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Selected Abstracts

Effects of Predation Threat on the Structure and Benefits from Vacancy Chains in the Hermit Crab Pagurus bernhardus

ETHOLOGY, Issue 11 2009
Mark Briffa
Vacancy chains occur when individuals occupy discrete re-useable resource units, which once abandoned by the current owner can then be occupied by a new owner. In order to enter the newly vacated resource the new owner must first vacate its current resource unit, such that a vacancy chain consists of a series of linked moves between resource units of different value, equivalent to different ,strata' in the chain. Vacancy chains may represent an important route by which resources are distributed through populations. Indeed, the arrival of a new resource has the potential to initiate a series of moves propagating beyond the individual that encounters the new resource unit. Thus, the chain participants as a whole may experience ,aggregate benefits' from the arrival of the new resource unit. The extent of these benefits, however, may not necessarily be evenly distributed between all chain participants; some individuals could receive greater than average benefits by moving through more than one stratum (,skipping') and some individuals could experience a reduction in resource value by moving to a resource unit of lower quality than that occupied initially (a ,backward move'). Such moves represent deviations from the ,ideal' vacancy chains assumed by theory. Here we analyse the aggregate benefits and benefits to individuals participating in vacancy chains of empty gastropod shells in the hermit crab Pagurus bernhardus. We also investigate the effect of predation risk on these two levels of benefits and on chain structure. Adding a new shell at the top of the chain causes an overall increase in shell quality after 24 h but the distribution of benefits between strata in the chain varies with the presence and absence of the predator cue. Although there was significant concordance between chain structure in the presence and absence of the predator cue, the structure was significantly different from an ideal vacancy chain in the absence but not the presence of the predator cue. [source]

Exit fees and termination fees revisited: funding irrigation infrastructure in a manner compatible with water trade,

AUSTRALIAN JOURNAL OF AGRICULTURAL & RESOURCE ECONOMICS, Issue 4 2010
Darryl Biggar
It has long been recognised that the mechanism for funding irrigation infrastructure in Australia may be incompatible with efficient trade in the rural water market. If the revenue received by an irrigation operator is dependent on the volume of water entitlements held in the operator's region, out-of-region permanent water sales threaten the operator's revenue stream, potentially leading to higher charges on remaining irrigators, encouraging an inefficient ,rush for the exit'. In response, irrigation operators have imposed restrictions on permanent water trade, such as exit fees and termination fees, to protect their revenue stream. Previous economic analysis has suggested that exit fees, in particular, are a barrier to efficient trade in the water market and should be abolished. In contrast, this paper argues that allowing irrigators to cancel their water delivery rights without fees or charges leads to inefficient trade in the water market, hinders efficient on-farm investment in sunk complementary assets and leads to inefficient network rationalisation decisions. Instead, the revenue stream of irrigation operators should be insulated from water trade decisions, through high termination fees, tying irrigation charges to the land, or tagging the obligation to pay delivery charges to the new owner of the traded water. [source]

Martin Stutzmann: Editor, Teacher, Scientist and Friend

PHYSICA STATUS SOLIDI (C) - CURRENT TOPICS IN SOLID STATE PHYSICS, Issue 2 2005
Manuel Cardona
On 2 January 1995 Martin Stutzmann became Editor-in-Chief of physica status solidi, replacing Professor E. Gutsche, who had led the journal through the stormy period involving the fall of the Iron Curtain, the unification of Germany and the change in its Eastern part, where physica status solidi was based, from "socialism as found in the real world" (a German concept) to real world capitalism. In 1995 it was thought that the process had been completed (we should have known better!) and after the retirement of Prof. Gutsche the new owners of physica status solidi (Wiley-VCH) decided that a change in scientific management was desirable to adapt to the new socio-political facts and to insure the scientific continuity of the journal. Martin had moved in 1993 from my department at the Max-Planck-Institute to Munich where he soon displayed a tremendous amount of science man- agement ability during the build-up of the Walter Schottky Institute. The search for a successor as Edi- tor-in-Chief was not easy: the job was not very glamorous after the upheavals which had taken place in the editorial world following the political changes. Somebody in the Editorial Boards must have suggested Martin Stutzmann. I am sure that there was opposition: one usually looks for a well-established person ready to leave his direct involvement in science and take up a new endeavor of a more administrative nature. Nevertheless, the powers that be soon realized that Martin was an excellent, if somewhat unconventional candidate who had enough energy to remain a topnotch scientist and to lead the journal in the difficult times ahead: he was offered the job. In the negotiations that followed, he insisted in getting the administrative structures that would allow him to improve the battered quality of the journal and to continue his scientific productivity. Today we are happy to see that he succeeded in both endeavors. The journal has since grown in size and considerably improved its quality. Martin Stutzmann's scientific output has continued and today he can be found listed among the 400 most cited physicists worldwide. According to the Institute of Scientific Information (ISI) he has published nearly 400 articles in source journals; they have been cited over 4600 times. His scientific visibility has been partly responsible for the success of the journal under his leadership. When he took over in 1995 the Impact Factors of physica status solidi (a) and (b) were about 0.5. Now they oscillate around 1.0. The journals occupy places 30 (a) and 29 (b) among the 57 condensed matter publications listed in the ISI. Six years ago these places were 34 (a) and 30 (b). The journal is even better placed with respect to the so-called cited half-life which is 8.2 years for pss (a) (place 16 among 57) and 6.7 years for pss (b) (place 20 among 57). Martin, of course, has contributed with his original publications to the success of the journal, having published 36 articles in pss(a) and 32 in pss(b). I would like to some of the editorial decisions implemented under Martin's leadership. They have been largely responsible for the quantitative improvements just described. Martin introduced international standards of peer review, usually involving two anonymous referees: The increase of the rejection rate from ca. 20% to 60% followed. He discontinued the Short Notes, which had become nearly irrelevant, and replaced them, in 1997 by Rapid Research Notes (today Rapid Research Letters) with especially strict reviewing rules and a rather attractive layout. Martin's participation in many international conferences and their organization gave him a handle to acquire the publication of conference proceedings. Organizing committees usually prefer publication in international journals rather than special books because of their guaranteed future availability in libraries and the partaking in the reviewing procedure. The journal became increasingly popular along these lines, a fact which moved Martin to launch in 2002 part (c) of the journal, devoted mainly, but not exclusively, to conference articles. Martin also introduced the publication of Feature Articles, topical issues, and the instrument of the Editor's Choice to highlight articles deemed to be especially interesting. He appointed Regional Editors (6 at this point) which represent the journal in important geographic regions. He also brought the journal online, a must these days. The upheavals that followed the collapse of most of the communist world, the rapid development of science in many emerging nations and the enhanced competitiveness, even in the developed countries, have not ebbed out. Some of them are particular damaging to the reputation of science in a world increasingly skeptical of its values. I am thinking of scientific misconduct and outright fraud, in the form of plagiarism and data fabrication. physica status solidi was also afflicted by this plague: after all, it happened in the best of families. Two of the most notorious offenders of the past decade, J. H. Schön and Y. Park, also visited physica status solidi. In two courageous editorials Martin Stutzmann and Stefan Hildebrandt (Managing Editor of the journal) rapidly exposed these cases of misconduct together with other cases in which there was also good reason to suspect misconduct. Some of the articles involved were rapidly retracted by the authors, others were not. It is reassuring to say that none of them had any impact worth mentioning (1,3 citations, mostly by the authors themselves or in the editorials just mentioned). Only few journal editors dared to convey to the readers a warning that some work of those authors may be faulty even if no air-tight proof was available. However, Martin and Stefan did. We wish that Martin will remain at the helm at least another decade, before he switches to research on the liquid state as practiced in Southern France. [source]

Pathways of Change: Organizations in Transition

PUBLIC ADMINISTRATION, Issue 1 2006
Ljiljana Erakovic
This article discusses and illustrates organizational changes as initiated by ownership transition. It develops and elaborates three different pathways that organizations might follow through the process of transformation from government departments to state-owned enterprises, and then to privately-owned companies: the incremental, radical and reductive pathways. The research reported here is based on 11 case studies of New Zealand privatized companies. The pathway approach develops and extends existing models of transitional organizational trajectories, emphasizing the importance of antecedent conditions of organizational development, current environmental patterns and the strategic choices of the government and new owners. [source]