by structural theories that attribute cross-country differences in financial development to time-invariant factors, such as a country's legal origin or culture. We propose an "interest group" theory of financial development where incumbents oppose financial development because it breeds

Culture influences action not by providing the ultimate values toward which action is oriented, but by shaping a repertoire or "tool kit " of habits, skills, and styles from which people construct "strategies of action. " Two models of cultural influence are developed

, planning under uncertainty, sensor-based planning, visibility, decision-theoretic planning, game theory, information spaces, reinforcement learning, nonlinear systems, trajectory planning, nonholonomic planning, and kinodynamic planning.

that this dilemma has no technical solution. If the great powers continue to look for solutions in the area of science and technology only, the result will be to worsen the situation.” I would like to focus your attention not on the subject of the article (national secu-rity in a nuclear world) but on the kind

Since 1973 technological, political, regulatory, and economic forces have been changing the worldwide economy in a fashion comparable to the changes experienced during the nineteenth century Industrial Revolution. As in the nineteenth century, we are experiencing declining costs, increaing average

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... This paper provides an up-to-date critical survey of still- and video-based face recognition research. There are two underlying motivations for us to write this survey paper: the first is to provide an up-to-date review of the existing literature, and the second is to offer some insights into the studies of machine recognition of faces. To provide a comprehensive survey, we not only categorize existing recognition techniques but also present detailed descriptions of representative methods within each category. In addition,

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This paper analyzes the survival of organizations in which decision agents do not bear a major share of the wealth effects of their decisions. This is what the literature on large corporations calls separation of “ownership” and “control.” Such separation of decision and risk bearing functions is also common to organizations like large professional partnerships, financial mutuals and nonprofits. We contend that separation of decision and risk bearing functions survives in these organizations in part because of the benefits of specialization of management and risk bearing but also because of an effective common approach to controlling the implied agency problems. In particular, the contract structures of all these organizations separate the ratification and monitoring of decisions from the initiation and implementation of the decisions.

The problems of designing large software systems were studied through interviewing personnel from 17 large projects. A layered behavioral model is used to analyze how three lgf these problems-the thin spread of application domain knowledge, fluctuating and conflicting requirements, and communication bottlenecks and breakdowns-affected software productivity and quality through their impact on cognitive, social, and organizational processes.