologies 9 Parametric representations of technology 10 The technical rate of substitution 11 Example: T R S for a Cobb-Douglas technology The elasticity of substitution 13 Example: The elastzczty of substztutzon for the Cobb-Douglas productzon functzon Returns to scale 14 Example: Returns to scale and the Cobb-Douglas technology Homogeneous and homothetic technologies 17 Example: The CES productzon functzon Exercises 21 2 Profit Maximization . Profit maximization 25 Difficulties 28 Example:...
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