Part I. Experimental Studies: 2. Experiment in psychology 3. Experiments on perceiving III Experiments on imaging 4-8. Experiments on remembering: (a) The method of description (b) The method of repeated reproduction (c) The method of picture writing (d) The method of serial reproduction (e) The method of serial reproduction picture material 9. Perceiving, recognizing, remembering 10. A theory of remembering 11. Images and their functions 12. Meaning Part II. Remembering as a Study in Social Psychology: 13. Social psychology 14. Social psychology and the matter of recall 15. Social psychology and the manner of recall 16. Conventionalism 17. The notion of a collective unconscious 18. The basis of social recall 19. A summary and some conclusions.

Remembering. A Study in Experimental and Social Psychology, Cambridge (University Press) 1964.

1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

Men and Women of the Corporation

/pdf/the-theory-of-industrial-organization-19bejph0ej.pdf

The Theory of Industrial Organization

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Ejerskab og indflydelse i dansk erhvervsliv

The Governance of Industrial Foundations: Executive and Director Turnover

List of Figures and Tables Foreword L.B. Falkenberg Introduction: Macroeconomic Perspectives on the Financial Crisis: An Overview O.Risager PART I: REGULATION AND RISK MANAGEMENT Overview: Regulation and Risk Governance C.Rose The Credit Crisis of 2007 and its Implications for Risk Management J.Hull Some Thoughts on the Role of Mathematical Models in Light of the Crisis D.Lando Enterprise Architectures for Investment Managers from a Risk Management Perspective M.Schroeter PART II: REGULATION AND GOVERNANCE Overview: Corporate Governance and the Financial Crisis S.Thomsen Avoiding International Financial Crises: An Incomplete Reform Agenda J.Dermine Reputational Risk and the Financial Crisis I.Walter Governance and the Financial Crisis R.Adams Governance, Risk and Compliance in the Financial Sector: An IT Perspective in Light of the Recent Financial Crisis K.J.Nordgard PART III: IN PRACTICE Three Executive Interviews: Evidence from the Front Line of Investment Management C.Rose

Understanding the financial crisis : investment, risk and governance

Foundation ownership of business companies is a governance structure which combines philanthropy and business. It is common in Northern Europe, particularly in Denmark. This chapter explains the basic governance structure, including the role of the foundation boards and company boards in foundation-owned companies, as well as the role of foundation law, government supervision and capital markets. It goes on to review the international evidence on the performance of foundation-owned companies, drawing on academic research from Scandinavia, the Netherlands, Germany, Italy and the US. The evidence indicates that foundation ownership is a financially sustainable and socially responsive governance model, which could be more widely used around the world. However, successful foundation ownership requires a climate of good governance that cannot be taken for granted.

Steen Thomsen

Papers

Ejerskab og indflydelse i dansk erhvervsliv

The Governance of Industrial Foundations: Executive and Director Turnover

Understanding the financial crisis : investment, risk and governance

Foundation Ownership and Firm Performance: A Review of the International Evidence

Enterprise Foundations: Law, Taxation, Governance, and Performance