You may have to Search all our reviewed books and magazines, click the sign up button below to create a free account.
None
This book places knowledge, learning and innovation at the heart of cross-sector collaborations. Collaboration for innovation is a topic that has attracted widespread interest from academics, business strategists and government officials. To date the collaborations have focused on the performance management process and more specifically on how to encourage collaboration. However, businesses across the world are realizing that for cross-sector collaboration to be successful, it is necessary for firms to share knowledge and innovation through a process of learning. The book contributes to this by providing fresh insights into ways to stimulate cross-sector collaboration. It presents diverse methods and approaches to unify the dimensions of knowledge, learning and innovation and discusses how collaboration can be created, sustained, and expanded.
Mark “Boots” Foster is a Life Flight Nurse who also works in Mercy's ED. He flies on the airship, Pegasus, out of Lubbock, Texas. Dr. Elizabeth Smith, a recent graduate of medical school, is hired not only to work in the Emergency Department of Mercy, but to fly onboard with the life flight crew. A power struggle ensues, with Boots, who ran the ED well for the past 4 years, and Dr. Smith, who feels the entitlement of her position as a physician. Both people are strong willed, stubborn, opinionated and brash. In essence, they are cut from the same cloth. Tension runs high when Dr. Smith and Boots work together, either in the ED or in the air. The couple is so different when viewing life. Dr. Smith sees the world with hope and compassion. It is evident with the work she performs, both with the living and the dying. She believes, “If there’s a life, there is hope.” Boots sees the world in a practical matter. Death does not faze him. When asked if he was afraid of dying, Boots replied, "Not without a fight. I am not afraid." And yet, both are survivors of life and what that life has brought to them. Both hold deep dark secrets that will change their worlds forever.
Family Business and Management: Objectives, Theory, and Practice characterizes the specificity of the functioning of family businesses through the prism of their objectives. It contains both theoretical considerations about the essence of family entrepreneurship and the objectives set by family businesses, as well as the results of a survey conducted among family business managers. The study concerned the objectives of family businesses and made it possible to confront the planned objectives with those actually implemented by these entities. Thanks to this approach, it is possible to assess the effectiveness of management, taking into account both business and non-business (family) aspiratio...
This book is a printed edition of the Special Issue "Performance and Behavior of Family Firms" that was published in IJFS
•The editors should be commended for developing a Map of the Landscape of Family Business Outcomes. It gives future research direction to the discipline considering both short-term profitability and long-term sustainability. It considers conventional c
Hidden deep beneath Area 13 lies the clandestine headquarters of S.T.A.K.E. - a top secret division of S.H.I.E.L.D. that houses aliens, mythical beasts and all manner of extra-normals. Now, under the command of legendary soldier - and newly resurrected Life Model Decoy - Dum Dum Dugan, these monsters step out of the shadows and defend the world against threats too dangerous for normal men as the All-New, All-Different, all-too-literal Howling Commandos of S.H.I.E.L.D.! COLLECTING: HOWLING COMMANDOS OF S.H.I.E.L.D. 1-5, MATERIAL FROM S.H.I.E.L.D. 9.
Boards of directors are complex systems, and it is imperative to understand what the contextual forces are that shape the direction and make-up of boards. This Research Handbook provides inspiration for researchers and practitioners interested in the manifold dimensions and facets of context surrounding boards of directors.