University of Wisconsin–Milwaukee

About: University of Wisconsin–Milwaukee is a education organization based out in Milwaukee, Wisconsin, United States. It is known for research contribution in the topics: Population & Gravitational wave. The organization has 11839 authors who have published 28034 publications receiving 936438 citations. The organization is also known as: UWM & University of Wisconsin-Milwaukee.

Graphene oxide and its reduction: modeling and experimental progress

Abstract: Graphene oxide (GO) has attracted intense interest for its use as a precursor material for the mass production of graphene-based materials, which hold great potential in various applications. Insights into the structure of GO and reduced GO (RGO) are of significant interest, as their properties are dependent on the type and distribution of functional groups, defects, and holes from missing carbons in the GO carbon lattice. Modeling the structural motifs of GO can predict the structural evolution in its reduction and presents promising directions to tailor the properties of RGO. Two general reduction approaches, chemical and thermal, are proposed to achieve highly reduced GO materials. This review introduces typical chemical oxidation methods to produce GO from pure graphite, then summarizes the modeling progress on the GO structure and its oxidation and reduction dynamics, and lastly, presents the recent progress of RGO preparation through chemical and thermal reduction approaches. By summarizing recent studies on GO structural modeling and its reduction, this review leads to a deeper understanding of GO morphology and reduction path, and suggests future directions for the scalable production of graphene-based materials through atomic engineering.

Strategic change in the turnaround process: theory and empirical evidence

Abstract: Early corporate turnaround theorists argued that strategic reorientations are central to the recovery process at many declining firms. However, subsequent large-sample empirical studies have reported that performance turnarounds for declining firms are primarily associated with cutback actions that increase efficiency, thus creating a gap between theory and empirical findings. We close this gap by presenting and empirically supporting a model proposing that the extent of strategic change initiated in a successful turnaround varies systematically with a declining firm’s need and capacity to reorient its strategy. Based on our model, we offer explanations for why past large-sample researchers were not able to verify the role of strategic change in the turnaround process and we reassert the adaptive role that strategic reorientations have in the turnaround attempts of declining firms with weak strategic positions. © 1997 by John Wiley & Sons, Ltd.

Stock prices and the effective exchange rate of the dollar

Abstract: The literature on the relation between stock prices and exchange rates is very poor and includes few studies that have argued that exchange rate changes do effect stock prices.By relying on the portfolio approach to exchange rate determination, it is argued that a change in stock prices could also have an impact on exchange rates, i.e. there could be a two-way relationship between exchange rates and stock prices. Granger concept of causality as well as cointegration technique are employed to support this conjecture. The empirical results show that there is bidirectional causality between stock prices measured by S&P 500 index and the effective exchange rate of the dollar, at least in the short-run. The cointegration analysis reveals that there is no long-run relationship between two variables.

Expatriate Assignments: Enhancing Success and Minimizing Failure

Abstract: A major U.S. food manufacturer was seeking someone from corporate staff to head its Japanese marketing division. Mr. X was selected because he was clearly one of the company's bright young talents; he had also demonstrated superior marketing skills in the home office. Those making the appointment did not assess his ability to relate to and work with Japanese because it was assumed that a good manager in the United States would be a good manager abroad. Prior to his 18-month assignment, Mr. X was given some literature pertaining to Japan's geography, climate, banking, and educational institutions and was asked to share this material with his family. However, during the initial six months in Japan, Mr. X was unable to devote much time to company activities because he was preoccupied with problems he and his family were having in adapting to the new environmental setting. Similarly, in the last six months, he often worried about his upcoming job change. He heard that a peer and rival at home had just been promoted to a position for which both men had aspirations. What must he do to get back into the race? While he was trying to strategize about this new assignment, his wife continually questioned him about their new West Coast relocation. The result: In the course of Mr. X's 18-month assignment to Japan, his company lost 98% of its existing market share to a major European competitor. What went wrong? Why was Mr. X, a person with a proven track record in corporate headquarters, such a dismal failure in his assignment to Japan? Mr. X's experience is not unique. In a questionnaire survey of expatriate assignments within 80 U.S. multinationals, it was found that more than half of the companies had failure rates of 10-20%. Some 7% of the respondent firms had recall rates of 30%.1 ("Failure" in the survey was defined as the inability of an expatriate to perform effectively in a foreign country and, hence, the need for the employee to be fired or recalled home.) These statistics are consistent with the findings of others that approximately 30% of overseas assignments within U.S. multinationals are mistakes. These "casualties" not only represent substantial costs to the companies, but also constitute a human resource waste since most of those who failed had a noteworthy track record in the home office prior to overseas assignment. Such failures often constitute a heavy personal blow to the expatriates' self-esteem and ego. Hence, even if they are accepted back by corporate headquarters, it may take some time before they regain confidence in their own abilities. The unsettling experience for the person's family, both emotionally and physically, represents yet another consequence.