Showing papers by "Oklahoma City University published in 1995"
TL;DR: This article found that deep sociocultural transfer is present in the speech of even proficient L2 learners, and these speakers may know the surface cultural differences without necessarily understanding the deep socio-cultural values that cause surface differences.
44 citations
TL;DR: This article pointed out that although the call for collaboration is useful, researchers in Asia often find a patronizing attitude toward their work and their ideas, and that there are different kinds of research which produce different results which may be of interest.
Abstract: are all subtitled in Japanese. Thirdly, I would like to react to the comment about my not having read any of the recent literature on the subject of learning strategies, specifically related to the use of Oxford's strategy inventory. Oxford attaches to her five-page response a reference list with 18 entries, 12 of which are unpublished master's theses or doctoral dissertations, papers read at conferences, published in a journal unavailable in Japan or marked "in press." It is simply not possible for overseas researchers to have access to such materials. I would happily participate in collaborative research. However, although the call for collaboration is useful, researchers in Asia often find a patronizing attitude toward their work and their ideas. I am glad Oxford and Green are working to overcome this by actively working toward collaborative research. To conclude, my position is that there are different kinds of research which produce different results which may be of interest. Research dealing with human beings is notoriously fuzzy and shows a great deal of variation. I welcome that and see such variation as the norm. It is only through supportive collaborative research as well as supportive feedback to others that we can ever hope to begin to fill in the gaps on our journey to better understanding of how human beings learn and communicate in the world.
25 citations
TL;DR: A contract between manager and shareholders comprising of salary plus options which are sometimes out of the money implies less risky managerial income but weaker incentives than a contract comprising salary plus stocks (or options which were always in the money) which leaves the manager as well off.
Abstract: A contract between manager and shareholder comprising salary plus options which are sometimes out of the money implies less risky managerial income but weaker incentives than a contract comprising salary plus stocks (or options which are always in the money) which leaves the manager as well off. Increasing the exercise Price and the salary so that (1) there are some states where the options cannot be exercised but (2) the manager is as well off as before always leads initially to a reduction in effort which outweighs any gains from improved risk sharing, leaving the shareholder worse off.
7 citations