University of Massachusetts Amherst

About: University of Massachusetts Amherst is a education organization based out in Amherst Center, Massachusetts, United States. It is known for research contribution in the topics: Population & Galaxy. The organization has 37274 authors who have published 83965 publications receiving 3834996 citations. The organization is also known as: UMass Amherst & Massachusetts State College.

Reinterpretation of Microbial Survival Curves

Abstract: The heat inactivation of microbial spores and the mortality of vegetative cells exposed to heat or a hostile environment have been traditionally assumed to be governed by first-order reaction kinetics. The concept of thermal death time and the standard methods of calculating the safety of commercial heat preservation processes are also based on this assumption. On closer scrutiny, however, at least some of the semilogarithmic survival curves, which have been considered linear are in fact slightly curved. This curvature can have a significant effect on the thermal death time, which is determined by extrapolation. The latter can be considerably smaller or larger depending on whether the semilogarithmic survival curve has downward or an upward concavity and how the experimenter chooses to calculate decimal reduction time. There are also numerous reports of organisms whose semilogarithmic survival curves are clearly and characteristically nonlinear, and it is unlikely that these observations are all due to a ...

Strategic alliances: A synthesis of conceptual foundations

Abstract: Strategic alliances, a manifestation of interorganizational cooperative strategies, entails the pooling of specific resources and skills by the cooperating organizations in order to achieve common goals, as well as goals specific to the individual partners. Gaining access to new markets; accelerating the pace of entry into new markets; sharing of research and development, manufacturing, and/or marketing costs; broadening the product line/filling product line gaps; and learning new skills are among the motives underlying the entry of firms into strategic alliances. During the last decade, an increasing number of firms have entered into alliances with other firms within the same industry, as well as within other industries. Some firms have progressed well beyond forming isolated alliances to establishing a web of intra- and interindustry, and intra-and international strategic alliances. Against this backdrop, we provide a synthesis of the conceptual foundations of strategic alliances and explore the role of marketing in strategic alliances.

The Boston University-Five College Radio Astronomy Observatory Galactic Ring Survey

Abstract: The Boston University-Five College Radio Astronomy Observatory Galactic Ring Survey is a new survey of Galactic 13CO J = 1 → 0 emission. The survey used the SEQUOIA multipixel array on the Five College Radio Astronomy Observatory 14 m telescope to cover a longitude range of l = 18°-557 and a latitude range of |b| 40°. At the velocity resolution of 0.21 km s-1, the typical rms sensitivity is σ(T) ~ 0.13 K. The survey comprises a total of 1,993,522 spectra. We show integrated intensity images (zeroth moment maps), channel maps, position-velocity diagrams, and an average spectrum of the completed survey data set. We also discuss the telescope and instrumental parameters, the observing modes, the data reduction processes, and the emission and noise characteristics of the data set. The Galactic Ring Survey data are available to the community online or in DVD form by request.

Middle Management’s Strategic Influence and Organizational Performance†

Abstract: This study investigated relationships between middle managers’ formal position, their strategic influence and organizational performance. Among the 259 middle managers represented in the study, managers with formal positions in boundary–spanning sub–units reported higher levels of strategic influence activity than others. At the organizational level of analysis, the study found that firm performance was associated with more uniform levels of downward strategic influence, and more varied levels of upward influence among middle management cohorts. The findings suggest that middle managers’ strategic influence arises from their ability to mediate between internal and external selection environments. In addition, positive effects on organizational performance appear to depend on: (1) whether the overall pattern of upward influence is conducive to shifts in the network centrality of individual managers; and (2) whether the pattern of downward influence is consistent with an appropriate balance between the organization’s need for control and flexibility.