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Strategic alliances, network organizations, and ethical responsibility.
The goal of corporate strategy is to define the organization's domain, i.e., the business areas in which a firm wishes to participate to maximize long-term profitability. The firm may concentrate on a single product line, but it often finds that it can create more value by leveraging resources across a larger number of business activities. This is why many corporations rush into vertical integration and diversification. However, this method of leveraging resources requires large dedicated investments, increases organizational complexity, and leads to problems of coordination and bureaucratic inefficiency. In short, vertical integration and diversification may create bureaucratic costs that exceed their benefits. For example, Ramanujam and Varadarajan (1989) found that extensive diversification tends to depress rather than enhance corporate profitability.
Is there a way to reap the benefits of vertical integration and diversification without the associated bureaucratic costs? It has been found that, under certain circumstances, firms can attain the benefits through long-term strategic alliances among firms to share the costs, risks, and profits of business operations. Through these alliances, firms narrow their internal focus and deepen their expertise in selected areas, relying on their partners to specialize in other areas of functional or technical competence. In the process, they share the risks of specialized investments, reduce internal complexity and administrative costs, and achieve greater adaptability and responsiveness to the environment. There is an extensive literature on how firms can avoid the pitfalls and reap the benefits of these alliances, e.g., Harrigan (1985), Reich & Mankin (1986), Ohmae (1989), Geringer & Hebert (1989), Hamel (1991), Kanter 1994, and Lei, Slocum, & Pitts (1997).
In addition to creating economic opportunities, strategic alliances also create challenges and threats. For example, profits must be split and knowledge shared. In the case of international joint ventures, local laws could diminish flexibility and cooperation can create competitive foreign firms (Hall, 1984). Because firms specialize in selected areas of competence, expertise and information become fragmented. For this reason, a firm may lose a critical competence in an activity that has been outsourced or may become dependent on its strategic partners.
One of the major advantages of strategic alliances is the opportunity to learn from one's partners (Ciborra, 1991). However, the learning opportunities may not be symmetrical, i.e., one firm may learn more than the other. For this reason, strategic alliance can be considered an arena of competition or even a learning battlefield (e.g., Hamel, 1991; Lei & Slocum, 1992). The term "coopetition" has been coined to describe this relationship of cooperation and competition (Dowling, Roering, Carlin, & Wisnieski, 1996). Yet, amid all this fragmentation and competition, coordination and control are necessary among firms that work together. All the firms that work together (e.g., in a network) must trust each other and accept the norms of the relationship. Strategic alliances often connect organizations to each other in a very intense way and involve contracts that must be honored if the alliances are to succeed. This is a problem of control and ethical responsibility.
Efficient Contracting and Ethical Responsibility
To analyze the nature of contracting, economists have used three approaches: transaction cost economics (Williamson, 1975), agency theory (Jensen & Meckling, 1976), and team production (Alchian & Demsetz, 1972). Williamson (1975) uses transaction costs to explain the choice between contracting internally (hierarchies) and externally (contracts). This is relevant to the choice between vertical integration (hierarchies) and strategic alliances (contracts). Williamson explains the problems with contracts, e.g., the danger of opportunism (a seller has more information than the buyer) and the hold-up problem (the reluctance to invest in specialized resources for fear that the buyer may renege on the contact). Agency theory looks at the situation in which one party (the agent) acts for another (the principal). The problem here is that the agent and the principal may have conflicting goals and different tolerance for risk. This results in inefficient contracting because of the costs of monitoring (of the agent by th e principal) and bonding (to prevent harm to the principal). The team production approach deals with situations in which the actual contribution of each team member cannot be measured precisely. Because the rewards depend on team rather than individual performance, there is an incentive for the team members to contribute less, resulting in "social loafing" and the "free rider" problem. The divergence of team and individual goals incurs costs in terms of reduced team output and the need to monitor individual performance. While this latter approach focuses on intragroup rather than interorganizational contracting, similar dynamics can be seen in networks. Organizations in networks can also demonstrate opportunism, conflicting goals, divergent tolerance for risk, and unwillingness to contribute their fair share to the common task.
The three theoretical frameworks (transaction cost economics, agency theory, and team production) indicate that the opportunity to take advantage of another party (cheating) results in inefficient contracting and negates the advantages of strategic alliances. Several authors have suggested that the solution lies in replacing opportunism with cooperation, e.g., Buckley & Casson (1988), Hill (1990), Madhok (1995), Das & Teng (1998), and Hutt, Stafford, Walker, and Reingen (2000). This can only be achieved through ethical conduct. For this reason, Velasquez (1996) argues that ethical behavior in business is more rational, more intrinsically valuable, and more profitable than unethical behavior. He uses the "prisoner's dilemma" to explain how ethical behavior facilitates mutually beneficial cooperative relationships with corporate stakeholders. When one party takes advantage of another, retaliation results. In a world in which corporations are interconnected through strategic alliances, mutual trust is necessary, and it can only be founded on ethical conduct. Ethical conduct is the basis for good reputation, which is becoming increasingly important in an alliance-based world. Good reputation reduces the problems of transaction costs, agency relationships, and team production (Weigelt & Camerer, 1988). The good reputation of a partner (a) allays the fear that the partner may be opportunistic, (b) reduces the cost of monitoring an agent, and (c) lessens the likelihood that a partner may shirk responsibilities. By reducing costs and the problems of contracting, reputation should have a positive effect on the success of an alliance.
In an empirical study, Saxton (1997) found a positive relationship between reputation and the outcomes of alliances. He considered this conclusion to be counterintuitive, to some extent. He suggests that it might be reasonable to assume that the value of reputation would be reflected in the initial terms of the transaction, and that the value of reputation would be discounted through the cost of entering into the transaction. The positive relationship between reputation and the outcomes of alliances suggests that the contribution of reputation is significant and is not completely discounted or bargained away in the transaction.
The Evolving Nature of Network Organization
Changes in business strategy have been reflected in the evolving organizational structure, which also displays problems of contracting and the need for ethical conduct. As Chandler (1962, 1977) points out, structure responds to changes in organizational strategy and the need for information processing. Mter the Industrial Revolution, three forms of business organization were dominant, each in its time. The vertically integrated functional organization was dominant in the late 19th and early 20th centuries, when the most successful firms were high-volume, standardized, low-cost, production-oriented businesses, e.g., Ford and the Model T. This structure worked well in a relatively stable market environment with simple preferences. After World War I, the multidivisional form began to replace the functional form, e.g., Alfred Sloan at General Motors. This form allowed organizations to cope with a market characterized by a greater variety of tastes and preferences. However, as market preferences and product techno logies became even more complex and changed more rapidly, the multidivisional form could no longer provide the cross-functional coordination that was needed. As a result, the matrix form became popular in the 1960s and 1970s, providing greater crossfunctional coordination through its emphasis on lateral relationships and dual lines of responsibility and authority. However, the increasing pace of technological change, the dramatic increase in managerial and technological knowledge, and the elimination of economic and political boundaries soon required even more flexible organizational structures. In this environment, the network organization emerged in the 1980s (Achrol, 1997). It is interesting that organizations interacted in relationships similar to networks even before the existence of network organizations was recognized. For example, Eccles (1981) points out that contractors and subcontractors often have relations that are stable over time. He calls this a "quasifirm," which falls between pure market tra nsactions and formal vertical integration. The glue that holds quasifirms together is mutual friendship and trust. The formal network organization, however, represents the evolution of strategic alliances.
Strategic alliances range from preferred vendors to the modern boundaryless organization. Organizations have evolved through (a) preferred vendors, (b) licensing arrangements, (c) original equipment manufacturers, (d) contractual alliances, (e) partnerships and joint ventures, and, finally, (f) the boundaryless network organization. This continuum reflects a progressive removal of boundaries and a growing interaction among individuals and organizations. In the process, organizational structures have evolved toward greater flexibility. We have seen increased use of outsourcing, the practice of letting other organizations perform important functions. Outsourcing is not limited simply to buying parts, but can include basic functions such as manufacturing. The trend is to remove barriers among people, organizational units, and organizations. In the process, organizations have become leaner, flatter, and more focused on their contribution to the value chain. They are becoming like nodes in a network of complex rel ationships.
At the end of this continuum is the boundaryless organization that Jack Welch tried to create at General Electric. He wanted a company that operated like a family grocery store, eliminating barriers that separate employees and the company from customers and from other stakeholders (Industry Week, 1994). The boundaryless organization, like other forms of network organizations, is a response to the environment in which firms now operate, i.e., a borderless marketplace. The model pursued by GE is that of an internal market network, which resembles the dynamic networks of multiple organizations. The transition from traditional centralized hierarchies to decentralized internal markets has been described as a transition "from hierarchy to enterprise" through perestroika (Halal, 1994). The analogy is to the collapse of central planning in the Communist Bloc and the movement toward free markets. In the face of complex technologies, global markets, intense competition, and turbulent change, corporations must also chan ge from hierarchy to market-driven systems. This latest stage in the organization evolution is the manifestation of a major social transition, the information revolution.
The relationship between the information revolution and organizational structure is evident in the effects of advanced manufacturing technology. Lei, Hitt, and Goldhar (1996) argue that to utilize the capabilities of advanced manufacturing technology, a firm's organizational design must often be transformed to include both "loose couplings" and an "open system's" modular perspective. They suggest that computer-aided design and manufacturing promote strategic flexibility by facilitating the integration of networks of internal (e.g., design, manufacturing, marketing) and external (e.g., suppliers, customers) stakeholders. In this new world, organizations become clusters of autonomous divisions that behave like separate firms (Halal, 1994) without rigid and well-defined tasks and roles. The climate is one of trust rather than authority. The new structure is buttressed by a culture of entrepreneurship, individual initiative, and mutual support. Dynamic networks of multiple organizations and internal market networ ks are responses to the same forces, requiring constant change, the processing of increasing amounts of information, and greater efficiency.
Achrol (1997) suggests four types of networks: (1) internal market, described above (e.g., a company such as Asea Brown Boveri which is organized into internal enterprise units operating as independent profit centers), (2) vertical market (e.g., a company such as Sun Microsystems that has subcontracted chip manufacturing, distribution, and service functions, (3) intermarket (e.g., a multifirm alliance such as the Japanese keiretsu or the Korean chaebol that cuts across a variety of unrelated industries), and (4) opportunity market (e.g., a set of companies forming an alliance around a particular project and then dissolving). The fourth type of network does not yet fully exist. The closest thing that we have is the Japanese-style general trading company, or sogo shosha. All of these network types are families of independent companies (or units of one company) that are free to compete as they think best but united in their ability to help one another.
The evolution of the dynamic network can also be understood as going from the "modular" to the "virtual" to the "barrier-free" organization (Dess, Rasheed, McLaughlin, & Priem, 1995). The modular organization outsources nonvital functions and retains strategic control. This arrangement permits the company to reduce costs and focus on areas where it holds competitive advantage. Often cited examples are Nilce, Liz Claiborne, and Dell Computer, which outsource most or all of their production. The virtual organization is an evolving network of companies linked to share skills and costs. Companies in the entertainment industry, like Paramount and Time-Warner, are examples because of the convergence of computing, publishing, communications, and home electronics. The virtual organization is a network of companies (suppliers, customers, competitors, etc.) linked to share skills, costs, and market access. The modular, virtual, and barrier-free organizations are network organizations, i.e., functionally organized firms tied together through cooperative exchange relationships.
We might ask what lies ahead beyond these network structures. It has been suggested that the next stage is the "cellular organization" (Miles, Snow, Mathews, Miles, & Coleman 1997), suggesting a living, adaptive organization. The analogy is to cells in living organisms that can act alone to meet a particular need but, by acting in concert, can perform more complex functions. Evolving characteristics, or learning, when shared across all cells, can create a higher-order organism. Like the biological model, the cellular organization is made up of cells (self-managed teams, autonomous business units, etc.) that can operate alone or interact with other cells to produce a more potent and competent organization.
The evolution of organization structure seems to have gone from the vertically integrated functional structure to the multidivisional form, to the matrix, to the network, and finally to the predicted cellular form. The common thread is the need for increasing coordination and information. This need for information processing, which is particularly clear in the last stage of the evolution, is expressed in the ideal of virtual integration. In virtual integration, the links along an industry's value chain are no longer bound by hierarchical chains within one organization but are captured via advanced information technology and interfirm alliances.
Information technology seems both to facilitate and require more flexible organizational structures. It promotes flexible structures by connecting people, groups, and organizations in different parts of the world for the completion of a task. But requires flexible organizational structures because the full potential of information technology cannot be realized in a rigid hierarchy characterized by a narrow chain of command, top-down channels of communication, and rigid rules and procedures. Rather, the full potential of information technology must be realized in the environment of a learning organization, in which an empowered workforce is free to search for answers and innovate in free association with individuals and groups within and outside the organization. This implies a flexible structure and a lack of boundaries.
Flexibility and lack of formal boundaries mean that efficient contracting is more important and more difficult than in the past. The contract between the employee and the firm is difficult not only to control but even to define. People are not hired for specific tasks but to contribute to ongoing projects according to their skills. Sometimes these tasks are accomplished in collaboration with employees of other firms. Efficient contracting is difficult when organzations consist of fluid teams that mesh with similar teams from other organizations. For this reason, our attention turns to the need for a climate of trust built on shared values, moral character, and ethical conduct.
Ethical Responsibility
As we move from the traditional to the boundaryless organization, it becomes increasingly difficult to monitor behavior and enforce contracts. Traditional bureaucratic approaches will not work. For this reason, organizations must use "clan control" (Ouchi, 1980), which uses social factors, such as corporate culture, traditions, shared values, and commitment, to control behavior. Granovetter (1985), for example, suggests that mutual trust in a relationship reduces the danger of opportunistic behaviors and may eliminate the need for bureaucratic control mechanisms. However, clan control requires shared values and trust. For this reason, the organization will try to hire people who are compatible with organizational values and will socialize them in those values. Along with clan control goes the notion of self control, which means that employees monitor their own performance. As organizations become more flexible they must rely more on clan and self control, based on strong cultures that emphasize autonomy, indi vidual responsibility, and ethical values.
Contracts among companies are also difficult to monitor when the companies operate in a continually evolving network. As in the case of contracts between employer and employee, companies must rely on finding partners that share their values. It is not enough to create a culture within individual organizations. The challenge is to create a cross-organizational culture in which the interests and values of the partners coincide. Achrol (1997) emphasizes that in all forms of networks the important managerial characteristics to be developed are trust and commitment, as well as social norms of mutuality, solidarity, role integrity, harmonization of conflict, and restraint of power.
It can be argued that cooperation can be achieved through the pursuit of self-interest. Axelrod's (1984) studies using the prisoner's dilemma try to answer the question, When should a person cooperate and when should a person be selfish? To the surprise of most observers, the winning strategy in the prisoner's dilemma game is also the simplest: tit for tat -- the strategy of starting with cooperation and then doing whatever the other player did on the previous move. When the two players use "nice" rules (i.e., always cooperate), they achieved the best scores. As long as the other player does not defect, the nice rules work well. On the other hand, greedy players who defected on the first move did poorly.
This may lead the casual observer to conclude that the pursuit of self-interest does, indeed, lead to ethical conduct, but this is true only under specific conditions. Axelrod (1984) points out that cooperation is pragmatic: the players may meet again. If you will not meet the other person again, self-interest would dictate that you defect on the first move. The second limitation can be found in the matter of future payoffs. If future payoffs are uncertain, of low value, or in the distant future, the present value of those payoffs may be insufficient to deter defection on the first move. In the real world, the games we play may not meet these two conditions. Future payoffs are often uncertain, e.g., because of changing markets and technologies, and may not deter defection. Also in the real world we may not meet the other player again, at least not in the same way. Interactions between two firms may, in fact, be repetitive, as in the prisoner's dilemma games. However, the interactions may involve different pla yers, e.g., different persons or departments of two firms. Moreover, each interaction may deal with a different issue such as sharing different technologies or cooperating on different projects. Therefore, the different interactions may not be perceived as moves in the same game. Under these conditions, the lessons learned from game theory may have limited applicability. However, if we consider the factor of reputation, we can see that it may indeed be in a player's interest to cooperate, even if he or she does not expect to meet the other player again. Even if firm A does not plan to do business with firm B in the future, it may be in the interest of A to behave honestly and fairly with B to protect its reputation. The reputation of A, through its dealings with B, may determine whether C will be willing to work with A in the future. In the age of strategic alliances and network organizations, a firm's good name may be its most valuable and enduring asset. To the extent that good reputation makes it possible for a firm to enter into and maintain valuable strategic alliances, reputation may be the most important competitive advantage.
In the real world, we find few mechanisms to control the behavior of strategic partners, and we must rely on mutual trust based on the partners' good character and reputation. I learned this lesson during my training at a large commercial bank. I was working on a large loan to a shipping company that wanted to purchase several tankers. After the terms of the loan were agreed upon, the bank's legal department devoted several weeks to producing a contract as thick as a book. When copies of the contract arrived in our department, my boss asked me if I thought this supposedly ironclad contract was sufficient to protect the bank from possible fraud. His opinion was "No." He said that a dishonest client can always cheat you, no matter what you put into a contract, and advised me to try to do business only with clients of good character. In the modern network organization, the importance of good character is even more important than in the past, because firms deal with a variety of partners (or stakeholders) in very fluid relationships that cannot be nailed down in detailed contracts.
Valenzuela and Villacorta (1999) suggest that companies should treat suppliers as collaborators and select them carefully. They recommend that a company identify suppliers that are likely to adapt to the needs of their partners, but also make sure that the suppliers' needs and goals are compatible with its own. Any company entering into strategic alliances or networks should devote the effort and time to make a careful selection of partners. However, the thoroughness of the process may vary somewhat, depending on the specific structure of the organization. A modular organization has longer-term relationships with its partners than the virtual organization and may be able to spend more time selecting them. However, all organizations must try to select partners with whom they are compatible in term of goals and values. They must also select partners that will uphold ethical standards and not become an embarrassment. In several areas, such as the apparel industry, standards have been developed to evaluate suppli ers with regard to the use of child labor, working environment, wages, and collective bargaining (Simon, 2000; Emmelhainz & Adams, 1999; Hancock, 1998). Standards should also be defined regarding other business relationships, not just those with suppliers. By measuring ethical conduct, the standards will contribute to that valuable and enduring asset, the firm's reputation.
We should also consider the human relationships and the culture that exist within and between organizations, because these can help prevent unethical or illegal behaviors. When relationships are long term, interpersonal relationships of friendship and trust can create a stable culture that sustains interorganizational relationships and guides their activities. To the extent that this culture coordinates the activities of partners in a harmonious way, it contributes to organizational efficiency and is, therefore, a strategic asset. As Granovetter (1985, p. 486), explains, "this culture is not a once-for-all influence but an ongoing process, continuously constructed and reconstructed during interaction. It not only shapes its members but also is shaped by them, in part for their own strategic reasons." More important, people's behavior is "embedded" in established systems of social relations (Granovetter, 1985, p. 487). This suggests that, through their interactions in network structures, people create relation ships and a culture that define expectations and shape behavior, for good or ill. It is, therefore, very important that participants in networks develop relationships and cultures that are not only functional in terms of business success, but also consistent with legal and ethical norms. It can be argued that the relationships that are integral to a network can sustain illegal and unethical behaviors as well as good ones. Granovetter (1985, p. 492) points out that force and fraud are more efficiently pursued by teams, and that the structure of these teams requires a level of internal trust or "honor among thieves." Organized crime is often a very efficient network. Network organizations, however, should strive to develop embedded relationships and cultures that facilitate ethical conduct. Lacking these, the network becomes either a community without direction or a conspiracy in illegal or unethical activities.
Cases of Ethical Gaps in Networks
Many cases exemplify the ethical gaps that can occur because of the decentralized control in network organizations. One well documented case involved a financial services network (Buono & Hachey, 1993). It appears that the Fleet Bank was benefiting from industry redlining practices that denied credit to members of racial minorities in poor areas. Fleet extended lines of credit to second-mortgage companies, encouraged these companies to make the high-interest mortgages in the poor areas, and then purchased the loans from these companies. In this way, Fleet was able to benefit from these questionable loans while shifting the responsibility to the independent mortgage companies. This fragmentation in legal and ethical responsibility resulted from the creation of an interorganizational network. In the past, a single financial services institution (a portfolio lender) would usually perform each of the steps in the process of securitization, acting as a vertically integrated firm. This arrangement, however, involve d a growing number of specialized firms tied together in a network structure. This network structure resulted in greater cost effectiveness but also spread oversight and responsibility over several organizations.
Many cases can be cited in the manufacturing area in which fragmentation of the stages in the value chain resulted in the fragmentation of legal and ethical responsibility. A well-publicized example is that of Nike, whose partners produced shoes using child labor. A less publicized case is that of the "beer girls" of Southeast Asia (Marshall & Stecklow, 2000; Schiffrin, 1998). Beer and liquor distributors hire small armies of attractive women to greet male customers at bars and restaurants and promote the distributor's brands. There is a darker side to this marketing, because the girls are pressured by customers to go home with them. Some of the girls comply to supplement their salaries. When they refuse, they are sometimes raped. A number of the beer girls are now HIV positive. In Cambodia, the government estimates that 19% of "indirect commercial sex workers," which includes beer girls, are HIV positive (Marshall & Stecklow, 2000). The distributors either deny that there is a problem or claim they have no r esponsibility for "what the girls do on their own time." The brewers also shirk responsibility. A Philippine brewer responds that it has no presence in Cambodia and, therefore, cannot control what goes on there. An American exporter claims that "Marketing efforts that are done overseas are really not something the brewer participates in at all or really has any knowledge of" (Marshall & Stecklow, 2000).
The Role of Decision Makers in Networks
In these sad cases of corporate irresponsibility, one must wonder whether there is anything that a responsible stakeholder can do to maintain an ethical climate in the network. Are these unfortunate dynamics in networks deterministic and inevitable, or is there room for managerial discretion and strategic choice? In spite of the fragmentation of ethical responsibility in a network, can an ethical stakeholder influence the behavior of its partners?
These questions raise the issues of power, influence, and choice in networks. A deterministic model of organizations, such as that of population ecology, assumes that objective factors determine all outcomes and leave little room for strategic choice (Van de Ven, 1979). According to this model, decision-makers have no opportunity to alter the outcomes of organizational activities. Perhaps the most useful theoretical framework for understanding power and influence in networks is the resource dependence model, which is wonderfully compatible with the emergence of strategic alliances and networks. The model begins with the proposition that organizations are not able to generate internally all of the resources they need, so they must enter into relationships with other organizations. Two aspects of this model are relevant to network relationships. The first is that this model, as opposed to the population ecology model, stresses the role of organizational actors in determining the fate of their organizations and the network. "The resource dependency model portrays the organization as active, and capable of changing, as well as responding to the environment" (Aldrich & Pfeffer, 1976, p83). This involves the second aspect, which is the notion of strategic choice (Child, 1972).
Using the arguments of Child (1972), Aldrich and Pfeffer (1976) describe three ways in which decision-makers in organizations have autonomy and can make choices. The first is that they have a choice of viable alternatives within the niche or domain in which they operate, e.g., the choice to differentiate the product or segment the market. Decision-makers can also select the domain in which an organization operates, for instance, they can enter or leave markets. We can apply this argument to the network by arguing that decision-makers choose to create a network and select their partners; they are free to choose partners who share their ethical values.
The second argument is that organizations are not passive in the face of environmental influence. They can also shape the environment, perhaps by trying to regulate market competition. This would suggest that a firm can also manipulate its environment within the network and take measures to strengthen its position vis a vis its partners. According to the resource dependency model, organizations try to acquire resources, and the principal way in which they do this is through exchange (Benson, 1975). Moreover, the exchange occurs in a setting of power differentials (Cook, 1977). The members of a network have different levels of power and, therefore, different amounts of influence. An organization can influence the behavior of other network members, not only in a way that improves its own competitive position, but also in a way that enhances the network's ethical quality.
The third way in which strategic choices can be made is through the interpretation of the environment by decision-makers. Environments are to some extent "enacted" or created through a process of attention (Weick, 1979), so decision-makers respond to a perceived reality. This is relevant to the problem of ethical conduct because unethical conduct is often the result of a "value free" perception of reality. Moreover, because organizational monitoring and scanning systems are selected in light of the enacted reality, they tend to support that reality. Ethical dilemmas do not create a blip on the radar screen if the scanning systems were created to monitor an environment devoid of ethical issues. However, because the enacted environment is a shared reality, ethical actors in a network can introduce an ethical dimension into that environment by forcefully presenting ethical issues to other stakeholders.
As Child points out, decision-makers have strategic choice, and they retain freedom of choice when they enter into networks. It is, therefore, the responsibility of every organizational actor to make sure that ethical responsibility is not lost in a decentralized network. Organizational actors can maintain a climate of ethical responsibility (a) by choosing partners who share their ethical values, (b) by using their power and influence to block unethical conduct, and (c) by creating an environment that includes an ethical dimension and a monitoring system that scans the ethical dimension as closely as the economic dimension.
The shift in strategy from vertical integration to strategic alliances has developed hand in hand with the evolution of organizational structure from the vertically integrated firm to the network and the boundaryless organization. The forces driving this evolution have been the need for greater coordination and information processing, occasioned by the increasing speed of change and the complexity of the environment. The result has been the elimination of boundaries, more flexible organizations, and a greater interaction among individuals and organizations. The modem network organization is credited with requiring less capital, having less overhead expense, being able to utilize technology from various sources, being more entrepreneurial, and being able to act more quickly. On the negative side, the specialization of firms in single areas of competence has resulted in fragmentation of the value chain and of ethical and legal responsibility.
The conditions in the environment (turbulence and complexity) that brought us these flexible organizational structures will not go away. On the contrary, they are likely to accelerate. Network structure may evolve into the cellular structure, as predicted, and the problem of establishing ethical and legal responsibility in a network or cellular structure will continue to be important. The solution seems to lie in the development of relationships and cultures that are functional not only in terms of business success but also in terms of legal and ethical norms. Once these relationships become embedded in the network, they can sustain constructive and ethical conduct. Individual decision-makers in the network must accept responsibility for creating these constructive relationships. The outcomes in networks are not random occurrences or the product of deterministic forces, as the population ecology model might suggest. Decision-makers do not lose strategic choice when they enter into a network structure. Organiz ational actors can maintain a climate of ethical responsibility by choosing ethical partners, by using their power and influence to block unethical conduct, and by creating an environment with an ethical dimension. Strategy and structure have undergone radical change, but one thing has not changed: organizational outcomes, for better or worse, are still the responsibility of human actors.
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Hill, C.W. (1990). Cooperation, opportunism, and the invisible hand: Implications for transaction cost theory. Academy of Management Review, 15(3), 500-5 13.
Hutt, M.D., Stafford, E.R., Walker, B.A., & Reingen, P.H. (2000, Winter). Case study defining the social network of a strategic alliance. Sloan Management Review, 41(2), 51.
Industry Week. (1994, May 2). GE: Just your average everyday $60 Billion family grocery store. 13-18.
Jensen, M.C., & Meckling, W.H. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics, 3, 305-360.
Kanter, R.M. (1994). Collaborative advantage: The art of alliances. Harvard Business Review, 72(4), 96-108.
Lei, D., Hitt, M.A., & Goldhar, J.D. (1996). Advanced manufacturing technology: Organizational design and strategic flexibility.
Lei, D., & Slocum, J.W.J. (1992). Global strategy, competence-building and strategic alliances. California Management Review, 35(1), 81-97.
Lei, D., Slocum, J.WJ., & Pitts, R.A. (1997). Building cooperative advantage: Managing strategic alliances to promote organizational learning. Journal of World Business, 32(3), 203-223.
Madhok, A. (1995). Revisiting multinational firm's tolerance for joint ventures: A trust-based approach. Journal of International Business Studies, 26(1), 117-137
Marshall, S., & Stecklow, S. (2000, May 31). Bar code: Cambodia's "beer girls" peddle the product and endure the hassle. The Wall Street Journal, p Al.
Miles, R.E., Snow, C.C., Matthews, J.A., Miles, G., & Coleman Jr., H.J. (1997). Organizing in the knowledge age: Anticipating the cellular form. Academy of Management Executive,11(4),7-20.
Morgan, R. M., & Hunt, S.D. (1994). The commitment trust theory of relationship marketing. Journal of Marketing, 58, 20-38.
Ohmae, K. (1989). The global logic of strategic alliances. Harvard Business Review, 67(2), 43-154.
Ouchi, W.G. (1980). Markets, bureaucracies, and clans. Administrative Science Quarterly, 25, 129-41.
Ramanujam, V., & Varadarajan, P. (1989). Research on corporate diversification: A synthesis. Strategic Management Journal, 10.
Reich, R.B., & Mankin, D.M. (1986). Joint ventures with Japan give away our future. Harvard Business Review, 64 (2), 78-86.
Saxton, T. (1997, April). The effects of partner and relationship characteristics on alliance outcomes. Academy of Management Journal, 40 (2), 443 (19).
Schiffrin, A. (1998, August 27) Cambodia fears trouble's brewing with "beer girls." The Los Angeles Times, 14.
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Dr. Daboub's research interests include business and society, organizational behavior and theory, and strategic management. He has presented papers at several conferences, including SAM's, and has published in the Academy of Management Review.
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I recently received MAC Pink Bronze Pigment in a swap and I think I can go as far as saying it is one of my favorite MAC colors of all time. It is the most beautiful orangey, pink, bronze color, or as MAC describes it: "peach with pink duochrome." Either way it just screams summer.
It looks great when worn alone, on a hot pink base, or paired with brown and bronze shadows. I absolutely love it. It also makes the most gorgous cheek highlight or blush. And it can even be worn on the lips! I have a feeling I may be using this color quite a bit this summer. I may even throw it in some clear nail polish to wear on my nails!
MAC Pigments are $19.50 each and can be purchased at any MAC counter or store, or purchase it online here.

subset: commoncrawl


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UW-RF Home > University Communications Home > This Month's News Releases
University Communications
For more information contact email@example.com or firstname.lastname@example.com.
Food Science Symposium Features DATCP Secretary
By Kendra Knutson
OCT. 9, 2006--Rod Nilsestuen, secretary of the Wisconsin Department of Agriculture, Trade, and Consumer Protection, will be a speaker at the 26 th annual Food Microbiology Symposium at the University of Wisconsin-River Falls Oct. 14-17. Nilsestuen is also a UWRF graduate.
With the recent E. Coli spinach outbreak in Wisconsin and other states, the symposium is timely in providing workshops and research regarding food safety and quality practices. A related session, "E. Coli in Vegetables," presented by Francisco Diez-Gonzalez, University of Minnesota, will be Tuesday, Oct. 17, at 8 a.m.
The Food Microbiology Symposium runs features speakers from academia, industry and regulatory agencies that will provide an overview on various topics including: the pathogens, toxins, and contaminants that may occur in food, water, and the environment. The emphasis will be on practical application of food and quality problems.
There will be workshops that include demonstrations and discussion of various tests, instruments and kits available for detection and characterization of food borne organisms, for assessment of food quality and shelf- life and rapid hygiene monitoring in food processing facilities.
The event begins Saturday, Oct. 14, in the Blue Room of Rodli Commons. UW-RF food science Professor and symposium director Purnendu C. Vasavada, and Provost and Vice Chancellor for Academic Affairs Charlie Hurt, will moderate the opening sessions introductions at 7 p.m.
Other speakers include: Vijay Juneja, USDA; David Gombas, International Fresh-Cut Produce Association; Kathy Sullivan Gombas, Dean Foods; Bruce Applegate, Purdue University; Reginald Bennett, FDA; Scott Russell, University of Georgia; Mark Carter, Silliker Labs; Michael Robach, vice president, Corporate Food Safety & Regulatory Affairs, Cargill. Inc.; Roy Betts, Campden & Chorleywood Research Association; George Paoli, USDA; D. H. Kang, Washington State University; and Karen Silbernagel, AOAC.
A special event follows the symposium. 3M's division of microbiology invites those attending the symposium to visit its new customer innovation center and meet key scientists, researcher and others on Tuesday, Oct. 17, from 1 to 5 p.m. Transportation from the symposium will be available.
The Food Microbiology Symposium attracts a diverse community of attendees from education, industry and business. The program is suitable for food scientists and technologists, quality assurance supervisors, food laboratory directors, microbiologists, consultants, researchers and graduate students interested in food microbiology.
Registrations for the symposium are accepted on a first-come, first served basis. The $600 fee includes conference manual, abstracts of the presentations, meals, breaks, and the banquet on Oct. 16. The symposium is free to UWRF students and faculty.
For additional information on the symposium, email email@example.com or visit the Web site at http://www.uwrf.edu/food-science, click on the links to workshops and then the link to the Food Microbiology Symposium. For more information, contact Professor P.C. Vasavada, conference director at 715-425-3150.
Last updated:
Thursday, 22-Apr-2010 16:07:38 Central Daylight Time
University of Wisconsin - River Falls


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Donald Davidson
Davidson, Donald Herbert
Donald Herbert Davidson, 1917–2003, American philosopher, b. Springfield, Mass., grad. Harvard (B.A., 1939; Ph.D., 1949). A student of W. V. Quine, Davidson emerged as one of the major figures in post–World War II analytic philosophy. His early work in the theory of decision-making was followed by that in which he argued that reasons can be the causes of human actions. Davidson subsequently developed a philosophy of language, a central tenet of which is that knowing the meaning of a sentence is a matter of knowing the conditions under which it is true. Davidson's views on language and mind led him to reject both scepticism and conceptual relativism, i.e., the idea that human beings can possess radically divergent conceptual schemes such that some cannot, in principle, be translated into others. Davidson taught at a number of universities, including Stanford, Princeton, Chicago, and Berkeley. His works include Essays on Actions and Events (1980), Inquiries into Truth and Interpretation (1984), and Subjective, Intersubjective, Objective (2001).
See studies by E. Lepore, ed. (1986); S. Evnine (1991); G. Preyer et al., ed., (1994).
Donald Davidson: Selected full-text books and articles
Kathrin Glüer.
Oxford University Press, 2011
Donald Davidson.
Clarendon Press, 2001
Donald Davidson.
Clarendon Press, 1980
Donald Davidson.
Clarendon Press, 1984
Donald Davidson.
Clarendon, 2004
Donald Davidson.
Clarendon Press, 2005
Jeff Malpas.
Routledge, 2002
Nancy K. Frankenberry.
Cambridge University Press, 2002
Charles Altieri.
University of Massachusetts Press, 1981
Ernie Lepore; Kirk Ludwig.
Clarendon Press, 2005
Reed Way Dasenbrock.
Pennsylvania State University Press, 1993
Hans-Johann Glock.
Cambridge University Press, 2003


text:
Shujaat Bukhari
In J&K, many people had disappeared while in custody
People ready to give double the Government compensation of Rs. 1 lakh to know their kin's whereaboutsA woman says disappearances are taking place even under Azad's rule
SRINAGAR: Scores of people assembled in a local park here on Monday sat silently for many hours to register their protest.
It was a unique way to give vent to feelings by the kin of hundreds of those people who have allegedly disappeared while in custody in the last 16 years.
Rejecting the Government's offer to give cash compensation that too after proper verification, many offered double the amount to the Government just to let them know "whether my relative is dead or alive and if dead give us the body." The Government had offered Rs. one lakh as relief.
In the crowd there is a young woman who swore that she would not marry till the whereabouts of her brother were known.
Hameeda is one who has made up her mind to say no to the compensation that the Government is offering. Her brother Bashir Ahmad was allegedly picked up by troops of the 61 Battalion of the Border Security Force on June 17, 2003 from his residence in Naid Kadal area of Srinagar at 1.30 a.m.
His whereabouts are not known since then, despite his parents and Hameeda running from pillar to post to find what happened to Bashir after that ill-fated night of 2003.
Disappearances rising
Though the number of disappearances is rising with each passing day, the parents and relatives of disappeared persons are relentless in their struggle for justice Parveena Ahangar, the woman who founded the Association of Parents of Disappeared Persons (APDP) a decade ago, is leading the affected families going from Srinagar to Delhi to Manila and Bangkok to plead their case.


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UN Special Rapporteur on human rights and hazardous substances and wastes Baskut Tuncak on Wednesday called on Kazakhstan to increase protections for individuals who live in toxic areas within the country. Tuncak was on an a 14-day mission, during which he visited several cities and towns within ...[read more]
The UN Human Rights Council and delegates from Pacific island nations met Friday to discuss the impact of climate change on human rights. Many of the panelists agreed that climate change would impede on the right to self-determination of the people of the islands and could undercut the ability of ...[read more]
A group of UN human rights experts on Wednesday welcomed a decision by the government of the Netherlands to offer aid to municipalities that provide emergency shelter to homeless migrants. The UN experts described the decision as a welcome change from the Netherlands' refusal to support those who ...[read more]
UN Special Rapporteur on the right to food, Olivier De Schutter, on Friday praised the international community's collective adoption of laws, policies and strategies further entrenching the right to food over the past decade. De Schutter emphasized in his final report to the UN General Assembly ...[read more]
On June 22, 2009, US President Obama signed the Family Smoking and Tobacco Prevention Act (FSTPA) into law, authorizing the Food and Drug Administration (FDA) to regulate tobacco products. The focus of FSTPA was to curb tobacco companies' potential influence over children while preserving the ...[read more]
A group of UN independent experts urged the World Bank on Thursday to adopt human rights standards that will protect vulnerable populations at the World Bank's meeting on the organization's social policies. The UN experts want to ensure that the World Bank will respect human rights in all their ...[read more]
On April 29, 2011, the Canada Supreme Court ruled that Ontario's Agricultural Employees Protection Act (AEPA), which denies agricultural workers the right to unionize and engage in collective bargaining, does not violate the Canadian Charter of Rights and Freedoms. The court determined in an 8-1 ...[read more]
JURIST Guest Columnist Robert Westley of the Tulane University Law School says that a recent Ninth Circuit decision upholding the Washington state's cut to a food aid program for legal immigrants is a prime example of how constitutional formalism justifies leaving some members of the political ...[read more]
UN Special Rapporteur on the Right to Food Olivier De Schutter said Friday that the World Trade Organization (WTO) must make food security a top priority at its global trade talks next month. De Schutter stressed that WTO policies do not adequately ensure the right to food in developing countries, ...[read more]
UN Special Rapporteur on the Right to Food, Olivier De Schutter, announced on Thursday that he supports a Mexican constitutional reform which recognizes the right to food. The reform targets articles 4 and 27 of the Mexican constitution. Article 4 guarantees that "o one may be deprived of the fr... ...[read more]


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LUSH Dark Angels
289 reviews
72% would repurchase
Package Quality: 3.2
Price: $$$
Package Quality: 3.2
Price: $$$
INGREDIENTSRhassoul Mud, Cold Pressed Avocado Oil, Glycerine, Powdered Charcoal, Black Sugar, Sodium Lauroyl Sarcosinate, Perfume, Linalool, Sandalwood Oil, Rosewood oil (VEGAN)
on 11/6/2009 11:34:00 PM
Age: 19-24
Skin: Very Oily, Tan, Not Sure
Hair: Black, Other, Other
Eyes: Other
I love love love LUSH because of this product. Before using their products my skin was terrible. My acne was out of control! I literally tried everything out there. I was desperate for clear skin and i found it with this. For some reason this product and "Fresh Pharmacy" did the trick. I do 50/50 of each in a small container and there you go, i have my little miracle in a container. It does take time.. but it's work it. I also you the "Tea Tree Water" toner. Works like magic for me.
on 11/1/2009 10:50:00 AM
Age: 19-24
Skin: Acne-prone, Fair-Medium, Warm
Hair: Brown, Wavy, Coarse
Eyes: Brown
Coal face was better than Fresh Farmacy for my face. But once this came out, everything changed. This is, in my opinion, the best cleanser for oily/acne prone skin LUSH has. It exfoliates the dead skin cells away, sucks up oil, and treats all at the same time... but it doesn't leave your skin feeling parched. Not that it matters, you can just follow up with one of their amazing toners/moisturizers.
on 10/31/2009 5:20:00 PM
Age: 25-29
Skin: Acne-prone, Fair, Not Sure
Hair: Blond, Other, Other
Eyes: Blue
So messy but I love it! Okay, I grant - this stuff makes a mess in the sink, on your towel, and in your fingernails, and it's hard to rinse all of it off. BUT if you use it in the shower you can avoid those problems. And it does wonders for my face! I can take the exfoliation but it's really grainy, so anyone with a sensitive face should sample first. I love the charcoal - I leave this on and let it dry a bit, kind of like a mask. To me it's worth all the mess.
on 10/18/2009 11:23:00 PM
Age: 19-24
Skin: Oily, Fair-Medium, Not Sure
Hair: Brunette, Other, Other
Eyes: Brown
this was my first LUSH skincare product and I'm in love!!!!! the sales girl talked me into buying this cuz she says it helps w/ acne scars and she did a little demo on the back of my hand to feel how smooth it is after using it. It is kinda expensive, I got the one in the container for almost $13 but a little goes a long way. What I do is after I remove my makeup, I break it up into a small piece, wet it w/ some water and apply it to my face, I wait for about 30 sec til I wash it off in the shower and it leaves my skin soooooooooooooooooooooooooooooooooooooooooooooooooooooooooo unbelievably soft!!!!! I also noticed that it helps w/ my acne too, I don't get breakouts and my skin texture is smooth on the surface and whenever I apply foundation it looks great!!! I would definitely buy this when I run out
on 10/15/2009 7:09:00 PM
Age: 19-24
Skin: Oily, Fair-Medium, Neutral
Hair: Red, Wavy, Medium
Eyes: Hazel
Ah, Dark Angels. This product was my first venture into the wild world of LUSH. Because I am roundabout 50 miles away from my nearest counter/store, getting a sample was all but out of the question for me, so I took the plunge and bought a chunk of it from the LUSH website.
It comes in a little package not unlike the plastic containers you'd get when purchasing food from a deli. I've had my chunk for about a month now (this isn't the kind of product you'd want to use every day), and it's kept quite well.
This is without a doubt, the strangest smelling, messiest product I have ever used. In the beginning, I thought I'd be bold and try my luck with using it a couple evenings a week in the sink when I removed my makeup. It got black stuff EVERYWHERE (granted it was pretty easy to wipe up, and the little spots of it I would accidentally get on towels washed out easily), so now I only use this product every three or so days in the shower. It's still quite messy, and it's very close to impossible to use this cleaner and not have some sort of lingering residue after stepping out of the shower. I had a bit of a runny nose when I first started using this product, so imagine my shock when I blew my nose later in the day only to discover the contents of my tissue had turned black from the Dark Angels remnants that had found their way into my nose! Gross, I know, but it's become par for the course with this product. I've found bits of it in my hair, in my ears, around my eyes... it's very messy, although at the same time it can be quite fun to smear black muck all over your face.
So does it work? In all honesty, I haven't seen any results from this product, positive or otherwise. It didn't break me out, but it didn't do a thing for blackheads, enlarged pores, or any other "problem skin" symptom that the website description mentioned. As an exfoliator, it left my skin very soft, but there are a myriad of other (less messy!) products that do that.
Will I buy again? No. I'm having a heck of a time using up what I've got now. My advice to anyone interested in this product would be to try a sample first, or go in on a chunk with friends.
Two lippies, because it seemed promising, functional and fun, but turned out to be ineffective and messy.
on 10/12/2009 4:14:00 PM
Age: 25-29
Skin: Combination, Fair-Medium, Not Sure
Hair: Brown, Other, Other
Eyes: Brown
This is not a cleansesr. It's a scrub. And it's very grainy.... the coal pieces are HUGE. I don't even know if it's coal or almond grounds. But it's quite chunky. If you think St Ives apricot scrub is too grainy and damaging to your skin, you'll think Dark Angels is worse. I hate how messy this cleanser is especially b/c it's BLACK. I've used Angels on Bare Skin and Herbalism before, and had no problem with their messiness. Dark Angels is the messiest ever, even in the shower. It doesn't help with my skin either... My skin doesn't improve, nor did it get worse. I have normal behaving skin to begin with... not much problems to treat. The WORST thing about this "cleanser" is that the black stain STAYS on my skin. I rinse my face with water for a while before stepping out of shower. Then i use toner and wipe my face, and i always see black stains coming out! I really don't know how i feel about this cleanser not rinsing off completely. Sometimes, the black pieces were stuck in my hairlines. I don't think i'll repurchase this. I hate that i have to use up the whole tub in 3 months... although i only bought like $7 worth of it, i can't see myself finishing it anytime soon. Too gross...
on 10/12/2009 3:50:00 AM
Age: 19-24
Skin: Dry, Fair-Medium, Warm
Hair: Red, Wavy, Medium
Eyes: Brown
I brought this because i wanted to see an improvement in my skin! Well i didnt notice a change.The only difference was my face was soft! I am not sure what i was expecting..hmm i guess maybe a new face but it was just ok. I put this on my face and it looked like mud then after wards i washed it and my face was soft! I give it 3 lippies only because of the softness but other than that that is it! I wont buy this again only because the little bit that is did buy will last me forever!
on 10/7/2009 10:06:00 PM
Age: 19-24
Skin: Combination, Fair, Not Sure
Hair: Brunette, Wavy, Medium
Eyes: Brown
UPDATE: 12/19/09--- Been using this for almost 3 months and still love it. It's a keeper!! -----
I was anxious to review this immediately after I tried it, but I know better with skincare products. I've been using Dark Angels for about a month now (2-3 a week) and I can say officially that I LOVE IT! It's super fun to use. Black, gooey junk all over your face... love it. No surprise it is messy, so use it in the shower. It washes off your face and the shower floor easily. I apply it as a mask/scrub, leaving it on for about 5 minutes total. Only rub it around gently, any more might cause irritation. It leaves my face feeling super soft and smooth and dare I say more even-toned??? Yes! As for the smell, I like it much better than Coal Face. I have not experienced any breakouts form this. And if I use it consistently I see a significant reduction in breakouts. This is everything I hoped Coal Face would be. Awesome. Never discontinue this, LUSH. Rating will be upped to 5 if I still like it in a few weeks- fingers crossed!
on 10/6/2009 5:54:00 PM
Age: 19-24
Skin: Acne-prone, Olive, Not Sure
Hair: Black, Other, Other
Eyes: Brown
I was a Coalface fan before Dark Angels has released. This is definitely my new HG!!! I've been using it everyday although I don't find it harsh on my acne-prone skin but it has dramatically improved my skin texture instead. I love how it leaves my skin soft not squeaky clean like Coal face. I've also noticed my blackheads on my nose were mostly gone. And like many other says - those black residues it leaves behind doesn't impress but for me I just simply wipe it out with Lush Tea Tree Water which has work wonders!!! The only bad thing is, it creates extra work cleaning up fingernails. I'd still give it 5 lippies though...cuz this is the best cleanser for me so far ;)
on 10/5/2009 3:21:00 PM
Age: 36-43
Skin: Combination, Fair, Cool
Hair: Red, Straight, Coarse
Eyes: Blue
I love licorice so I like the way this smells. It's fun to use and my face feels soft afterwards. My only complaint is that it leaves black residue in my pores, so I have to remove this cleanser with a washcloth. But after using at night and following it with Eau Roma Water toner and Celestial moisturizer, my skin felt amazing.
Popular Cleansers


text:
Most women would like to live with another woman because they feel they are compatible, says Zadoff, whose program assists 2,600 people a year but is unable to match them all. "We have many more inquiries than we used to have."
What's responsible for the increasing figures? "This thing called the economy is why women are more interested now," says Marianne Kilkenny, founder of Women Living in Community, an organization committed to creating groups to live in communities or co-share housing.
A retired human resources executive from Silicon Valley, Kilkenny has first-hand experience in community living and roommate situations.
As with any big decision, you have to have a push and pull, says Kilkenny. "My push was to leave corporate America and both my parents had passed away. The thought of me and my future was the push. The pull here was two things: Asheville is a woman's town and I was reading Joan Medlicott."
After moving to Asheville, N.C., in 2006 the retiree has experimented with numerous living arrangements since relocating to her small community consisting of three separate homes.
"I shared a home with another woman," says Kilkenny. "We shared the same name."
The two Mariannes found each after attending the same spiritual home, and before long were sharing everything from common space to cooking.
"I think women are ahead of the curve. Monetarily this makes a lot of sense," says Marianne Kilkenny.
Joan Medlicott is unsure of what inspired her to begin writing her novels centered around older women sharing a home but the idea came to her many years ago. "I was in the bathtub one night and these ladies appeared [not in physical form] and started talking to me," says Medlicott. "It just came through the top of my head. Maybe somewhere deep down inside I remembered the Golden Girls. I used to watch them. Perhaps that was the original inspiration."
Although the write has never co-shared a home, she's a proponent of shared living.
"From my vantage point looking backward, I'm 78, I would prefer to live with a group of women.It would be companionable," says Medlicott. I think if something happened to my husband I would absolutely never have another man in my life."
"I don't think it's necessary for people to live lonely and in isolation, I just think that is the worst thing," says Medlicott.
If you're going to share a home, Medlicott says you need tolerance, communication and a framework for dealing with issues that may crop up from sharing a home.
But, seniors aren't repeating the follies of their youth. Where many times financial needs or college roommate selection could pair off two individuals who fail to mesh, seniors who are exploring senior communities, home-sharing or roommate situations avoid strife by matching personalities.
"You think you know your friend and then when you move in and you might be in for a big surprise," says Sandra Timmermann, a gerontologist and director of the MetLife Mature Market Institute in Westport, Conn. "It could be an odd couple situation. "
To prepare for co-sharing those considering a roommate should approach it like a marriage or business relationship. A few questions to ask before co-sharing, says Timmermann: How are both of you prepared for illnesses? How do you really deal with that as you're both aging?


text:
Was Andre Agassi a better pure ball striker than Federer?
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Join Date: Apr 2004
Posts: 4,611
Originally Posted by
What do you guys think? Federer is undeniably the GOAT, but in terms of pure ball striking ability, I have to say it's Agassi. His ability to hit the ball so early and hit it as flat as he did was otherworldly. I don't think Federer - even in his prime - punished opponents and fired the ball from one side of the court to the other as well as Agassi.
Depends on what you mean by "pure ball striker".
He was much much better at taking the ball early, and pounding it with power and control...part of that is due his magnificent 2 handed backhand....big contrast with Fed's one hander.
In that sense....taking the ball very early...being able to control the point offensively..yes Agassi was ahead of Fed. Even in their US open matches when Andre was half in the grave, you could see that at times.
I usually think of "pure ball striking" as the ability to consistently hit the sweet spot with perfect timing of the acceleration of the swing. All pros do this inhumanely well compared to amateurs...but some are way ahead and here as well Agassi is way ahead of Fed. Though Fed is absolutely outstanding at times, his shanking puts him way behind Agassi. (Maybe Andre's big racquet helps a bit with the outright shanks, though if you shank the ball with a 90, it wasn't going to be a good shot by pro standards with any racquet).
On the other hand, in terms of spectacular shotmaking, Fed may be ahead of Andre, in that when everything was flowing for him, his more improvisational style of swing, allowed him to come up with unpredictable and devastating winners from all over the place.
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text:
This Hot Bikini Babe wants a lotion rub - just make sure it's okay with her...
Screen Junkies takes on the UK as our own Hal Rudnick gets some one-on-one ...
very majestic
Makes you wonder how he is holding her up.
In This Picture: Photo of figure skater making face
I would love to ice skate down that neck.
When tires and shoes no longer work, it is the little girl with ice skates ...
Dallas is a personal trainer who also enjoys playing in the snow. She enjo...
In this photo: Image of Blackhawks Ice Crew
An ice skater with a woman's head coming out of his arse
Bringing their issues on the ice...real mature
In this photo: Image of a Blackhawks Ice Girl
At least there's ONE statue that likes Skateboarding
No skateboard sign in front of a skate shop.
Funny accident ice skater
He sees you.


text:
Leyva edges Horton in 1st day of US championships
ST. PAUL, Minn. Danell Leyva keeps this up, and his coach and stepfather, Yin Alvarez, is going to need oxygen.
Leyva edged world bronze medalist Jonathan Horton on Wednesday in the first day of competition at the U.S. gymnastics championships, sending the excitable Alvarez into a veritable frenzy. With 92.5 points, Leyva was more than 2 points ahead of Horton going into Friday night's finals.
"Friday, it's going to be a great meet," said Alvarez, who sways, hops and gives little kicks of his feet during Leyva's routines and celebrates good scores with fist pumps and short sprints around the floor. "Friday night, you're going to see the best meet ever."
Horton, trying to become the first three-time winner since 2004 Olympic champion Paul Hamm, finished with 90.4 points after falling of pommel horse and backpedaling several steps on his vault landing.
"It drives me," Horton said. "I know if I really hit my routines, I would score what he scored tonight or better."
Steve Legendre was third with 89.4 points and three-time U.S. junior champ John Orozco had 89.2 after a strange mistake on pommel horse. The P.A. announcer mixed up the competitors and announced Orozco's name when he was already in the middle of his pommel horse routine. A few seconds later, Orozco fell off.
Leyva has been gunning for the top U.S. spot for a while now. In fact, when Hamm returned for the 2008 nationals, Alvarez said all Leyva could talk about was beating the only U.S. man to win the world and Olympic titles. Never mind that Leyva was all of 16 then, and was competing at his first nationals as a senior.
So it's no surprise that finishing second to Horton last year has been driving him.
"So much. Sooo much," Leyva said. "Especially with Jon."
The two are good friends, but Horton can trash talk with the best of them and he's reminded Leyva about last year's results a time or two. But for the next two days, the bragging rights belong to Leyva.
He finished with the top scores on both high bar and parallel bars, and that 16.9 on high bar was the highest score of the night. Both routines were jam-packed with difficulty, but Leyva did them with such ease and fluidity they looked like child's play. While other gymnasts can't help but scrape their toes on the floor on parallel bars, Leyva was smooth as he moving from one skill under the bar to another. When he flipped from one handstand above the bars into another, he came to a dead stop, not swaying or wobbling a bit.
But it was high bar that brought down the house - and prompted a show of his own by Alvarez.
Leyva did four release moves, launching himself so high into the air the folks in the first few rows had to look up to see them, then easily grabbed the bar on his way back down. There was no hesitation, no cover-your-eyes fear he was going to crash. When he was upright in a handstand, he did a little hop, prompting a loud "Oooh!" from the crowd.


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Cheap RFD to Wenzhou flights
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Playground for the rats!!
posted 7 years ago
These make great playgrounds for rats!! If you get the largest ones they work for the ferrets too!! THey get alot of exercise. If you are real good you can teach your rats different tricks using different things on the playground. Ferrets are very nosy creatures. So you know they love this neat interesting thing. It is made of wood and left unattended the rats will eventually chew it up. If they use the toilet on this make sure you clean it up right away.
Pros: Perfect playground for rats.
Cons: Made of wood and it gets chewed.
2 of 2 people found this review helpful.
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Wood doesn't LAST
posted 7 years ago
My small parrot shredded this thing quickly. It is made of wood and she chewed on it to its death. The colors attracted her which was nice. However, cleaning this thing was harded than I thought it would be. It was alright, but there are products out there that I could have gotten more use out of.
Pros: CHeap, colorful, chewable
Cons: Doesnt last, hard to clean
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Gollapudi Srinivasa Rao
HRD Ministry sanctions Rs. 1 cr. towards engineering colleges' teacher training
Two-week training in all disciplines for faculty of rural engineering colleges across three States
There are 320 engineering colleges with 30,000 teachers in Andhra Pradesh
WARANGAL: The National Institute of Technology (NIT) is one among the few premier technical institutions that was chosen for a noble and prestigious task.
The Ministry of HRD has sanctioned around Rs. 1 crore towards training faculty members of private rural engineering colleges in the country.
Accordingly, the NIT would offer two-week training programme in all disciplines for teaching faculty working in private rural engineering colleges of Andhra Pradesh, Karnataka and Maharashtra.
In an interview to The Hindu, NIT, Warangal Director Y. V. Rao said there were 320 engineering colleges in the State, mostly private and about 30,000 teachers were employed. A majority of them need orientation, skill improvement and advanced training to cater better to the students thronging technical institutions. "The Government of India has come out with a great plan to train the teachers working in private engineering college in view of the declining quality of education. It has selected IITs, IIMs and NITs and NIT Warangal is one among them and only institution in Andhra Pradesh," he explained.
The HRD Ministry proposes to cover at least 10,000 teachers this summer and the task before the NIT Warangal was to train a minimum 1,000.
The institute had already chalked out a plan to conduct 18 programmes in various disciplines each comprising 50 participants. It would train 800 to 1,000 in the next two months as part of the 'Summer School' concept of Government of India.
Set of three
Prof. Rao said they conceived three different programmes to suit the needs of teachers - induction programme for fresh teachers; refresher course and advanced technology programme which is skill development in thrust areas. To begin with, two programmes - one in electronics and the other in computers would start on May 19. It would be a two-week complete residential programme .


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Sire: Shamardal
Dam: Generosa
Sire of Dam: Generous
b M 8YO. (31/10/2006)
Owners: Patinack Farm Racing Syndicate (Mgr: N Tinkler)
Lot: 681 - 2008 Inglis Australian Easter Yearling Sale Ses 2
Vendor: PRINCES FARM, Castlereagh
Buyer: Anthony Cummings Thoroughbreds
Sale Price: $130,000.00
Career: 23: 6 - 5 - 2 - $639,755
Stakes Race Career:
16: 2 - 3 - 2
Fast Clip expected for Newcastle Newmarket
Winning Return for No Evidence Needed
Southern Cross - Betting wrap and jockey comments
All the latest horse racing form, betting odds, news, breeding, jockey and trainer information for NO EVIDENCE NEEDED. NO EVIDENCE NEEDED is a mare born in 31/10/2006 by Shamardal out of Generosa, trained by the John P Thompson stable.
The current race record for NO EVIDENCE NEEDED is 6 wins from 23 starts with prizemoney of $639,755.00
*State exclusions apply to some offers. Please check T&Cs of each offer with the bookmaker
Copyright © Racing Internet Services Pty Ltd. 2015


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high on honeysuckle
Joined: Nov 2006
Location: Home of AndrewJackson
Oddometer: 3,495
Middle Tennessee Tag Riders
Brief overview of game.
A Game that's often called a tag-o-rama on this forum.
Once a picture is posted a new rider/player must take the same picture, or tag as it's referred to, and post the same picture with his/her bike in the photo. Once this is done he/she is obligated to find a new tag and also post it for another rider to do the same.
Your first priority of this game is to have fun riding and do it safely.
All of the above must be in compliance all of the below.
Code of Conduct or often called the stinking rules;
1) NO FILE PHOTOS CAN BE USED for either tag which means you cannot use old photos you have on hand. The first eligible post to this thread wins the tag.
1a) Try to reproduce the photo as well as possible from memory. If something's blocking your way, just do your best...the idea is to prove you were there; not to critique composition. You may only submit one photo for a tag. You may only capture a tag with one photo and only one tag can be played at a time.
2) Your photo must be taken from an area accessible to the public. Let's try and keep it legal. In the interest of as much participation as possible, the area should be accessible to all motorcycles. This means the tag location should be accessible via public road. Pavement is optional. Private property is okay as long as it is intended for public use and is open to the public (not gated/signed). A tag may not be taken nor placed inside a 'pay area'. If you have to pay to get in, you're out of bounds. IF road conditions could be challenging to anyone other than yourself, please make note of that in your post.
3) Time limits/your grace period; The winner of a current tag makes the next tag; preferably on the same outing to keep the ball rolling. The winner has 24 hours* after tagging the current location to post a new tag.
3a) The 24 hour period is a GRACE PERIOD, during which*no one*may steal the tag from the current winner. If, however, the winner fails to*post a new tag within the grace period, the protections afforded are now gone, and anyone can steal the tag by grabbing the "current tag" and posting a new tag.
For example, have a look at the first photo posted to in this thread...the one with the Arlington Wine Barrel, it is considered the "current tag".*If a player tagged this sign and posted his picture of the sign but failed to post a new tag within 24 hours, then the Wine Barrel remains as the current tag.
In other words, after the 24 hour grace period expires with no new tag being posted, anyone can grab the "current tag". At this point the winner becomes the one who posts a NEW tag first.*You snooze you loose.
3b) IN CASE OF A BRUCE. (Bruce's happen when one of more players post the current tag within minutes of each other). The first poster owns the tag for 24 hours. But if he/she fails to repost a new tag the one(s) who got bruced can pounce on the opportunity of the time expiration and post their new tag without retaking a picture of the current tag. To be consider being "bruced" you must also post your picture behind the winner showing the time and proving that you got bruced.
3c) Once a new tag is posted, it is the new current tag. In other words, no changing the new tag once it's posted...time remaining in the 24 hour period or not. Why? Because someone may have already gone out for it.
4) 12hr grace extension request. You can request a 12hr time extension over the 24hr rule BUT it must be stated at the time you post the current tag.
Example, say the current tag is in Pickett Co and you tagged it but had your heart set on a new tag in East of the Tennessee River in Hardin Co. to post. You can request this time extension at the time you post the current tag and will be given an additional 12hr grace period to fulfill your plans. (please be considerate of others, 36hrs is a long time to wait for eager tag riders)
5) The bike in the photo must have gotten there under its own power (or rather the bike you're riding) must appear in the photo. Bikes on trailers or in the back of trucks are not accepted as a valid tag. The point of the game is to ride your bike to chase these tags down.
5a) You can crop and color-correct your photos, but you may not digitally (nor by conventional means) insert a motorcycle or a background.
6) Gotta have boundaries. Please consult the attached map. If you're within the yellow counties plus Hardin County East of the TN River, you're in bounds. Again, gated and/or pay areas are out of bounds even if they fall within the allowed counties. Going out of bounds to get to an in bounds tag is acceptable.
7) Clues; Please don't post the whereabouts of or hints to a current tag until someone has tagged it. If a tag just starts taking too long, the original poster may start giving hints. ONLY the original poster can post hints and at his discretion and when to do so.
7a) If a tag fails to get any response due to distance, location or otherwise it will be up to the original tagger or the "keeper of the code" to delete that tag and repost another or hand that obligation off to another rider.
8) You can't tag your own tag. Group tags should be limited as to not "bogart" the thread and keep others from participating.
9) No whining. State your case and the Pirate Lords of Middle Tennessee will determine your fate.
10) Imaginary points....are just that, try to earn as many as possible.
* 05FJR/88K75c/97M3 *
Mid-TN Tag Riders
richarddacat screwed with this post 04-11-2014 at 06:24 AM
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text: Front Back Remote Right Photos (17) Video View larger Kenwood Excelon DNX9960 Navigation receiver (New Stock) Item #: 113DNX9960 25 Reviews This item is no longer available. Original Price: $1,449.99 Shop all In-dash GPS Navigation Need help? 1.888.955.6000 Email Chat Ask an expert advisor No pressure, no commission — just lots of good advice from our highly trained staff.


text: This print is in a rare, oversized format known as nagaban. It shows the two principle characters of the popular kabuki play Love Suicide of Ohan and Chōemon at the Katsura River, which tells the true story of a doomed relationship between a thirty-eight-year-old silk merchant and his fourteen-year-old neighbor. The image of a man carrying his lover, and the presence of a willow tree in the background, refer to an episode in one of Japan's great literary classics, the Tales of Ise, in which a future empress elopes with a poet.


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Wednesday, December 18, 2013
About Me
- Name: Greg Mankiw
- Location: United States
I am a professor and chairman of the economics department at Harvard University, where I teach introductory economics (ec 10). I use this blog to keep in touch with my current and former students. Teachers and students at other schools, as well as others interested in economic issues, are welcome to use this resource.
Naked Self Promotion
Previous Posts
- On Measuring Changes in Income
- A T Shirt for Princeton Students
- Bad News for New PhDs
- More Selective than Harvard
- Answer Sheet
- A Harvard Victory
- EITC is better than the Minimum Wage
- A Fun Quiz
- The Progressivity of the Current Tax Code
- Two Random Things That Made Me Smile
Advice for Students
- Advice for Aspiring Economists
- Where do economists come from?
- Choosing a Graduate Program
- Working Before Grad School
- Advice for Grad Students
- Advice for New Junior Faculty
- Which math courses?
- Why Aspiring Economists Need Math
- Love Econ, Bad at Math
- Summer Reading List
- JD vs PhD: My Story
- My Life as a Student
- PhD or not?
- Education Beyond the Classroom
- An engineer seeks career advice
- A Question about Learning Economics
- Good Academic, Bad Human Being
- Are B-school economists different?
- How to Write Well


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While your saved lists are no longer available, we promise it will be worth the wait!
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McCormick® Salad Toppins provides a delicious flavor twist, as well as texture, to this pasta salad.
8 ounces pasta, such as bow-tie or penne
1 cup Italian salad dressing
2 tablespoons McCormick® Perfect Pinch® Salad Supreme Seasoning
3 cups assorted vegetables, such as broccoli florets, sliced carrots, yellow bell pepper strips and cherry tomato halves
1/2 cup chopped red onion
3/4 cup McCormick® Salad Toppins™
Cook pasta as directed on package. Rinse under cold water; drain well.
Place pasta in large bowl. Add dressing, Seasoning, vegetables and 1/2 cup of the Salad Toppins; toss gently. Cover.
Refrigerate until ready to serve. Toss lightly before serving. Sprinkle remaining 1/4 cup Salad Toppins over salad.
(Amount per serving)


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Overview of content related to 'passwords'
This page provides an overview of 1 article related to 'passwords'. Note that filters may be applied to display a sub-set of articles in this category (see FAQs on filtering for usage tips). Select this link to remove all filters.
A password is a secret word or string of characters that is used for authentication, to prove identity or gain access to a resource (example: an access code is a type of password). The password should be kept secret from those not allowed access. (Excerpt from Wikipedia article: Password)
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Never Waste a Good Crisis: Innovation and Technology in Institutions
Tore Hoel reports on the CETIS 2010 Conference, 15 - 16 November 2010 at the National College for Leadership of Schools and Childrens' Services Conference Centre, Nottingham.
January 2011, issue66, event report


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There is a GTA regional forum- Toronto. We have a hard time getting the crowd together, but that is how we try.
Bob Carnie was nice to host a bbq when Nicole was in town, and a number of apugers turned up to network.
The next big event that I'm doing is the fall workshop that Elevator is running. There should be a good apug crew turning up when the gallery showing of the prints goes up after that workshop.
If you are short on paper and chems first up, get in touch. My freezer is overflowing with paper (some film too) and we can raw mix enough chems if cash is short after the move for you to stock up.


text:
Division Series - Detroit Tigers v Oakland Athletics - Game Five
Similar imagesView all
Coco Crisp of the Oakland Athletics stands in the dugout prior to the... News PhotoAmerican League,Baseball - Sport,California,Coco Crisp,Detroit Tigers,Dugout,Major League Baseball,Match - Sport,Oakland - California,Oakland Athletics,Sport,Stadium,Standing,USA,Vertical,o.Co ColiseumPhotographer Michael ZagarisCollection: Getty Images Sport 2012 Michael ZagarisOAKLAND, CA - OCTOBER 11: Coco Crisp #4 of the Oakland Athletics stands in the dugout prior to the game against the Detroit Tigers at the Oakland-Alameda County Coliseum on October 11, 2012 in Oakland, California. The Tigers defeated the Athletics 6-0. (Photo by Michael Zagaris/Oakland Athletics/Getty Images)


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Recommended Just For You
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Baby announcements are beautiful
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Absolutely gorgeous!
Our family has used Magnet Street for all of our major events. From our Wedding STDs and invitations to our daughters' birth announcements. They always get it right. I am an event planner and I always recommend Magnet Street to my clients. They are very professional with their customer service. I am definitely a returning client.
Birthday Magnet
I am thrilled with the magnet I ordered and the service was fantastic. I received the order a lot faster than I anticipated!
Twins Announcement
LOVE my announcements! Magnet street did a wonderful job. This is my 3rd purchase and always satisfied.


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1959 MGA project is perfect for shop or individual with knowledge of these cars. Car is completely disassembled. Over $6400 new parts and engine... More
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All vehicle trades considered, including classics and performance. Introduced in 1955, the MGA is truly a classic British roadster that represented a great new look... More
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After-School Storytime-CANCELLED
Nov 1 2013 4:30PM - Nov 1 2013 5:15PM
Nov 8 2013 4:30PM - Nov 8 2013 5:15PM
Nov 15 2013 4:30PM - Nov 15 2013 5:15PM
Program No: 11471
grades K-2After school is a great time for stories, a book-related activity and a snack. MEETING ROOM D&E Registration necessary.Because we want to make sure as many children as possible get to attend our programs, spots are guaranteed for those who are registered only if they check in when the program is scheduled to begin. The waiting list that you may sign up for is used to fill cancellations before the program. Once the program begins, openings are filled on a first-come basis, not off of the waiting list.
You will need a valid library card for each person you are registering.


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SexGild.com Screenshot History
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