dataesr/scientific-paragraphs-categorization huggingface dataset:
Acknowledgments We acknowledge the members of the  Cochrane Translation Group , particularly  Gabriel Rada  and  Jordi Pardo , for their contributions taken into account when preparing this manuscript. Our thanks to  Deborah Pentesco-Gilbert  and  Gavin Stewart ,  John Wiley & Sons, Ltd , for providing the CDSR access figures; and to  Mark Starr  ( Update Software ),  SalomePlanas (Infoglobal)  and  Ivan Sola ( Iberoamerican Cochrane Centre ) for facilitating the Biblioteca Cochrane Plus data; and to  David Tovey  and  Mark Wilson  for providing feedback on drafts.
HM and JR are employees of The Cochrane Collaboration. LM coordinates the translation activities at the  Centre for Development of Best Practices in Health, Yaounde, Cameroon. PG has participated in the development of the Cochrane Collaboration over the last 20 years. PS is the Director of a Research Programme Consortium that is focused on evidence building, Cochrane reviews, and ensuring these reviews are used widely. PG runs a WHO Collaborating Centre in systematic reviews for informing policies in middle-and low-income countries. CATcomputer-aided translation; CDBHPCentre for Development of Best Practices in Health; CDSRCochrane Database of Systematic Reviews; EHCRCEffective Health Care Research Consortium; HINARI- World Health Organization's Health InterNetwork Access to Research Initiative ;  MECIRMethodological Expectations of Cochrane Intervention Reviews; PICOPatient-Intervention-Comparison-Outcome; QUARTET MQualitede l'Aide ala Redaction et de la Traduction; Evaluation du Transfert d'information en Medecine.
Data triangulation The relative dearth of academic literature on the research topic and the "how" nature of my research question together raise the need for qualitative data that can provide rich descriptions and explanations of processes grounded in the reality of a local context  (Miles & Huberman, 1994). It is interesting to note here that most of earlier research on relational coordination has traditionally relied on quantitative methods. This study thus provides qualitative input into a quantitative stream of research. The collection of qualitative data relied on two case studies that lasted approximately 11 months. With a view to triangulation  (Miles & Huberman, 1994; Yin, 2003) , I used a variety of collection methods, sources of information, and types of data to enhance the reliability of the data (Table  3 ).
" This encompasses all the information related to the nature of the interactions between the customer and frontline employees, as well as how those interactions occurred over time. This theme progressively appeared to play a role both in the way that customers influenced relational coordination, and the scope of this influence. The data were coded with Nvivo 7 software; all the documents, observational notes, and interviews had been transcribed. This was helpful to create relationships among the codes and exemplify them with quotes. Thus, I gradually built a helpful corpus of relationships that gave a better insight into the data and provided more complex, detailed explanations of the links between CP and relational coordination. I also relied heavily on three other Nvivo tools to analyze each case and compare them.
Third, I collected the data only from employees, which was appropriate considering the overall research aim, namely, to investigate how service employees' perception of CP could influence relational coordination between these employees. However, collecting additional data directly from customers or, even better, from customer-employees dyads would likely have provided complementary insights. For example, I could have put into perspective the actual desire of customers to influence employees and relational coordination, as well as the importance that employees grant such participation. This would have enabled me to determine whether the customer's influence was voluntary or involuntary. Finally, customers' individual characteristics (e. g. , age, income, educational level, lifestyle) were not taken into account, and might help to explain some of the customers' relative influence on relational coordination.
Computational performance In this section, we will briefly evaluate the computational performance of the SDP algorithm. For exponential durations, an upper bound on |Q| is 3 n. Enumerating all these 3 n states is not recommendable, because typically the majority of the states do not satisfy the precedence constraints. For PH durations, the bound becomes j∈N 3 z j. In order to minimize storage and computational requirements, we adopt the techniques proposed by Creemers et al. [14] : as the algorithm progresses, the information on the earlier generated states will no longer be required for further computation and therefore the memory occupied can be freed. This procedure is based on a partition of Q, allowing for the necessary subsets to be generated and deleted when appropriate. We borrow the datasets that were generated by Coolen et al.
Data description The bank-level data on annual financial statements are taken from the BankScope database complied by the International Bank Credit Analysis Ltd. and the Bureau van Dijk. We have used consolidated statements when available, in line with the view that banks take decisions on their whole spectrum of assets and liabilities including their domestic and foreign subsidiaries. On the other hand we exclude majority-owned subsidiaries. The data covers the period from 1994 year-end to 2009 year-end spanning over periods of economic booms and downturns. Local GAAP statements have been used to reconstruct historically the IFRS statements as many banks switched accounting standards in 2005. The initial sample of banks included 2119 financial institutions (mostly commercial, savings and cooperative banks, and bank holding companies) headquartered in 69 countries located in three regions: (i) Latin America and the Caribbean, (ii) advanced European countries and (iii) Eastern Europe.
6 In total, our sample covers 37 systemic banking crises that occurred in 33 countries over the period of  1994-2009. With the onset of the global financial crisis in 2007, 17 countries have experienced a systemic banking crisis most of which affected advanced European countries and, to a lesser extent, Emerging Europe countries. Although the other countries did not experience a systemic banking crisis during 2007-09, we assigned a crisis period to all countries during that period. The reason is that we would like to capture public bank lending in response to the recent crisis as well, even though it did not materialize in every country as a systemic financial crisis, but rather as milder slowdowns. 7 able  2  provides a description of the dataset using summary statistics across different types of banks.
Conclusion The present paper investigates empirically the lending responses of private and government-owned banks to systemic financial crises. To this purpose, we use a setup proposed by  Brei et al. (2013)  that allows for structural shifts in the bank lending equation, which we apply to a large dataset on the financial statements of 764 banks from 50 countries over the period of  1994-2009. In addition, we explore the differential impact of the crises on the funding side of banks. Our main findings are the following. We find robust evidence that government-owned banks increase lending in response to financial crises relative to normal times, while private banks decrease lending relative to their normal lending pattern. It is interesting that the average private bank lends at a higher growth rate than the average government-owned bank in normal times (11% per annum compared to 8%).
Acknowledgments We would like to thank two anonymous referees,  Mauro Alessandro ,  Diego Bastourre ,  Vincent Bouvatier ,  Leonardo Gambacorta ,  Alejandro Gay ,  Luis Giorgio ,  Daniel Heymann ,  Jorge Oviedo ,  Laurence Scialom ,  Eric Strobl ,  Goetz von Peter , and seminar participants at the 16th Annual LACEA Meeting 2011 ( Santiago de Chile, Chile ),  XLV Reunión Anual Asociación Argentina de Economía Política (Buenos Aires , Argentina), 12th Annual GDN Conference ( Bogota, Colombia ), Workshop "The  pro-development role of banking and finance in the economic periphery" (Bellagio, Italy ), and at  University Paris Ouest  and  Universidad Nacional de Córdoba  for helpful comments and suggestions.
Graph 1: Breakdown of Brazilian states' gross exports (2008) Source: 2008 Inter-State Input-Output Table calculated in association with J. Guilhoto (USP) based on the NEREUS database. Some elements are available on http://guilhotojjmg. wordpress. com/banco-de-dados/matrizes-nacionais-2/ See Appendix 2 for the states' two-letter codes. In Graph 1, we show the percentage share of the gross export values of each state broken down by the value-added of the state itself (direct value-added contribution), the value-added originating in other states and re-exported (indirect value-added contribution), the gross imports from other countries 10 and the tax collected by Brazil, at different administrative levels, by federal and state governments or by municipalities. To be more precise, for the 10 Notice that the importation of the state is not decomposed by its origin hence, it can include in part the value added originated from itself or other Brazilian states and re-imported as embodied in its imports from world (e.
Over just a few years, the outsourcing of logistic functions to various types of logistics services providers (LSPs) has become central to the organization of companies and markets. In this connection, both theorists and practitioners usually present LSPs in terms of classifications, describing their development with the help of representative statistics. However, one may reasonably wonder about the origin of these classifications and the credibility of the statistics, since LSP are not clearly identified in the nomenclatures of economic activities. Then, how to characterize the fourth party logistics (4PL) community? Our aim is to propose a complete analysis of the 4PLs community based on an empirical study on all logistic service providers operating in France. Our methodology consists in the triangulation of information obtained from three studies (based on data contained in the DIANE database, and on data extracted from selected businesses websites).
Methodology Our study covers the whole population of French logistics services providers, 735 companies, listed in the online DIANE database. The survey was conducted on May 6, 2010. The site is accessible at http://www. bvdinfo. com/Products/ Company-Information/National/Diane. aspx. This database is a financial decision-making tool containing the financial statements and general information of companies who file their data with the Registries of the Commercial Courts (information relating to the economic activity, ownership, investments, administrators, legal form, etc. ). Our starting point is the total population of companies (1,200,000 companies) on the French market whose description is that of service providers (174,900 companies) and whose activity within this category is that of logistics (735 companies).
Our goal is to study the logistics service providers in general and try to isolate in particular the 4PL ones. Our methodology consists in the triangulation of information obtained from three studies (see figure  1 ). The first and second studies were based on data contained in the DIANE database, and the third on data extracted from the websites of selected businesses. The objective of information triangulation is to increase the strength of the analysis in this exploratory approach. It is not a simple procedure of cross-checking. It is a form of cross observation in order to explore all the possible ways for defining 4PLs. First study -A quantitative survey of the codes in industry classification systems. The aim of the study is to identify the primary and secondary activities of LSPs using the following classifications: NAF Rév2 in France (NACE in Europe).
Group 2 : 4PL of logistics simulation These firms, independent subsidiaries of big consulting or software publishing groups, are devoted entirely to consulting and to the simulation of global logistics solutions. This allows them to develop integrated logistics management programs which they supply through specific software. Their activities consist in: -modeling of supply chain elements (suppliers, factories, warehouses, distribution networks and clients) and their global integration into a project, the optimization of flows (of supply, production, stocks, and functioning of transport service providers), the optimization of the capacities and rules of warehousing and operational logistics operations and the modeling of performance (variations in demand and forecasts, etc. ); -transformation of computer infrastructures and trade operations, improvement of information flows throughout the supply chain, improving the planning and organization of the logistics chain in general, using a global and integrated information system and logistics databases; -outsourcing that takes place mainly through the software that the 4PL develop and run and sometimes through missions of facilities management bringing added value to the client's information system.
This 114 Towards a Classification of Fourth Party Logistics (4PL) observation is consistent with the evolution of logistics skills in employment areas in which the service providers are active. Indeed, the logistics services are one of the factors in the attractiveness of the territories and contribute significantly to the overall balance of trade. The second study meets the scientific criteria because the data included is available in the accounting profile of companies and thus is easily accessible. Indeed, Bureau VanDijk (company information and business intelligence), the creator of the Diane database, has also created similar databases covering Europe and the World. If we opted for an approach focused on a geographic area, it is to ensure the relevance and consistency of the studies. We were able to verify our results thanks to the analytical study.
We have also made adjustments, highlighting the limitations of the accounting indicators we selected. In view of the results, it seems important to introduce other indicators (accessible through the database), to ensure greater reliability in a future study. For example, in Europe we proposed the profit margin of operations. The strategic positioning of 4PL in the value chain of their customers in terms of project leader, consultant and integrator of solutions, constitutes a real barrier to entry. Few companies are able to position themselves at the heart of their clients operations, by assuming responsibility for one or more logistics activities. This position is underpinned by the high technologies deployed. They prioritize innovation in information systems, in place of cost, as a mean of differentiation vis-à-vis the competition.
The granularity (i. e. an augmentation system for m passive products) is also chosen. In the proof-of-concept of Fig. 1 , m was set to 1 but this value typically depends on parameters such as production lot size, total value of the product, required cost/constraint for embedding technology, etc. The part of the information system concerned with the shared information is attached to the information system of the IP (embedded or distant part of the augmentation system), including triggering or decisional capabilities. This local information system is initiated with i) data collected during the successive planning phases performed all along the SC (due date for the focal company, deduced due date for tier 1 suppliers, etc. ) ii) constraints of down stream partners to be taken into account by up stream partners.
There is no need to open an access to an internal database. Answer to req. #3: As introduced above, the utilisation done with the carried information may be memorized by the IP itself and reused in the lifecycles of its successors. For instance, a recurrent problem in maintenance can be due to a production quality problem or to a design problem (e. g. undersized part). This allows tightening the links between actors of the SC and facilitates the improvement of successive versions of passive products using this capitalized knowledge gathered by previously used, maintained or dismantled IP.
FAPESP proc. num. 2009/14383-3. M. Tibȃr acknowledges support from the  French Agence Nationale de la Recherche , grant  ANR-08-JCJC-0118-01. Ψ Ψ }. 1 in case of an ICIS one does not have the fibration (2). 2 e. g. like shown by an example in [HL].
Enabling Configuration Management In order to implement the best practices of Configuration Management it is necessary to maintain a centralized database. This improves the performance, with minimal errors in the product data. This is done with the help of technologies such as Product Data Management (PDM) and Product Lifecycle Management (PLM). PLM consists of set of procedures used for implementing Configuration Management  [8]. One of the senior officials from an Aerospace and Defence (A&D) company describes the importance of CM as "With a formalized Configuration Management process, the change management status is visible to everyone and documents can be retrieved easily".
Introduction Nowadays, the level of integration determines the effectiveness of modern technical systems. Application of the system engineering results in that systems become distributed, and consist of a number of physically or logically distributed components that constitute the system to reach the common goal. Communication between such components is a crucial issue. The MES software allows efficient integration of computer control systems and achieves the coordination of all production resources. Performance Measurement function is provided by Business Intelligence (BI) module of Manufacturing Execution Systems MES  [1]. It is based on the computer controller systems and allows: Data collection, performance indicators computation and scorecards display. The development and the implementation of a Performance Measurement System (PMS) is a difficult problem.
Indeed, to design and implement a PMS, we must properly model identities, attributes and operations of individual objects as well as the sequence of operations and data Developing Integrated Performance Measurement System using Component Based Approach 295 flow in a shop floor control system. What will allow, thereafter, the time follow-up of the key performance indicator (KPI). Therefore, in this paper, we present a PMS model and its implementation using Component Oriented Approach. The main body of this article is organized as follows. In the next section, the MES software, that allows production control, is presented. Then, the design methods of integrated production system is presented and discussed. After then, proposed approach for specification and implementation of PMS is outlined.
The manufacturing execution systems softwares The rapid progress of computer technologies brings shop floor control functions into a new area. Many advanced functions have been introduced as the results of improving computing power. These functions include real time scheduling, networking, cell coordination and Performance analysis  [2]. In this section, we will present the MES software and the functions they achieve. First, we are going to describe the Computer Integrated Manufacturing (CIM) pyramid. Then we will position the PMS in this pyramid. Finally we are going to present Business Intelligence module and its functions.
CIM Pyramid and Shop floor control Since the functions of shop floor control have become more complex than before, several control architecture and models were proposed. One of the most famous models is NIST AMRF (National Institute of Standard and Technology / Advanced Manufacturing Research Facility) Proposed by National Bureau of Standards. The AMRF model is applying hierarchical control architecture; it is composed of five-level hierarchy: facility, shop, cell, workstation and Actuator/Sensor. Each level has its specific functions. The business functions such as; cost accounting, aggregate planning, are executed in the facility level. It is done generally by ERP software. Shop level is responsible for coordinating production tasks including resource allocation and task assignment. The tool used at this level is The Manufacturing Execution Systems MES.
Cell level is subject to sequence similar parts in batch jobs and supervises supporting tasks such as material handling and transportation. The supervision is achieved, generally by SCADA software. A workstation level is responsible for monitoring the execution of production tasks. It consists of a robot, a fabrication station or a material storage buffer. We seek interest in shop floor control functions provided by MES software's. We will then present the functions achieved by theses software's. Indeed, before the advent of the MES software, the Work Orders printed by the ERP software, were transmitted by hand to the shop floor manager. Based on shop floor state (breakdowns, delays), he directs the products lots rooting and allocates to each operator the tasks to achieve. The technical information on product is handed to all workstations by technical manager.
For data collection, production sheets are elaborated and the workers are asked to fill them. These sheets allow to summaries the production, time, and defaults data. The raised data is thereafter recorded in a computer system. They allow maintaining a production history and achieve product tracking and performance indicators computation. This method has, until now, given satisfaction. However, the companies must be nowadays more reactive and effective. Firstly the MES is supplied with Work Orders, then it sequences and times activities based on finished resources capacities, allocate resources and define what people, machines and tools should do. It also manages and distributes information on products, processes and designs. Then it gives the order to send materials to certain parts of the plant to begin a process.
Finally it directs the flow of work in the plant based on planned and actual production activities, and monitors the progress of products units, batches or lots. An MES Software is generally a production server that collects permanently the state of the available variables on device controllers and SCADA systems distributed in the shop and record this information in Database system. To achieve database management it must include a communication tool that allows automatic operation integration with external systems (ERP, GPAO). To meet the needs of a variety of manufacturing environments, MESA identified 11 principal MES functions. Thus, if the MES functions set is theoretically invariable, the priority between them and the configuration can vary and be adapted according to the aims of the company.
The computation of performance indicators and Developing Integrated Performance Measurement System using Component Based Approach 297 3. The display of scorecards. Bar-codes are used to identify Work Orders. Sensors linked to workstation controller are used for produced parts counting. The workers collect events occurred on machine keyboard. The information are collected by SCADA Software and recorded to relational data base. Data aggregation and indicators computation is assured by MES Software. The MES Software includes integrated Business Intelligence BI module used by all others MES modules to improve business decision making. Indeed, Business Intelligence BI must be able to provide production reporting, end-user query, dashboard/screen tools, data mining tools, and planning and modeling tools.