Early Indicators, Intergenerational Processes, and Aging: Core A - Administrative Effectively managing a large program project requires substantial administrative resources, effort, and skill. This proposed program project comprises three scientific projects and a data development core in addition to the administrative core. It brings together scholars from numerous institutions in the United States and abroad, including the University of California, Los Angeles (UCLA), Boston University, Stanford University, the University of Chicago, Brigham Young University, University of Washington, and others. This core will promote the cohesive and integrated functioning of the program project as a whole by providing intellectual leadership, program coordination, administrative support, training, compliance, and dissemination.
The specific aims of the core are:
Aim 1 : To expand the leadership of the project at UCLA and at NBER and to establish UCLA and NBER as centers for sustained intellectual contact among scholars using the data.
Aim 2 : To maintain a strong centralized administrative, human resources, and fiscal infrastructure to support all aspects of the program project effort, including three scientific sub-projects and the data development core.
Aim 3 : To facilitate formal and informal communication across projects through meetings, conference calls, and other integrative activities of the research team.
Aim 4 : To provide intellectual and administrative leadership to the program project research team, graduate students, and other developing investigators supported by the project, and to assure continuity of leadership.
Aim 5 : To promote and assist in the dissemination of research results.
Aim 6 : To provide guidance and leadership in research methodologies and the responsible conduct of research.
The Administrative Core promotes the cohesive and integrated functioning of the program project as a whole. It fosters synergies across the subprojects by facilitating formal and informal communication, providing intellectual and administrative leadership and support, promoting and disseminating research results, and ensuring continuous leadership.
|Costa, Dora (2015) Health and the Economy in the United States, from 1750 to the Present. J Econ Lit 53:503-570|
|Lee, Chulhee (2015) Industrial Characteristics and Employment of Older Manufacturing Workers in the Early-Twentieth-Century United States. Soc Sci Hist 39:551-579|
|Costa, Dora L (2014) Leaders: Privilege, Sacrifice, Opportunity, and Personnel Economics in the American Civil War. J Law Econ Organ 30:437-462|
|Hong, Sok Chul (2013) Malaria: an early indicator of later disease and work level. J Health Econ 32:612-32|
|Fogel, Robert W; Cain, Louis; Burton, Joseph et al. (2013) Was what ail'd ya what kill'd ya? Econ Hum Biol 11:269-80|
|Costa, Dora L (2012) Scarring and mortality selection among Civil War POWs: a long-term mortality, morbidity, and socioeconomic follow-up. Demography 49:1185-206|
|Bleakley, Hoyt; Lin, Jeffrey (2012) Portage and Path Dependence. Q J Econ 127:587-644|
|Bleakley, Hoyt; Lin, Jeffrey (2012) Thick-Market Effects and Churning in the Labor Market: Evidence from U.S. Cities. J Urban Econ 72:87-103|
|Lee, Chulhee (2012) Military Service and Economic Mobility: Evidence from the American Civil War. Explor Econ Hist 49:367-379|
|Costa, Dora L; Kahn, Matthew E (2010) Health, wartime stress, and unit cohesion: evidence from Union Army veterans. Demography 47:45-66|
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