The fundamental principle of synchronous languages is the division of the program execution into a sequence of logical steps. On the one hand, this programmer’s view simplifies many analyses and synthesis procedures, but on the other hand, it imposes inflexible restrictions on developers and compilers. To lower these restrictions, we propose the refinement of logical steps into substeps. We ill...

When we talk about phonological change, it is reasonably clear what we mean, but the scope of morphological change is less obvious, and depends heavily on the scope of what we take to be ‘morphology’. This is because characteristics and effects of the structure of words are somewhat more ‘metastasised’ in grammatical structure, interrelated with sound structure, syntax and meaning. For concrete...

Stephen Lane Wood was born in Providence, Utah, on July 2, 1924. From an early age, he had a keen interest in nature and wildlife. At age 14, Steve went to Nevada to visit his brother-in-law, T. O. (Ted) Th atcher, a specialist in scolytid systematics, who sent him into the woods to begin an insect collection for a class project. Steve dug his pocketknife into a pinhole in an aspen tree and eas...

ions; and the availability of application-meaningful abstractions can enable precise enforcement of application-specific security requirements. We have considered practical enforcement of strong information security using a variety of techniques (including capabilities, hybrid monitors, cryptographic mechanisms, and PDGs) in a variety of settings (including concurrent programs and web applicati...

1. Quality software cannot be produced. This is demonstrably incorrect. 2. It costs too much to produce quality software. This is also demonstrably incorrect. 3. Customers do not want quality. The fact that customers purchase poor-quality products does not mean that they do not value quality, just that they do not have a choice. 4. Software is a vital industry that should be protected. No indus...

philosophy behind Images of Strategy are outlined. We argue that the conventional twentieth-century history of management and strategy leads us to unquestioningly assume that organizations are, for all people at all times, triangular hierarchies; that strategy is enacted by ‘the men at the top’, and that it is about longterm planning, directing, organizing and controlling. At a philosophical le...

William T. Golden Treasurer Richard S. Nicholson Executive Officer John Abelson Frederick Alt Don L. Anderson Stephen J. Benkovic Gunter K-J Blobel Floyd E. Bloom Henry R. Boume James J. Bull Kathryn Calame Charles R. Cantor Ralph J. Cicerone John M. Coffin Robert Dorfman Bruce F. Eldridge Paul T. Englund Federic S. Fay Harry A. Fozzard Theodore H. Gaballe Roger 1. M. Glass Stephen J. Goff Core...

John Abelson Frederick W. Alt Don L. Anderson Michael Ashburner Stephen J. Benkovic David E. Bloom Floyd E. Bloom Piet Borst Michael S. Brown Henry R. Bourne James J. Bull Kathryn Calame C. Thomas Caskey Dennis W. Choi John M. Coffin Paul J. Crutzen Robert Desimone Nicole Le Douarin Bruce F. Eldridge Paul T. Englund Richard G. Fairbanks Douglas T. Fearon Harry A. Fozzard K. Friedrich Theodore H...

Stephen Mulva, Texas State University-San Marcos Stephen has spent the past ten years creating, developing, and implementing new concepts, systems, and solutions for complex problems facing the construction industry and its constituent companies. Working in both academic and commercial settings, he has successfully formulated and managed numerous initiatives to improve the financial and operati...