Does third-party punishment in children aim at equality?

Third-party punishment has been regarded as an important mechanism to promote fairness.While previous research has shown that children aged 6 and older punish unfair behaviors at a personal cost, it is unknown whether they actually intend to establish equality or whether equality is a mere byproduct of punishment. In this pre-registered study, N = 60 5-to-9-year-olds witnessed that an agent made unfair resource allocations to a peer. Children could then decide not only whether to punish but also how much to punish. We found that with age, children’s intervention is more likely to equalize outcomes between third parties (e.g., turning 3:1 into 1:1). In conclusion, the egalitarian motive to reduce differences in payoffs could underlie children’s punishment over development.

Exploring partnerships between nonprofit organisations in New Zealand

<p>Nonprofit partnership with government and with business is well documented in the literature. However partnership between nonprofit organisations has largely been ignored. This research focuses on such New Zealand partnerships. It investigates three aspects of partnership: the reasons why organisations partner, the resources they allocate to those partnerships, and the competencies used by the people managing the partnerships. How these three partnership aspects influence each other and the effect of that on the partnerships is also explored. The study focuses on the ‘partnership’ rather than the ‘co-existence’ end of Craig and Courtney’s (2004) continuum where elements such as working from agreed values, sharing resources and decision making, and developing systems to support the partnership will be evident. Two partnerships were selected as case studies. Data came from semi-structured interviews with seven participants from five partner organisations. The literature provided a framework for analysing the interview data in relation to the three aspects of partnership. This framework led to the identification of four new motivational factors, two new resource allocations and two new competencies. The literature also provided six theories that help explain partnership motivations. In addition to the three aspects (motivation, resources, and competencies) of partnership, it became clear that these things made a difference: · the term used to describe what they were doing – collaboration or partnership, · the context, · the presence of trust and goodwill, · voluntary participation in partnership, and · the level of formality. The findings demonstrated that the motivation to partner at all was the most important of the three aspects of partnership. It influenced resource allocations and the competencies used by partnership managers. Resource allocations did not influence the motivation to partner but influenced the competencies used by the partnership managers. And the competencies used by the partnership managers influenced the resources allocated by organisations but generally did not influence the motivation to partner. The findings add to our knowledge about nonprofit-nonprofit partnership and will help people to plan partnerships. I also propose five areas for further research: · factors that influence formality, · factors that prevent nonprofit partnership, · role of competencies in motivating partnership, · quantity of resources and the impact on outcomes, and · ownership of intellectual property.</p>

Exploring partnerships between nonprofit organisations in New Zealand

<p>Nonprofit partnership with government and with business is well documented in the literature. However partnership between nonprofit organisations has largely been ignored. This research focuses on such New Zealand partnerships. It investigates three aspects of partnership: the reasons why organisations partner, the resources they allocate to those partnerships, and the competencies used by the people managing the partnerships. How these three partnership aspects influence each other and the effect of that on the partnerships is also explored. The study focuses on the ‘partnership’ rather than the ‘co-existence’ end of Craig and Courtney’s (2004) continuum where elements such as working from agreed values, sharing resources and decision making, and developing systems to support the partnership will be evident. Two partnerships were selected as case studies. Data came from semi-structured interviews with seven participants from five partner organisations. The literature provided a framework for analysing the interview data in relation to the three aspects of partnership. This framework led to the identification of four new motivational factors, two new resource allocations and two new competencies. The literature also provided six theories that help explain partnership motivations. In addition to the three aspects (motivation, resources, and competencies) of partnership, it became clear that these things made a difference: · the term used to describe what they were doing – collaboration or partnership, · the context, · the presence of trust and goodwill, · voluntary participation in partnership, and · the level of formality. The findings demonstrated that the motivation to partner at all was the most important of the three aspects of partnership. It influenced resource allocations and the competencies used by partnership managers. Resource allocations did not influence the motivation to partner but influenced the competencies used by the partnership managers. And the competencies used by the partnership managers influenced the resources allocated by organisations but generally did not influence the motivation to partner. The findings add to our knowledge about nonprofit-nonprofit partnership and will help people to plan partnerships. I also propose five areas for further research: · factors that influence formality, · factors that prevent nonprofit partnership, · role of competencies in motivating partnership, · quantity of resources and the impact on outcomes, and · ownership of intellectual property.</p>

Predator-induced allometric changes in the tail spine length of Daphnia: a distinct resource allocation strategy

Understanding resource allocation strategies underlying inducible defense is a challenging scientific issue, because of the difficulty in measuring resource allocations of defensive traits. We examined allometric changes to evaluate resource allocation strategies on the tail spine of Daphnia within and between species and further explore the allometric changes at different developmental stages and their relationship with growth and reproduction. We found that four Daphnia species (Daphnia magna, Daphnia sinensis, Daphnia galeata and Daphnia mitsukuri) can perform significant inducible defensive responses when exposed to fish kairomone. Different from the other Daphnia species, D. mitsukuri significantly enhanced the allometric slope of its tail spine when exposed to fish kairomone. We also found that allometric changes among different D. mitsukuri clones are significant in adult individuals. Furthermore, the allometric changes show a significant negative interaction with individual growth, indicating that a trade-off may exist between the resource allocations of tail spine elongation and growth. This study highlights the species-specific allometric changes in tail spine elongation and provides an explanation for this from resource allocations.

Matchings with Group Fairness Constraints: Online and Offline Algorithms

We consider the problem of assigning items to platforms in the presence of group fairness constraints. In the input, each item belongs to certain categories, called classes in this paper. Each platform specifies the group fairness constraints through an upper bound on the number of items it can serve from each class. Additionally, each platform also has an upper bound on the total number of items it can serve. The goal is to assign items to platforms so as to maximize the number of items assigned while satisfying the upper bounds of each class. This problem models several important real-world problems like ad-auctions, scheduling, resource allocations, school choice etc. We show that if the classes are arbitrary, then the problem is NP-hard and has a strong inapproximability. We consider the problem in both online and offline settings under natural restrictions on the classes. Under these restrictions, the problem continues to remain NP-hard but admits approximation algorithms with small approximation factors. We also implement some of the algorithms. Our experiments show that the algorithms work well in practice both in terms of efficiency and the number of items that get assigned to some platform.

Exploring the Practice of Evaluation in Corporate Venturing

Venturing activities have become a cornerstone of corporates’ innovation strategies but remain subject to high failure rates. Failure reasons comprise especially poor evaluation qualities, resulting in suboptimal resource allocations. In this study, we investigate the practice of evaluation in corporate venturing by analyzing primary data from 21 in-depth interviews with managers of internal corporate venturing (ICV) programs. We find that the evaluation elements (1) evaluation dates, (2) evaluation methodologies, and (3) evaluation bodies are not isolated — as often suggested by prior research — but interdependent by determining each other. By developing a better understanding of the specific relationships among the main evaluation elements in ICV programs, we contribute to the corporate venturing literature and provide guidance for practitioners.