OpenLLM-France/wikimedia huggingface dataset:
# History of the National Hockey League/1917–1942/Great Depression/Initial team foldings

While Smythe was building Maple Leaf Gardens, several other teams were facing financial difficulty. At the end of the 1929–30 season, the Pittsburgh Pirates were $400,000 in debt and relocated to Philadelphia, Pennsylvania to become the Philadelphia Quakers. The Quakers lasted only one season before suspending operations in 1931, along with the Ottawa Senators. The Quakers never returned, but Ottawa resumed operations in 1932–33. The Senators continued to struggle, and despite a promise by Calder in 1934 that the Senators would never leave "hockey's birthplace of Canada", the team was nonetheless transferred south to become the St. Louis Eagles. The Eagles played only one year in St. Louis before asking for permission to suspend operations. The league refused, and instead bought and dissolved the team. The Eagles' players were dispersed amongst the remaining teams. It was announced that the NHL would be an eight-team league in 1935–36.
That summer, the Canadiens' franchise was for sale, after posting losses of $60,000 over the previous two seasons. Over forty thousand families and 150,000 individuals were receiving social assistance in Montreal. Owners Leo Dandurand and Joseph Cattarinich held negotiations with A. C. Sutphin to sell the club and move it to Cleveland. Just before the season, a syndicate of local Montreal businessmen, led by Maurice Forget and Ernest Savard, stepped forward to buy the club and prevent the transfer.
# History of the National Hockey League/1917–1942/Origins/Eddie Livingstone/Later court battles

Throughout the NHL's first decade, Eddie Livingstone continued to press his claim to the Toronto franchise in court. On October 18, 1923, the Supreme Court of Ontario awarded Livingstone $100,000 in damages. St. Patricks owner Charlie Querrie made numerous attempts to prevent Livingstone from collecting on his awards. In 1923, he transferred the ownership of his team to his wife, Ida, making her the first female owner in ice hockey history. The $100,000 award was later reduced, causing Livingstone to appeal to the highest court in the British Empire, the Judicial Committee of the Privy Council in London, England; the court denied his claim.
Despite the reduced awards, the Querries found the pressures of meeting their obligations to Livingstone too great and, as a result, placed the St. Patricks up for sale in 1927. On February 14, 1927, the St. Patricks were sold to a group represented by Conn Smythe for $160,000 despite a potentially greater offer from a Philadelphia-based group. Among the first moves Smythe made was to rename his team the Toronto Maple Leafs.
# Fractals/Introductory Examples

There are several old geometric constructions for fractals in one- and two-dimensions that it is useful for the reader to become acquainted with. These are simple in that they can be constructed with no prior knowledge of analysis, algebra or fractal geometry.

### Cantor set
#### Construction

* Take a segment of the real line and divide it into three equal parts. Remove the middle part.
* Take the remaining two lines, divide them into three parts and remove the middle parts.
* Repeat this till there is only a set of discrete and unconnected numbers.
This set is called the cantor set.
# Fractals/Iterated function systems

Iterated Function Systems (or IFS) is the name given to a method for calculating fractals based on a number of contractive affine transformations.

## Researchers

Michael Barnsley did a lot of work on this type of fractal, including naming it.
Australian mathematician John Hutchinson (who called the system a "Multiple Reduction Copy Machine" or MRCM), also contributed to the field.

## The Basic Method

There are quite a few variations on this method, but the basic idea is still the same.
* Define a number of contractive affine transformations in the unit square (these are also known as "Hutchinson Operators").
* Insert points at random positions into the unit square (or another initializing region of R2)
* Make a random selection from the list of transformations, and apply it to the point.
* After some run-up number of iterations, begin drawing the points into an accumulation buffer.
* Continue inserting points until the desired coverage (or quality) is achieved.
* The accumulated values will usually need a log-transform to bring them into good viewing range.
* Sorting the positions of, and resampling the points into an image using a filter kernel can give a better resulting image but is a lot more costly in terms of memory and computation.

## Affine Transformations

Affine transforms are a geometrical construct that comprises translation, rotation, scaling and shear in 2 or more dimensions. A 2-dimensional affine transform can be conveniently stored in a 3x3 matrix for the transformation of homogeneous 2D points. These transforms are applied by simply multiplying the point's position by the matrix.

## Related Fractals

* The flame fractal is quite similar to IFS but adding non-linear transformations, not just affine ones.
* new class of escape time fractals: "Kaleidoscopic IFS by Knighty

## Links

* IFStile is a cross-platform (Windows, Mac, Linux) IFS freeware program
* Wikipedia page on IFS
* Classic Iterated Function Systems by Larry Riddle, Agnes Scott College
* ↑ fractalforums.com : kaleidoscopic-(escape-time-ifs)
# Fractals/Iterations in the complex plane/Fatou coordinate
## Fatou function

Fatou function $\Psi (z)$ :
* is defined only inside petal ( attracting petal or repelling ), not on the whole neighbourhood of the fixed point
* is a conformal function which satifies Abel's equation
* transforms f(z) to unit translation $z\to z+1$ : "These are coordinates in which f looks like a translation." Małgorzata Stawiska
* maps petal to right half of plane in u coordinate.
* unrolls invariant curvs ( orbits ) : maps "circles" to straight lines
$u=\Psi (z)$

### Normalization

Fatou coordinate can be normalized = it maps critical point $z=z_{cr}$ to zero $u=0$ :
$\Psi (z_{cr})=0$
Parabolic fixed point $z_{f}$ is mapped to point at infinity on Riemann sphere
$\Psi (z_{f})=\infty$

## Fatou coordinate

Fatou coordinate u :
$u=\Psi (z)$
where:
* $\Psi$ is the Fatou function
Description at Hyperoperations Wiki
* what we call "Abel function", they call it "Fatou coordinates".
* Fatou coordinates
* Shishikura perturbed Fatou coordinates

## Computing

* Fatou_coordinate for f(z)=z/(1+z)
* Fatou_coordinate for f(z)=z+z^2
* Fatou_coordinate for f(z)=z^2 + c

# Programs
## QFract

QFract by INOU Hiroyuki and pictures
To build from the source code, you need :
* Qt 4.5 (or later?) from http://qt.nokia.com/ and install.
* Boost C++ Libraries (http://www.boost.org/).
Download source files from this page :
First unpack the archive as follows
Go to the program directory :
and edit files :
* Makefile,
* config.h,
* plugins/Makefile
to adjust your environment. For example in config.h change :
for your own settings. Then to compile everything run from console :
To run the program from console :

# Search

* arxiv search: fatou+coordinate
* math.stackexchange search: fatou+coordinate
* mathoverflow search: fatou+coordinate

# References

* ↑ Tetration Forum : Parabolic Iteration
* ↑ Tetration Forum : Parabolic Iteration, again
* ↑ stackexchange : half-iterate-of-x^2 + c
* ↑ S. Morosawa, Y. Nishimura, M. Taniguchi, T. Ueda : Holomorphic Dynamic. January 13, 2000 | ISBN 0521662583 | ISBN 978-0521662581
* ↑ wiki : Abel%27s_equation
* ↑ Liouville theorem with parameters: asymptotics of certain rational integrals in differential fields by Małgorzata Stawiska
* ↑ Dynamics in one complex variable: introductory lectures by John W. Milnor, page 7-6
* ↑ wikipedia : Abel function
* ↑ new results from complex dynamics at Tetration Forum
* ↑ Minicourse "Analytic classification of germs of generic families unfolding a parabolic point
* ↑ Fatou coordinate at Hyperoperations Wiki
* ↑ Shishikura perturbed Fatou coordinates
# Fractals/Image

Image
* "An image is simply a two-dimensional array of values, much like a matrix."
* computer graphic
* texture ( procedural texture )
* graphic file

# Operations

* Image creation
* Image processing
** Pixel-based image processing
* Image postprocessing

## References

* ↑ Computer vision by Stanley T. Birchfield.
* ↑ Procedural_texture in wikipedia
# Handbook of Management Scales/Advanced manufacturing technology: administrative
## Advanced manufacturing technology: administrative (alpha = 0.79)
### Description

Research has identified three broad categories of advanced manufacturing technologies (AMT): design, manufacturing, and administrative. The measures presented here, based on the initial categorization of Adler (1988), have been used in a variety of research. These measures exist and continue to be used for several reasons. First, these measures have good psychometric properties. The items for each category tend to have very strong reliabilities that have been replicated across multiple studies. In addition there is strong evidence of construct validity because the measures converge and diverge as expected. However, measures such as these that tap the level of investment in a technology as being from low to high suffer from some shortcomings. In particular, the subjective nature of such likert scale items sacrifices a degree of specificity for greater generalizability.

### Definition

Administrative AMTs are technologies such as electronic data interchange EDI that enable faster and cheaper communication both within an organization and across a supply chain.

### Items

Indicate the amount of investment your manufacturing plant has in the following activities:
* Electronic mail
* Electronic data interchange (EDI)
* Office automation
* Knowledge-based systems
* Decision support systems
* Material requirements planning (MRP)
* Manufacturing resource planning (MRP II, including capacity requirements planning)
* Activity-based accounting systems
(Likert scale ranging from 1 - no investment, to 4 - moderate investment, to 7 - heavy investment)

### Source

* Boyer/Pagell (2000): Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology. Journal of Operations Management, Vol. 18, No. 3, pp. 361-374.
# Handbook of Management Scales/Advanced manufacturing technology: design
## Advanced manufacturing technology: design (alpha = 0.69)
### Description

Research has identified three broad categories of advanced manufacturing technologies (AMT): design, manufacturing, and administrative. The measures presented here, based on the initial categorization of Adler (1988), have been used in a variety of research. These measures exist and continue to be used for several reasons. First, these measures have good psychometric properties. The items for each category tend to have very strong reliabilities that have been replicated across multiple studies. In addition there is strong evidence of construct validity because the measures converge and diverge as expected. However, measures such as these that tap the level of investment in a technology as being from low to high suffer from some shortcomings. In particular, the subjective nature of such likert scale items sacrifices a degree of specificity for greater generalizability.

### Definition

Design-based AMTs are technologies such as CAD that reduce design cycle times and hence time to market. In addition to reducing design cycle times, these technologies also reduce design costs.

### Items

Indicate the amount of investment your manufacturing plant has in the following activities:
* Computer-aided design (CAD)
* Computer-aided engineering (CAE)
* Computer-aided process planning (CAPP)
(Likert scale ranging from 1 - no investment, to 4 - moderate investment, to 7 - heavy investment)

### Source

* Boyer/Pagell (2000): Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology. Journal of Operations Management, Vol. 18, No. 3, pp. 361-374.
# Handbook of Management Scales/Advocacy participation
## Advocacy participation (alpha = 0.86)
### Description

The authors reconceptualize organizational citizenship behavior (OCB) in terms of civic citizenship and propose a new OCB measurement. It uses five categories of citizenship: loyalty, obedience, social participation, advocacy participation, and functional participation. Based on data from 950 employees, support is found for the measurement's construct validity.

### Definition

Organizational citizenship can be conceptualized as a global concept that includes all positive organizationally relevant behaviors of individual organization members.
Hereby, organizational participation is interest in organizational affairs guided by ideal standards of virtue, validated by an individual's keeping informed, and expressed through full and responsible involvement in organizational governance.
Particularly, advocacy participation relates to forms of participation that reflect a willingness to be controversial.

### Items

* Frequently makes creative suggestions to coworkers. (0.66)
* Uses professional judgement to assess right/wrong for organization. (0.58)
* Encourages management to keep knowledge/skills current. (0.56)
* Encourages others to speak up at meetings. (0.55)
* Helps coworkers think for themselves. (0.55)
* Keeps well-informed where opinion might benefit organization. (0.50)
* Does not push superiors to perform to higher standards (R). (0.43)

### Source

* Van Dyne, Graham & Dienesch (1994): Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation. Academy of Management Journal, Vol. 37, No. 4, pp. 765–802

### Comments

The factor loadings of most of the items were below 0.60 and, thus, relatively low. The loading of the last item was even 0.43.

### Related Scales

* Social participation
* Functional participation
# Handbook of Management Scales/Agility
## Agility (alpha = 0.85, CR = 0.84)
### Description

Two dimensions of resilience were identified: agility and robustness.

### Definition

Agility is defined as the ability of a supply chain to rapidly respond to change by adapting its initial stable configuration (Wieland/Wallenburg, 2012).

### Items

Please indicate the speed of reaction with which your company can engage in the following activities should changes occur (1 – slow; 7 – fast):
* Adapt manufacturing leadtimes. (0.63)
* Adapt level of customer service. (0.82)
* Adapt delivery reliability. (0.85)
* Adapt responsiveness to changing market needs. (0.76)

### Source

* Wieland/Wallenburg (2013): The Influence of Relational Competencies on Supply Chain Resilience: A Relational View. International Journal of Physical Distribution & Logistics Management, Vol. 42, No. 4, pp. 300-320. Adapted from Swafford et al. (2006).

### Related Scales

* Robustness
# Handbook of Management Scales/Achievement orientation
## Achievement orientation (alpha = 0.84/0.78)
### Items

* My supervisor shows that he/she has confidence in my ability to meet most objectives.
* My supervisor lets me know he/she expects me to perform at my highest level.
* My supervisor consistently sets challenging goals for me to attain.
* My supervisor encourages continual improvement in my performance.

### Source

* Atuahene-Gima/Li (2002): When does trust matter? Antecedents and contingent effects of supervisee trust on performance in selling new products in China and the United States. Journal of Marketing, Vol. 66, No. 3, pp. 61-81. Adapted from Oliver/Anderson (1994).
# Handbook of Management Scales/Agreement on vision and goals
## Agreement on vision and goals (alpha = 0.8608)
### Items

* Our supply chain members have common, agreed to goals for supply chain management.
* Our supply chain members are actively involved in standardizing supply chain practices and operations.
* Our supply chain members clearly define roles and responsibilities of each other cooperatively.
* We all know which supply chain members are responsible for what activity within the supply chain.

### Source

* Min/Mentzer (2004): Developing and measuring supply chain management concepts. Journal of Business Logistics, Vol. 25, No. 1, pp. 63-99.
# Handbook of Management Scales/Acquiring tacit knowledge through offshore outsourcing
## Acquiring tacit knowledge through offshore outsourcing (alpha = 0.905/0.937)
### Items

* We often acquire market development knowledge from the partner through offshore outsourcing.
* We often learn operations management skills from the partner through offshore outsourcing.
* We learn new product development knowledge of from the partner through offshore outsourcing.
* We obtain new and important information from our partner through offshore outsourcing.

### Source

* Li et al. (2008): Transformational offshore outsourcing: Empirical evidence from alliances in China. Journal of Operations Management, Vol. 26, No. 2, pp. 257-274.
# Handbook of Management Scales/Advanced manufacturing technology: manufacturing
## Advanced manufacturing technology: manufacturing (alpha = 0.74)
### Description

Research has identified three broad categories of advanced manufacturing technologies (AMT): design, manufacturing, and administrative. The measures presented here, based on the initial categorization of Adler (1988), have been used in a variety of research. These measures exist and continue to be used for several reasons. First, these measures have good psychometric properties. The items for each category tend to have very strong reliabilities that have been replicated across multiple studies. In addition there is strong evidence of construct validity because the measures converge and diverge as expected. However, measures such as these that tap the level of investment in a technology as being from low to high suffer from some shortcomings. In particular, the subjective nature of such likert scale items sacrifices a degree of specificity for greater generalizability.

### Definition

Manufacturing AMTs are actual production technologies such as flexible manufacturing systems, computer numerical control, and group technology. These manufacturing technologies have been presented as a way to revolutionize the shop floor, to move from economies of scale to economies of scope.

### Items

Indicate the amount of investment your manufacturing plant has in the following activities:
* Computer-aided manufacturing (CAM)
* Robotics
* Real-time process control systems
* Group technology (GT)
* Flexible manufacturing systems (FMS)
* Computerized numerical control machines (CNC)
* Automated material handling systems
* Environmental control systems
* Bar coding/automatic identification
(Likert scale ranging from 1 - no investment, to 4 - moderate investment, to 7 - heavy investment)

### Source

* Boyer/Pagell (2000): Measurement issues in empirical research: improving measures of operations strategy and advanced manufacturing technology. Journal of Operations Management, Vol. 18, No. 3, pp. 361-374.
# Handbook of Management Scales/Affect
## Affect
### Description

It was aimed to measure Leader-Member Exchange (LMX). Therefore a multidimensional measure was developed and validated. Item analysis involving 302 working students, followed by construct and criterion-related validation using 249 employees representing two organizations resulted in a multidimensional LMX scale. The results provided support for the affect, loyalty, and contribution dimensions identified by Dienesch and Liden (1986), as well as a fourth dimension, professional respect. The following items are taken from the affect dimension of LMX.

### Items

* I like my supervisor very much as a person.
* My supervisor is the kind of person one would like to have as a friend.
* My supervisor is a lot of fun to work with.

### Source

* Liden/Maslyn (1998): Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development. Journal of Management, Vol. 24, No. 1, pp. 43-72.

### Related Scales

* Leader-member exchange
# Handbook of Management Scales/Alliance performance
## Alliance performance (alpha = 0.90)
### Definition

A strategic alliance is defined as any extended cooperative agreement intended to jointly develop, manufacture, and/or distribute products.

### Items

* The objectives for which the collaboration was established are being met.
* Our firm is satisfied with the financial performance of the collaboration.
* Our foreign partner firm seems to be satisfied with the financial performance of the collaboration.
* Our firm is satisfied with the overall performance of the collaboration.
* Our foreign partner firm seems to be satisfied with the overall performance of the collaboration.
(1 - strongly disagree; 5 - strongly agree)

### Source

* Krishnan et al. (2006): When Does Trust Matter To Alliance Performance? The Academy of Management Journal, Vol. 49, No. 5, pp. 894–917.

### Comments

In the second and third item it is assumed that the alliance has a financial goal. However, this might not always be the case, as the strategic goal could, for example, be related to innovation, sustainability, risk mitigation. In future surveys, these items might, thus, be adapted or replaced.

### Related Scales

* Cooperation-based firm performance
* Team performance
* Value creation in interfirm alliances: Common benefit, private benefit$_{cooperation}$, private benefit$_{competition}$

## Alliance performance (alpha = 0.91)
### Description

To measure the construct, the authors relied on scale items previously used by Geringer & Herbert (1991), Kale et al. (2002), and Saxton (1997).

### Items

This alliance is successful in the following manner:
* Produces the expected deliverables/results and meets its milestones. (0.83)
* Generates revenues or customer references that meet or exceed expectations. (0.77)
* Enables a high quality solution based on an integration of this partner’s and the firm’s technologies, products, and/or expertise. (0.81)
* Reduces time to market for launching products or solutions. (0.72)
* Generates new customers, products, or projects. (0.79)
* Achieves high end-user/customer satisfaction. (0.77)
* Receives positive recognition within the firm and this partner’s organization. (0.82)
* Has been or can potentially evolve into a long-term relationship. (0.78)

### Source

* Lavie et al. (2012): Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, Vol. 33, No. 13, pp. 1453–1479

### Comments

Measurement might be formative, i.e., it the alliance might still not be successful in other dimensions of performance (e.g., performance related to sustainability).

### Related Scales

* see above