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Renault Australia - Spring Style Refresh QLD Competition
Terms and Conditions
Complete an entry form via iPad at the Renault stand at The Myer Centre, Brisbane during the live activation days from Thursday 20 October 2016 – Sunday 23 October 2016 and register their details including (but not limited to) name, email address, phone number and postcode during the competition period.
1. Information on how to enter forms part of the terms of entry. Entry into the competition is deemed acceptance of these terms and conditions.
2. Entry is open to all residents of Australia, who are over the age of 18 at the time of entry. However, employees and their immediate families of Renault Australia, Salmat Digital Pty Limited, Carrspace Pty Limited, and their associated agencies and companies are not eligible to enter.
3. The competition commences on Wednesday 24 August, 2016 at 09:00 (AEST) and concludes on Monday 12 September, 2016 at 23:59 (AEST).
4. The competition will be advertised on:
● www.renault.com.au
● www.facebook.com/renaultaustralia
● https://twitter.com/renaultau
● https://www.facebook.com/msfw
● https://www.instagram.com/renaultau/
● https://www.facebook.com/EmporiumMelbourne
● In authorised Renault dealerships and their respective social media channels
● At Renault Australia live sites at Melbourne Town Hall, MSFW Hub in City Square, Melbourne CBD and Emporium
5. To enter, participants must either:
a. Complete an entry form via iPad at one of the specially marked Renault Live Sites and register their details including (but not limited to) name, address, phone number and e-mail address during the competition period;
b. Click onto the Promotion link online via one of the above websites,
and register their details including (but not limited to) name, address, phone number and e-mail address during the competition period.
6. Illegible, incomprehensible and incomplete entries will be deemed invalid.
7. Entrants in the competition may only enter once per promotion and only one (1) prize per person is permitted.
8. The Promoter reserves the right to request the Winner to provide proof of identity, proof of residency at the nominated prize delivery address and/or proof of entry validity in order to claim a prize. Proof of identification, residency and entry considered suitable for verification is at the discretion of the Promoter. In the event that the Winner cannot provide suitable proof, the Winner will forfeit the prize in whole and no substitute will be offered.
9. The Promoter reserves the right to verify the validity of entries and to disqualify any entry which, in the opinion of Promoter, includes objectionable content, profanity, potentially insulting, inflammatory or defamatory statements, disqualify any entrant who tampers with the entry process, who submits an entry that is not in accordance with these Terms & Conditions of Entry or who has, in the opinion of Promoter, engaged in conduct in entering the Promotion which is fraudulent, misleading, deceptive or generally damaging to the goodwill or reputation of the Promotion and/or Promoter. The Promoter reserves the right to disqualify the Winner if Promoter becomes aware that the Winner and/or the Winner's entry is of a type described in this clause.
10. Entries must be received by 23:59 (AEST) on Monday 12 September, 2016. The time of entry will in each case be the time online the entry is received the Promoter's database. The Promoter accepts no responsibility for any late, lost or misdirected entries due to technical disruptions, network congestion or for any other reason.
11. Any entry that is made on behalf of an Entrant by a third party will be invalid.
12. The cost of accessing the Promotional website will be dependent on the entrant's individual Internet Service Provider.
13. One (1) prize Winner will receive an Emporium gift card, a styling session and a flight and accommodation package.
The prize includes:
i. Five (5) $1,000 Gift Cards to spend at Emporium Melbourne at 287 Lonsdale St, Melbourne VIC 3000.
ii. Return economy flights for two (2) people to Melbourne from the Winner's nearest major Australian capital city
iii. One (1) three (3) hour styling session with an independent stylist at Emporium
iv. One (1) night accommodation in a minimum three (3) star hotel in Melbourne's CBD for two (2) people
14. The Total Prize is valued up to $7,900.00 (including GST).
15. Prizes cannot be transferred or cannot be redeemed for cash.
16. The Emporium Gift Cards will be valid for twelve (12) months from date of their issue and are subject to their own terms and conditions. If the Winner does not redeem any or all funds by this date, the Winner then forfeits the remaining value.
17. The Winner is responsible for any costs, including flights and accommodation, for any additional trips to Melbourne to use the Emporium Gift Cards.
18. The winner and their companion are responsible for all other expenses including spending money, meals, drinks, transfers, laundry charges, activities (unless specified), incidentals, taxes (excluding departure and any other flight associated taxes included within the Prize), energy surcharges, gratuities, services charges and all other ancillary costs.
19. The winner and travelling companion must travel at the same time, must depart from the same capital city and are responsible for transport from their residence to their nearest capital city for flight departure (Sydney, Melbourne, Brisbane, Adelaide or Perth. If the winner resides in Victoria then the flight component of the prize will not be included and the winner and their travelling companion will responsible for making their way to and from the hotel.
20. Air tickets are available on the regular scheduled services of each airline and are subject to seasonal embargos. Flight itinerary may have to be adjusted depending on the airlines departure city and their current flight schedule. Frequent Flyer points are not available from any airline.
21. A credit card imprint or cash deposit may be required from the Winner at check-in to the hotel, for all incidental charges. Once accommodation has been booked, they are non-changeable.
22. Renault Australia, Salmat Digital Pty Limited and Carrspace Pty Limited make no representation as to the safety, conditions or other issues that may exist at any destination.
23. By entering this competition, entrants accept and acknowledge full responsibility for their decision to participate in this prize should they be chosen as the Winner. The Winner release the Promoter and other organisers, their related bodies corporate, affiliates, officers, agents and employees, from all liabilities, loss and damage of any kind arising at any time out of or in connection with the acceptance of, and participation in, the prize. Without limiting the foregoing, the released parties not be liable for any injury, sickness or death, property loss or damage or other direct or indirect loss or damage of any kind, howsoever sustained or incurred, in connection with or arising out of any aspect of the prize. The Winner acknowledges that they have been warned that there is a possibility of an accident causing injury, death or property damage in accepting the prize.
24. The prize must be taken by Monday 13 March, 2017 and is subject to flight and hotel availability. The prize may not be available during peak times such as public holidays and school holidays and cannot be changed once the booking has been made.
25. Unless expressly stated in these terms and conditions all other expenses become the responsibility of the Winner.
26. If the prize is unavailable, for whatever reason, the Promoter reserves the right to substitute the prize for a prize of equal or greater value, subject to State Regulation.
27. The Promoter reserves the right to refuse to allow a Winner to take part in any or all aspects of the Competition, if the Promoter determines, based on the advice of an appropriate and relevant medical professional, that a Winner is not in the mental or physical condition necessary to be able to safely participate in the Prize. It is a condition of accepting the Prize that the Winner may be required to sign a legal release in a form determined by the Promoter in its absolute discretion.
28. Once prizes have left the Promoter's premises, the Promoter takes no responsibility for prizes damaged, delayed or lost in transit.
29. By accepting the prize, the Winner agrees to participate in and co-operate as required with all reasonable media editorial requests relating to the prize, including but not limited to, being interviewed and photographed, filmed throughout the duration of the prize.
30. In consideration for the Promoter awarding the prize to the Winner, the Winner hereby permits the Winner's image and/or voice, as recorded, photographed or filmed during the Winner's participation in the prize to appear in connection with Renault Australia or the advertising or marketing thereof, in any media whatsoever throughout the world and the Winner will not be entitled to any fee for such use.
31. In the event that for any reason whatsoever a Winner does not take an element of the prize at the time stipulated by the Promoter then that element of the prize will be forfeited by the Winner and cash will not be awarded in lieu of that element of the prize.
32. Prize values are based upon the recommended retail prices at the time of printing (inclusive of GST). The Promoter accepts no responsibility for change in prize value between now and the ultimate prize redemption date.
33. Independent financial advice should be sought as tax implications may arise as a result of accepting the prize.
34. Each valid entrant who has entered the competition over the duration of the promotional period will be entered into the draw. One (1) valid entrant will be drawn at random to become the Winner. The draw will take place at Salmat Digital Pty Limited, Level 2, 116 Miller Street, North Sydney NSW 2060, on Wednesday 14 September, 2016 at 14:00 (AEST).
35. If any particular draw is scheduled on a public holiday, the draw will be conducted on the following business day.
36. The Winner will be notified within two (2) days of the draw and will be notified of their prize in writing. The Winner will have their details published in the Public Notices section of The Australian newspaper on Thursday 22 September, 2016.
37. Prizes will be awarded to person named in the entry. In a dispute, the Promoter will request valid identification to verify identity.
38. Should an entrant's contact details change during the Promotional Period, it is the entrant's responsibility to notify the Promoter. A request to access or modify any information provided in an entry should be directed to Promoter.
39. The Prize must be claimed by Wednesday 14 December, 2016 at 17:30 (AEDT) and if the Prize remains unallocated or unclaimed, a further draw will be conducted on Thursday 15 December, 2016 at 11:00 (AEDT) at the same place as the original draw (subject to any directions given under all State Regulations). In the event of a re-drawn Winner, their details will be published in the Public Notices section of The Australian on Monday 19 December, 2016.
40. The Promoter's decision is final and the Promoter will not enter into correspondence regarding the Competition result.
41. It is a condition of accepting the Prize that the Winner must comply with all the conditions of use of the Prize and the Prize supplier's requirements.
42. It is a condition of accepting the Prize that the Winner may be required to sign a legal release in a form determined by the Promoter in its absolute discretion.
43. In the case of the intervention of any outside act, agent or event which prevents or significantly hinders the Promoter's ability to proceed with the competition on the dates and in the manner described in these terms and conditions, including but not limited to vandalism, power failures, tempests, natural disasters, acts of God, civil unrest, strike, war, act of terrorism, the Promoter may in its absolute discretion cancel the competition and recommence it from the start on the same conditions, subject to any directions given under State Regulation.
44. The Promoter shall not be liable for any loss or damage whatsoever which is suffered (including but not limited to indirect or consequential loss) or for any personal injury suffered or sustained in connection with any prize/s except for any liability which cannot be excluded by law. The Promoter is not responsible for any incorrect or inaccurate information, either caused by the phone user or for any of the equipment or programming associated with or utilised in this competition, or for any technical error, or any combination thereof that may occur in the course of the administration of this competition including any omission, interruption, deletion, defect, delay in operation or transmission, communications line or satellite network failure, theft or destruction or unauthorised access to or alteration of entries.
45. The Promoter reserves the right in its sole discretion to disqualify any individual who the Promoter has reason to believe has breached any of these conditions, or engaged in any unlawful or other improper misconduct calculated to jeopardise the fair and proper conduct of the promotion. The Promoter's legal rights to recover damages or other compensation from such an offender are reserved.
46. Renault Australia, Salmat Digital Pty Limited, Carrspace Pty Limited and their associated agencies and companies assume no responsibility for any error, omission, interruption, deletion, defect, delay in operation or transmission, communications line failure, theft or destruction or unauthorised access to, or alteration of entries, and reserves the right to take any action that may be available.
47. If for any reason this competition is not capable of running as planned, including due to infection by computer virus, bugs, tampering, unauthorised intervention, fraud, technical failures or any causes beyond the control of the Promoter, which corrupt or affect the administration, security, fairness or integrity or proper conduct of this promotion, the Promoter reserves the right in its sole discretion to disqualify any individual who tampers with the entry process, take any action that may be available, and to cancel, terminate, modify or suspend the competition, subject to any direction given under State Regulation.
48. All entries become the property of the Promoter. The Promoter collects personal information about you to enable you to participate in this promotion but no further use of this information will be made without prior consent.
49. All entries become the property of The Promoter. All opt-in entries will be entered into a database and The Promoter may use the entrant's names, addresses and telephone numbers for future promotional, marketing and publicity purposes in any media worldwide without notice and without any fee being paid unless otherwise advised by the entrant. By opting-in, entrants confirm that they allow their details to be used for this purpose. If entrants no longer consent to their details being used for future marketing purposes, the entrant should contact The Promoter on their details set out below. Any request to update, modify or delete the entrant's details should be directed to The Promoter.
50. You consent to Salmat Digital Pty Limited, on behalf of The Promoter, to collect your personal information for the purpose of conducting and promoting this competition (including but not limited to determining and notifying the Winner and prize fulfilment). Your personal information may be disclosed to third party service providers for this purpose. The entrant's personal information may be disclosed to State and Territory lottery departments and Winner's name published as required under the relevant lottery legislation. For purposes of public statements and advertisements the Promoter will only publish the Winner's surname, initial and state. A request to access, update or correct any information should be directed to the Promoter. If you are not willing for this to occur you cannot participate in the promotion.
51. The Promoter is bound by the Australian Privacy Principles (APPs) in the Privacy Act 1988 (Cth) and by entering the Competition, you (the entrant) are taken to consent to Renault Australia's privacy policy which contains information, amongst other things, about how you may access personal information that is held by Renault Australia's about you and seek correction of such information. See http://www.renault.com.au/privacy-policy to view Renault Australia's APP Privacy Policy in full. Our APP Privacy Policy also contains information about how you may complain about a breach of the APPs, or a registered code that is binding on our organisation and how Renault Australia will deal with such complaints. We may disclose your personal information to related entities and third party service providers outside Australia.
52. The Promoter is Vehicle Distributors Australia Pty Ltd of (ABN: 11 073 668 596) (trading as Renault Australia) ("Renault Australia") of Level 9, 3 Nexus Court, Mulgrave, Vic 3170.
Authorised under NSW permit no: LTPS/16/06601, ACT permit no: TP 16/01642,
SA permit no: T16/1473.
a. visit any authorised Renault dealership in Australia;
b. fully complete the official test drive form with all of the requested details (including but not limited to their full name, telephone number and a valid email address) and have a member of staff take a photocopy of their valid driver's licence; and then
c. test drive a Renault Kangoo, Renault Trafic, Renault Master, Renault Master Cab Chassis or Renault Master Bus vehicle at that authorised Renault dealership.
NSW Permit No. LTPS/16/05086 ACT Permit No. TP16/01274
a) Complete a test drive application via http://www.renault.com.au/book-a-test-drive/ and provide your full name, email address, postcode and phone number; and
b) Complete a test drive application at your nominated authorized Renault Dealership which must include your full name, date of birth, phone number and email, and
c) Complete the test drive.
*Falls Creek Resort Entry and Falls Creek Hero Pass is subject to Falls Creek's and Hotham's own terms and conditions available to see on http://www.hotham.com.au/t&c and http://www.skifalls.com.au/tc
The Privacy Officer
Vehicle Distributors Australia Pty. Ltd.
Locked Bag 2001
Brandon Park, VIC 3150
Phone: 1800 009 008
Fax: (03) 9797 4303
Email: firstname.lastname@example.com
Authorised under NSW permit no: LTPS/16/01104
Renault Customer Experience Survey Q3 Winners:
C. Robertson, NSW
M. Dalton, QLD
Information on how to enter and the prizes form part of these Terms and Conditions. Participation in this promotion is deemed acceptance of these Terms and Conditions.
For clarity, online entry can only be submitted after Eligible Purchase has been made. Both online entry and Eligible Purchase must occur within the Promotional Period.
the cancelled transaction will cease to be an Eligible Purchase, the entry will be deemed to be invalid, the Entrant will forfeit any right to or interest in the prize and the prize will be given to the Entrant with the entry judged the next-best entry.
Offer only available to the named recipient of the promotional email and the recipient's spouse or domestic partner as defined in Regulation 5 of the Road Safety (Vehicles) Regulations (Vic) 2009. Offer only available on new or demonstrator Captur vehicles ordered from 15/06/15 to 30/06/15. Applies to private buyers only and excludes fleet and government buyers. Proof of relationship to be provided to the satisfaction of Renault Australia at the time of placing an order for purchase. $1,000 voucher is inclusive of GST and is not transferable or redeemable for cash. $1,000 voucher can be used in conjunction with other current Renault retail offers subject to also complying with the requirements of those retail offers. Limit of one voucher redemption per vehicle purchased under this offer. Purchaser must produce the voucher to the dealer before the purchase order for the new or demonstrator Captur is placed by the purchaser.
1% p.a. comparison rate available for 2015 CAPTUR models ordered between 1/5/15 and 30/6/15 and delivered by 31/7/15 to approved personal applicants and 1% annual percentage rate available to approved business applicants of Renault Financial Services (Australian Credit Licence Number 391464) only; 36 month term. Excludes Government, Rental and National Fleet customers. Terms, conditions and fees apply. WARNING: This comparison rate is true only for the example given and may not include all fees and charges. Different terms, fees or other loan amounts might result in a different comparison rate. Comparison rate for the purpose of the National Credit Code is based on a 5 year secured loan of $30,000 although this offer relates to a 36 month term only. Offer of $88 per week repayment amount for 2015 CAPTUR Manual Expression Petrol models based on a recommended drive away price of $25,990 for a non-premium paint vehicle with monthly repayments of $377.39 and a final balloon payment of $12,995.00. Total amount payable over term $26,581.04. Renault reserves the right to vary, extend or withdraw this offer. Not available in conjunction with any other offer.
For the sake of clarity, individuals must both purchase (and take delivery on) an eligible Clio vehicle and fully complete and submit an entry form during the Promotional Period (but not necessarily in that order) to enter. If a purchase is made on behalf of an eligible company, only the authorised representative is permitted to complete and submit the promotional entry form. In the event more than one entry form is completed in respect to a single purchase, the Promoter may at its discretion deem all of the entries relating to that purchase ineligible.
Without limiting any other terms herein, the entrant agrees to indemnify the Promoter for any breach of the above terms.
The application email from an Eligible Offeree must nominate the Renault passenger vehicle model which the Eligible Offeree wishes to purchase (Clio, Megane, Latitude, Koleos or Renault Sport vehicles). Offer does not apply to Renault commercial vehicles.
|Entry Period
|Event Dates
|Finalist Determination Date
|Melbourne Special Edition
Melbourne Exhibition Centre, Melbourne
|7 - 8 February 2015
|23 Feb 2015 at 2pm
Adelaide Showgrounds, Wayville
|10 – 12 April 2015
|27 April 2015 at 2pm
Sydney Showground Exhibition Centre, Sydney Olympic Park
|22 – 24 May 2015
|8 June 2015 at 2pm
Brisbane Convention and Exhibition Centre, Southbank
|19 – 21 June 2015
|6 July 2015 at 2pm
Claremont Showgrounds Exhibition Centre, Claremont
|31 July – 2 August 2015
|17 Aug 2015 at 2pm
Melbourne Exhibition Centre, Melbourne
|16 – 18 October 2015
|2 Nov 2015 at 2pm
|Sydney Special Edition
Sydney Showground Exhibition Centre, Sydney Olympic Park
|7 – 8 November 2015
|23 Nov 2015 at 2pm
*Prize is subject to the prize supplier's own terms of use.
(1) One x Major Prize Winner will win a cash prize of $2,500.
The Major Prize will be awarded by the Promoter in the form of a direct bank transfer to the winner's nominated bank account.
Major prize pool value is a total of $2,500
For clarity, online entry can only be submitted after Eligible Purchase has been made. Both online entry and Eligible Purchase must occur within the Promotional Period. Orders that do not pay a deposit during the Promotional Period will be deemed invalid under clause 5 (a).
For clarity, if in satisfaction of this clause, a winner (or their spouse or domestic partner) is both an existing Renault owner AND the winner has registered their interest, they will be eligible to receive only one (1) x Bonus Prize as outlined above.
and register their details including (but not limited to) name, address, phone number and e-mail address during the competition period.
The prize includes:
*The Ski Holiday Package must be booked by Friday 21 August, 2015 and used by 27 September 2015 or by the end of the Fall Creek 2015 Winter Snow Season (whichever occurs first). Prize is subject to availability. Snow fall is not guaranteed.
**This component of the prize excludes residents of VIC, NSW and ACT and cash will not be awarded in lieu.
^ Winner and companions who reside in NSW, VIC and ACT are responsible for transport from their residence to their nearest designated Renault collection point in selected locations only, throughout NSW and VIC.
^^This prize is subject to prizes supplier's own terms of use.
^^^ This component of prize excludes residents of VIC, NSW and ACT
Authorised under NSW permit no: LTPS/15/03855, VIC permit no: 15/1156, ACT permit no: TP 15/05934, SA permit no: T15/874.


text:
Most Cited Journal of International Management Articles
The most cited articles published since 2011, extracted from Scopus.
Subsidiary roles and reverse knowledge transfer: An investigation of the effects of coordination mechanismsLarissa Rabbiosi
Volume 17, Issue 2, June 2011, Pages 97-113
In response to the increasing need to balance the pressures of global integration and local responsiveness, foreign subsidiaries must play a prominent role in the creation of knowledge that is valuable to the MNE as a whole. In this context, a key managerial problem relates to the balance between coordination mechanisms and knowledge flows from the subsidiary to the parent company, known as reverse knowledge transfer. It is crucial to understand the interdependencies between subsidiary roles and key coordination mechanisms, such as subsidiary autonomy, personal and electronic-based coordination mechanisms. This paper, therefore, offers new insights into the impact of coordination mechanisms on reverse knowledge transfer. On the basis of a data set consisting of 280 dyads between foreign subsidiaries and their parent companies, two distinctive configurations are found to positively affect the extent of reverse knowledge transfer. The first is the combination of a high degree of subsidiary autonomy and greater use of personal coordination mechanisms, and the second is the combination of low subsidiary autonomy and greater use of electronic-based coordination mechanisms. However, the relevance of these coordination configurations differs for various subsidiary roles. © 2010 Elsevier Inc.
Leveraging knowledge and competencies across space: The next frontier in international businessRam Mudambi | Tim Swift
Volume 17, Issue 3, September 2011, Pages 186-189
Multinational enterprises (MNEs) are networked firms whose subsidiaries act as nodes embedded in a variety of local contexts. This allows them to tap into many local systems of innovation to access diverse knowledge bases and integrate them to create new competencies. Currently technology is altering our conception of space and forcing us to recognize that it is a multi-dimensional concept, incorporating geographic space, technological space and personal network space. At the corporate level, MNE managers need to understand comparative strategic management, constantly looking for arbitrage opportunities that arise due to differences in resources, capabilities and institutions across the local contexts. At the functional level, in order for the MNE to integrate knowledge from diverse geographic locations, managers must recognize that valuable knowledge resides in invisible communities of practice where narrow technological specializations, personal connections and information sharing are critical means of access. © 2011.
Toward a perspective of cultural friction in international businessYadong Luo | Oded Shenkar
Volume 17, Issue 1, March 2011, Pages 1-14
This article introduces a new lens that addresses cultural interaction in global business. Shifting away from viewing culture in terms of its differences, the cultural friction lens captures the nature and magnitude of interaction between the cultural systems engaged in cross-border businesses. In this study we present that (1) cultural distance may not transform into a clash, or yield any meaningful interaction effect, negative or positive, until organizations truly engage in interactions; (2) cultural friction is situation-specific, subject to the influence of "drag" parameters, such as entry mode (e.g., contract vs. equity; greenfield vs. acquisition), workflow interdependence, breath of local stakeholders, speed and stage of international expansion, and depth of localization; and (3) cultural friction can be curtailed through a series of managerial mechanisms, or lubricants, around the points of cross-border contact. We also develop a measure of cultural friction and assess the implications for extant theories as well as for future theory development in international business. © 2010 Elsevier Inc.
Performance effects of MNC headquarters-subsidiary conflict and the role of boundary spanners: The case of headquarter initiative rejectionAndreas Schotter | Paul W. Beamish
Volume 17, Issue 3, September 2011, Pages 243-259
Recent research suggests that both the scholarly and the managerial perspectives on intra-organizational conflict in multinational corporations (MNC) between headquarters (HQ) and their foreign subsidiaries have changed. Today, conflict is not necessarily regarded as dysfunctional or the result of inefficient global integration. Instead, conflict is now considered a normal consequence of organizing and managing across national borders. This research advances the literature on HQ-subsidiary relationships by adding new insights to the Headquarters-subsidiary conflict discussion, especially in the so far under-researched case of headquarter initiative rejection by foreign subsidiaries. We specifically focus on subsidiary conflict negotiation tactics, the effects of organizational and individual managerial power, and the characteristics and roles of MNC managers that act as boundary spanners during intra-organizational conflict processes. A qualitative, iterative, multiphase research approach was used to develop new theory pertaining to the phenomenon. The results show that in the presence of boundary spanners, dysfunctional conflict is less common and better overall organizational performance can be achieved for both the subsidiary and the MNC as a whole. The results also indicate that the boundary spanning ability is only partly formalizable and that some MNCs are able to foster boundary spanners better than others. © 2011 Elsevier Inc.
Local stakeholders and local legitimacy: MNEs' social strategies in emerging economiesFelix Reimann | Matthias Ehrgott | Lutz Kaufmann | Craig R. Carter
Volume 18, Issue 1, March 2012, Pages 1-17
Despite the ever-increasing footprint of multinational enterprises (MNEs) in the world's emerging economies, the role of corporate social responsibility in MNEs' emerging economy operations has only recently started to attract the interest of international management scholars. We add to this growing stream of research by investigating how MNEs' social conduct in their emerging economy subsidiaries relates to their relationships with certain local stakeholders in the respective countries. Using stakeholder theory and the concept of local legitimacy, we argue that employees and the local governments are among the forces that drive firms to push for high standards in their working conditions and to engage in developing the local community. Further, we hypothesize that such efforts positively affect the performance of the subsidiary's employees and its relationship with local authorities. To test our hypotheses, we conduct a large-scale, cross-industry analysis using data from 213 MNE subsidiaries in Asia, Eastern Europe, and Latin America. Our results show that MNEs' local mid-level employees drive corporate social efforts and also positively react to the corporate social engagement of their employer. In contrast, local governments do not have a significant influence on MNEs' social strategies. Their support of the firm may increase, however, as a result of the firm's active development of the local community. © 2011 Elsevier Inc.
The concept of distance in international management researchBjörn Ambos | Lars Håkanson
Volume 20, Issue 1, March 2014, Pages 1-7
The effect of distance on firms' performance when entering, operating in and across foreign markets is a central issue in international management. However, our understanding of the impact of distance has long been constrained by flawed conceptualizations and unreliable measures. The papers in this issue break new ground both by advancing our theoretical understanding and by introducing new and potentially more useful measures. In this introduction, we provide a brief overview of the evolution of the distance concept before introducing the individual papers. We end by offering observations for future research based on the issues they raise. © 2013 Elsevier Inc.
Curvilinear relationship between cultural distance and equity participation: An empirical analysis of cross-border acquisitionsShavin Malhotra | K. Sivakumar | PengCheng Zhu
Volume 17, Issue 4, December 2011, Pages 316-332
We examine the relationship between national cultural distance and equity participation using an analysis of a sample of more than 100,000 cross-border acquisitions from 1976 to 2008. We find that cultural distance has a curvilinear (U shaped) relationship with equity participation: Acquiring firms make large equity acquisitions at both low and high cultural distances and small equity acquisitions at moderate cultural distances. In addition, we find that industry relatedness of acquisitions positively moderates the relationship between cultural distance and equity participation: Acquiring firms take a higher equity stake for a given cultural distance if the acquisitions are in a related industry. Our findings offer important insights into firms' market entry behavior and provide guidelines for managers about entry strategies. © 2011 Elsevier Inc.
A systematic review of literature on offshoring of value chain activitiesBjoern Schmeisser
Volume 19, Issue 4, December 2013, Pages 390-406
Locational aspects of a firm's value chain configuration are recently gaining increasing attention by academics, practitioners, and policymakers. In this vein, the international business (IB) literature has produced a substantial body of knowledge on the offshoring phenomenon, offering a sizeable and constantly growing amount of evidence related to the offshoring organization and its organizational and managerial specifics. In this study, I map and assess the existing literature on offshoring of value chain activities. In the course of a systematic literature review, I analyze a total of 63 studies from leading IB research publishing journals and synthesize them into an integrating framework that links offshoring with its antecedents and consequences. In doing so, this systematic literature review offers a two-fold contribution: On the one hand, it helps to identify gaps that IB scholars need to address in order to further develop the existing body of knowledge on offshoring. On the other hand, it provides practitioners with a comprehensive knowledge repertoire that increases the quality of their offshoring-related decision-making. © 2013 Elsevier Inc.
Comparative strategic management: An emergent field in international managementYadong Luo | Jinyun Sun | Stephanie Lu Wang
Volume 17, Issue 3, September 2011, Pages 190-200
In this article we present an important yet understudied field in international management-comparative strategic management across nations. Although the strategic management discipline traditionally uses the firm as a unit of analysis, and indeed firms within the same nation or industry are often heterogeneous, as argued by the resource-based view, we observe something more. We note a sustained and systematic pattern of strategic management issues at the national-level. We explicate that a unique bundle of national-level institutional, competitive and socio-cultural conditions function together with a repertoire of distinctive capabilities or weaknesses for most firms, incubating certain national-level patterns of corporate-, business-, and international-level strategies adopted by most firms within the nation. To further illustrate we use BRIC countries (Brazil, Russia, India and China) to showcase why and how we advance the study of comparative strategic management (CSM). In our quest to guide future research on CSM, we present a rudimentary yet overarching framework of comparative environments, comparative capabilities, and comparative strategies among firms operating in BRIC countries. © 2011 Elsevier Inc.
The effect of corruption distance and market orientation on the ownership choice of MNEs: Evidence from ChinaJing Lin Duanmu
Volume 17, Issue 2, June 2011, Pages 162-174
Motivated by previous studies on the effect of corruption on entry strategies of Multinational Enterprises (MNEs), this research examines how corruption distance influences the choice between wholly owned subsidiary (WOS) and joint venture (JV) for MNEs operating in China. We found that MNEs from countries which are less corrupt than China prefer WOS over JV; the higher corruption distance it is between these countries and China, the higher probability their MNEs choose WOS over JV. In contrast, MNEs from equally and more corrupt countries do not prefer WOS over JV; nor the corruption distance affects their entry mode decision. Market orientation has a universal and powerful effect on the entry mode choice regardless which group of countries MNEs are from. It also weakens the tendency for MNEs from less corrupt countries to choose WOS over JV. © 2011 Elsevier Inc.
Headquarters Allocation of Resources to Innovation Transfer Projects within the Multinational EnterpriseHenrik Dellestrand | Philip Kappen
Volume 17, Issue 4, December 2011, Pages 263-277
This paper examines headquarters allocation of resources to specific innovation transfer projects within the multinational enterprise between sending and receiving subsidiaries, focusing on the role of the subsidiary hosting the transfer. Resource allocation is of key strategic importance for the organization given that resources are limited in the multinational enterprise and that headquarters is the principal actor in distributing resources internally between competing innovation transfer projects. Findings from a dataset of 169 innovation transfer projects reveal that headquarters tend to favor established lines of innovation at the subsidiary level, as opposed to overall subsidiary operational relatedness for additional corporate resources. It is found that headquarters also tend to allocate resources to acquired subsidiaries' transfer projects to a higher degree than to those of greenfield ones. A curvilinear effect is found for subsidiary bargaining power which is initially positive and subsequently negative. The results highlight that certain subsidiary and innovation traits are determinants of headquarters resource allocation. © 2011 Elsevier Inc.
Liabilities of Foreignness Revisited: A Review of Contemporary Studies and Recommendations for Future ResearchNikola Denk | Lutz Kaufmann | Jan Frederik Roesch
Volume 18, Issue 4, December 2012, Pages 322-334
The concept of liabilities of foreignness (LOFs) describes the additional costs that multinational enterprises have to face relative to their indigenous competitors when operating in foreign markets. To date, the special issue of the Journal of International Management (Vol. 8, No. 3) in 2002 contains the only overview of both the state of the literature on this concept and recommendations for further research. A decade later, we examine how the LOFs literature has evolved since this special issue and on that basis provide a critical evaluation of the concept. Specifically, we document the evolution of the field by analyzing drivers and outcomes of LOFs; we also examine how theoretical streams have been applied to the concept, including theories of international expansion, social network theory, institutional theory, and the resource-based view. Comparing the recent literature to what had been recommended as future research avenues in the special issue, we identify areas that either have not been addressed in the meantime (e.g., more theoretical pluralism in interdisciplinary research settings) or have as yet received little attention (e.g., the dynamic perspective of its development and the investigation of LOFs in the context of multinationals from emerging markets). More fundamentally, recent literature in international business also indicates that the concept of LOFs might have been superseded by concepts originating in institutional theory. © 2012 Elsevier Inc.
Rules of the game for emerging market multinational companies from China and IndiaTanvi Kothari | Masaaki Kotabe | Priscilla Murphy
Volume 19, Issue 3, September 2013, Pages 276-299
The prominence of Emerging Market Multinational Companies (EMNCs) in the global marketplace has challenged our assumptions about the nature of global competition and corresponding strategy. We use an inductive approach to conduct historical analysis of eight companies that originated from key emerging markets viz China and India. We examine the various strategies that EMNCs devise to circumvent the resource challenges faced in their home markets and develop routines and key capabilities that lead to their competitive advantage in developed nations. Our results suggest that EMNCs' foreign expansion is, on the one hand, based on their capability to acquire resources and absorb them to build their own advantage (supply-side-argument). On the other hand, it is also based on EMNCs' capability to find some market niches, i.e., entering into markets untapped by traditional MNCs (demand-side-argument). Finally, based on our analysis we propose a dynamic stages model suggesting that EMNCs' foreign expansion can be explained in three stages - licking the dirt to carve out the way; taking off with speed and strength; and around the world with excellence. © 2013 Elsevier Inc.
MNC organizational form and subsidiary motivation problems: Controlling intervention hazards in the network MNCKirsten Foss | Nicolai J. Foss | Phillip C. Nell
Volume 18, Issue 3, September 2012, Pages 247-259
The MNC literature treats the (parent) HQ as entirely benevolent with respect to their perceived and actual intentions when they intervene at lower levels of the MNC. However, HQ may intervene in subsidiaries in ways that demotivate subsidiary employees and managers (and therefore harm value creation). This may happen even if such intervention is benevolent in its intentions. We argue that the movement away from more traditional hierarchical forms of the MNC and towards network MNCs placed in more dynamic environments gives rise to more occasions for potentially harmful intervention by HQ. Network MNCs should therefore be particularly careful to anticipate and take precautions against "intervention hazards." Following earlier research, we point to the role of normative integration and procedural justice, but argue that they also serve to control harmful HQ intervention (and not just subsidiary opportunism). © 2012 Elsevier Inc.
Internationalization and Performance of Firms in China: Moderating Effects of Governance Structure and the Degree of Centralized ControlSimon Shufeng Xiao | Insik Jeong | Jon Jungbien Moon | Chris Changwha Chung | Jaiho Chung
Volume 19, Issue 2, June 2013, Pages 118-137
This study proposes necessary modifications to the existing internationalization-performance relationship to meet the idiosyncrasies of China-specific contexts. We first hypothesize an S-shaped internationalization-performance relationship as the baseline and then investigate the moderating effects of a firm's governance structure and the degree of centralized government control on the relationship between its internationalization and performance. The results, based on a longitudinal sample of manufacturing firms in China for the 2001-2007 period, indicate that (1) the S-shaped internationalization-performance relationship holds for firms in China; (2) the governance structure moderates the internationalization-performance relationship such that increased profitability through internationalization is more likely for modernized firms than for their conventional local counterparts; and (3) the degree of centralized control moderates the internationalization-performance relationship such that increased profitability through internationalization is more likely for firms affiliated with higher level governments than for those affiliated with lower-level governments. © 2013 Elsevier Inc.
Institutional distance and the internationalization process: The case of mobile operatorsNicolai Pogrebnyakov | Carleen F. Maitland
Volume 17, Issue 1, March 2011, Pages 68-82
This paper applies the institutional lens to the internationalization process model. It updates the concept of psychic distance in the model with a recently developed, theoretically grounded construct of institutional distance. Institutions are considered simultaneously at the national and industry levels. It also aims to understand whether the internationalization process of service firms is different from the behavior predicted by the model, which was developed for the manufacturing context. We empirically test the model using proportional hazard analysis with 130 instances of entry and presence of mobile operators in Europe and South America over 13 years. Influences of regulative, normative and cognitive institutional aspects were disaggregated and shown to have differing effect on internationalization. This suggests that institutional distance is a viable alternative to other distance measures used in the internationalization process research. The results also indicate that the internationalization behavior of this type of service firms might differ from the staged process predicted by the internationalization process model. © 2011 Elsevier Inc.
Overcoming the Liability of Outsidership-The Challenge of HQ of the Global FirmJan Erik Vahlne | Roger Schweizer | Jan Johanson
Volume 18, Issue 3, September 2012, Pages 224-232
We conceptualize the global firm as being a loosely coupled network of far-flung subsidiaries with hierarchically acting headquarters (HQ) that design a global organization to ensure support of its global strategic agenda. We argue that the process of HQ management in the global firm is a process characterized by uncertainty. Drawing on the Uppsala model for managing under uncertainty, we suggest that the source of uncertainty is a liability of outsidership derived from the fact that HQ is often not knowledgeable about the networks and actions of its subsidiaries. We then offer various actions that need to be taken by HQs to resolve that liability to improve on the efficiency of the coordination and management of the global firm. © 2012 Elsevier Inc.
Global software development: Commitment, trust and cultural sensitivity in strategic partnershipsAnne Marie Søderberg | S. Krishna | Pernille Bjørn
Volume 19, Issue 4, December 2013, Pages 347-361
Much research has studied off-shore outsourcing from a Western client perspective. This article tries to shed light on what an Indian vendor perceives as important to manage large and complex strategic partnerships in IT outsourcing, and in particular how mutually profitable, long-term relationships with European clients are created and maintained, both at company and project levels. We investigate this issue through qualitative interviews with various vendor representatives in offshore and on-site teams in a top tier multinational company of Indian origin. In the analysis of interview accounts of close collaboration processes in two large and complex projects, where off-shoring of software development is moved to a strategic level, we found that the vendor was able to establish a strategic partnership through long-term engagement with the field of banking and insurance as well as through conscious relationship management with the clients. Three major themes describe important aspects of the strategic partnerships: 1) senior management commitment and employee identification with the projects, 2) mutual trust and transparency, and 3) cross-cultural understanding and sensitivity. The article draws attention to the important collaborative work done by people who are able to span boundaries in the complex organizational set-up of global IT development projects. © 2013 The Authors.
Added psychic distance stimuli and MNE performance: Performance effects of added cultural, governance, geographic, and economic distance in MNEs' international expansionThomas Hutzschenreuter | Ingo Kleindienst | Sandra Lange
Volume 20, Issue 1, March 2014, Pages 38-54
Distance has long been recognized as a major impediment in MNEs' international expansion. However, it still remains unclear: (1) If different psychic distance stimuli (PDS) constitute different sources of complexity and (2) how PDS affect MNE performance during international expansion. That is, the unconditioned argument that distance increases complexity needs further development, specifically, with regard to the nature of distance. In this study we distinguish between different PDS and provide crucial insights about the degree of complexity and the associated performance effects. In particular, acknowledging that the underlying constructs vary across different PDS, we theorize and empirically demonstrate that different PDS have a significant effect on firm performance and, as a result, constitute distinct sources of complexity within firms' international expansion. Applying the CAGE-framework on a unique panel dataset of 91 German MNEs and relying on the concept of added distance, the results reveal that added governance, cultural, and geographic distances all have a negative effect on firm performance. In addition, added governance distance seems to explain the largest part of variation in firm performance, followed by added cultural distance. In conjunction with research on the relationship between perceived psychic distance and PDS, we are able to conclude that MNEs' awareness of PDS may constitute a major determinant of the performance effects. Thus, the effect on firm performance may depend on the degree to which MNEs are aware of inter-country differences and therefore proactively take measures to mitigate potential negative effects of added PDS on performance. © 2013 Elsevier Inc.
The internationalization and performance of a firm: Moderating effect of a firm's behaviorWen Ting Lin | Yunshi Liu | Kuei Yang Cheng
Volume 17, Issue 1, March 2011, Pages 83-95
Empirical studies show mixed results regarding the relationship between a firm's internationalization and performance. One reason is that these studies used various economic market firms as their research sample. Thus, this study on a firm's internationalization is based on newly industrialized economies to shed additional light on this relationship. According to the firm behavioral theory, the moderating impact of a firm's internal organizational slack and attainment discrepancy are critical for enhancing a firm's performance in the internationalization process.We tested these hypotheses using longitudinal data (2000-2005) from 179 high-technology listed companies in Taiwan. We extended the behavioral theory of the firm to explain the moderating effect on the internationalization-performance model. We found that firms tend to exhibit positive performance in internationalization when they have a higher level of organizational slack and attainment discrepancy. © 2010.
Subsidiary embeddedness as a determinant of divisional headquarters involvement in innovation transfer processesHenrik Dellestrand
Volume 17, Issue 3, September 2011, Pages 229-242
This paper conceptualizes divisional headquarters as an important hub-firm within the MNE, orchestrating innovation transfer processes between subsidiaries. It is argued that the internal and external embeddedness of a subsidiary hosting an innovation development project subsequently influences divisional headquarters involvement in the transfer of that innovation. In this way, embeddedness, i.e., the relationships that firms have with each other in the innovation development phase, is brought to the fore as an important factor for MNE subsidiaries hosting innovation development projects for explaining the involvement of divisional headquarters in a subsequent transfer. This highlights divisional headquarters as an active orchestrator of innovation transfers within the MNE. Data from 169 innovation transfer projects as well as 146 internal and 121 external embedded relationships at subsidiary level support the argument of embeddedness as a driver of divisional headquarters involvement in subsidiary innovation transfer projects. From a business network perspective, the findings highlight the role of internal and external embeddedness during innovation development in the subsequent involvement of divisional headquarters in the transfer phase. Embeddedness is not only important for subsidiaries in the innovation development phase but also for divisional headquarters involvement in, and orchestration of, innovation transfer. © 2011 Elsevier Inc.
The role of headquarters in the contemporary MNCFrancesco Ciabuschi | Henrik Dellestrand | Ulf Holm
Volume 18, Issue 3, September 2012, Pages 213-223
The headquarters of multinational corporations face myriad challenges stemming from their internal and external environments, which influence their ability to manage global organizations. This paper highlights the issue of environmental complexity and the knowledge situation of headquarters in relation to different headquarters levels in the organization, in connection to its value-adding or value-destroying potential in the multinational corporation. The paper also discusses the implications of the existence of multiple headquarters operating within one multinational corporation. The paper presents some considerations for future research and for practitioners and summarizes the contributions that make up this special issue on the role and functions of headquarters in multinational corporations. © 2012 Elsevier Inc.
Cross-functional Integration and New Product Performance - The Impact of National and Corporate CultureAndreas Engelen | Malte Brettel | Gregor Wiest
Volume 18, Issue 1, March 2012, Pages 52-65
Cross-functional integration (CFI) is regarded as a key success factor in new product development. Since most of the research in this area has been conducted in single-country environments, researchers have asked how CFI is affected by national culture and have pointed out the need to analyze the impact of other contingency factors, such as corporate culture. Following these calls for further research, we collected data from 619 companies in six countries with pronounced national cultural differences. Using hierarchical regression analysis, we found that the effects of CFI's dimensions (cross-functional interaction and collaboration) are stronger when the organization operates in a national culture with strong collectivism. This moderating effect is strengthened when the corporate culture of the organization is strong, suggesting an interaction effect between the two levels of the culture construct. © 2011 Elsevier Inc.
Corruption Distance, Anti-corruption Laws and International Ownership Strategies in RussiaPäivi Karhunen | Svetlana Ledyaeva
Volume 18, Issue 2, June 2012, Pages 196-208
Using a unique dataset of 1341 firms with foreign ownership registered in Russia, this paper examines how foreign ownership strategies in Russia are influenced by the corruption distance between the home country and Russia. It also examines how anti-corruption regulation in the home country affects the modal choice. Based on transaction cost and resource-based theories, the modal choice is viewed as a trade-off between the benefits and costs of having a local partner. In the case of Russia, the benefits were found to exceed the costs, as corruption distance and anti-corruption legislation in force in the home country are positively related to shared ownership. © 2011 Elsevier Inc.
Internationalization, innovation and institutions: The 3 I's underpinning the competitiveness of emerging market firmsVikas Kumar | Ram Mudambi | Sid Gray
Volume 19, Issue 3, September 2013, Pages 203-206
The past decade has seen an increase in the extent of research focused on and around emerging market firms (EMFs) and their rising levels of competitiveness in both their home markets and more importantly in the global market place. At the same time, the practitioner-oriented literature has been documenting a growing number of corporate success stories that originate in emerging market economies. We posit that the growing prominence of EMFs is a result of three interrelated phenomena: the fast-paced internationalization of EMFs into both developing and developed market economies; the rapidly increasing extent to which business enterprises in emerging economies are focusing on knowledge-intensive processes and innovation; and the continuous evolution of institutions in these markets, particularly in terms of economic liberalization. © 2013 Elsevier Inc.

subset: commoncrawl


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Holiday Inn Greensboro Airport
6426 Burnt Poplar Road, Greensboro, NC 27409, United States of America – Show map
|Room Type
|King Suite with Bath Tub - Disability Access/Non-Smoking
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|Double Room with Two Double Beds with Bath Tub - Hearing Accessible/Non-Smoking
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Free! Free public parking is available on site (reservation is not needed).
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HP urges users to upgrade to fix Apache holes
Hewlett-Packard has confirmed that its HP-UX Unix operating system contains several serious security flaws which could allow...
This Article Covers
Risk management
Hewlett-Packard has confirmed that its HP-UX Unix operating system contains several serious security flaws which could allow attackers to disable or take control of a server.
Your exclusive guide to CIO trends
A collection of our most popular articles for IT leaders from the first few months of 2016, including: - Corporate giants recruit digitally-minded outsiders to drive transformation - Analytics platforms to drive strategy in 2016 - Next generation: The changing role of IT leaders.
By submitting your personal information, you agree that TechTarget and its partners may contact you regarding relevant content, products and special offers.
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The company is urging users of HP-UX versions B.11.00, B.11.11, B.11.22 and B.11.23 running the hpuxwsAPACHE HP-UX Apache-based web server to solve the problem by upgrading.
Separately, HP confirmed that a number of flaws in Apache affect HP VirtualVault and HP Webproxy. The bugs affect HP-UX release B.11.04 with VirtualVault A.04.50 - A.04.70 or Webproxy A.02.00 - A.02.10 installed, and users can protect themselves by upgrading to newer software versions.
The first set of problems were all identified and patched in various components of HP-UX by mid-July.
One bug is in PHP, the most popular scripting module on Apache servers, which is enabled on at least half of all Apache servers, according to figures from SecuritySpace. The bug, involving various errors in PHP's memory_limit request termination, could be exploited to allow an attacker to execute arbitrary code on a server with a vulnerable implementation of PHP enabled.
Another problem is in mod_ssl, which is widely used in Apache servers running OpenSSL to provide SSL and Transport Layer Security (TLS) protocol support - both important for e-commerce servers.
According to the mod_ssl project, which disclosed the bug on 16 July along with a patch, the bug affects Apache 1.3.x and only affects servers running both mod_ssl and another module called mod_proxy. Under certain server configurations, a remote attacker could execute arbitrary code with the same privileges as Apache.
As for HP VirtualVault and HP Webproxy, the company listed five separate Apache flaws affecting the software, which could be exploited to cause a denial of service, bypass security restrictions, or compromise a vulnerable system, according to security researchers. The bugs are all at least several weeks old - one of them is the mod_ssl issue detailed above.
Secunia, which collates security advisories from around the web, has issued an advisory on the first set of flaws and on the HP VirtualVault and HP Webproxy bugs.
Matthew Broersma writes for Techworld
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Input from the business vital to risk management in infosec, says CISO for Steria UK


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yeah ok Napalm, I dont need to read the rest to admit that our game selection isnt exactly %50 TG-16......ok....Ill be more specific next time and use decimal points, so i guess somehow you won this discussion because of that.....
Anyways, when we get 3 games, 1 of them is TG 16. When we get 2 games, 1 of them is TG-16. Therefore my guess would be closer to %35 Tg-16......sound better? If I am being forced to choose between %35 TG-16, Im going to notice, and then make fun of, how bad it is. It sucks. Hard.
Now, Urban champion sucks my balls. There are many other games like it that suck equal balls. So the games Nintendo lets us pick from that arent TG-16, suck anyways......making about 95% of our VC suck balls.
Double Dribble is a good game actually, and I have downloaded it. Just like I said, a game doesnt have to have awesome graphics to be really fun, so at least one of the 20 TG-16 games I played had better attempt to be fun, because the graphics look like one of those Leap Frog game systems for 3-6 year olds.
Sagema, thanks for the recomendations, I will play those.
Ninja Spirit was a decent game. There you hear that everyone?
Finally, why is everyone crying? I have played Ninty and Sega all my life. I have never had the opportunity to play TG-16, and when I did, couldnt stop laughing. I wish someone like me was there to warn some of the kids that blew their money on this inferior system.
No one is allowed to complain. Im sick of all you kool-aid drinkers, you are all in a "dont say anything bad about Sega/NEC" cult. Well, NEC SUCKS. NINTENDO WINS. NOW GIVE ME NINTENDO GAMES, NOT NEC! I DIDNT BUY AN NEC WII YOU CHEAP BASTARDS.....THEY GET THE LICENSES FOR THESE GAMES FOR LIKE 10 CENTS, AS OPPOSED TO SPENDING THE GOOD MONEY ON GAMES WE ACTUALLY LIKE. TRUE STORY. DEAL WITH IT.
So, any other good recomendations people? Keep em coming.
Again, has anyone actually played CV Rondo of Blood?
If anyone gets a chance, destroy a copy of Kung Fu for TG-16. your character takes up %75.45 of the screen, and tiny birds in the background run into your giant head, like the background is the foreground and vice versa.


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Welcome to Glock Forum at GlockTalk.com
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Discussion in 'Tactics and Training' started by YtownGlock, Jan 31, 2012.
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Page 2 of 3


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Who We Are
Conference Innovators was founded in 1994 by Megan O'Brien and is led by Directors, (Mr) Tracey Thomas and Rachel Cook. In that time, CI has put together many fantastic conferences, conventions, convocations, symposia, trade shows and exhibitions, meetings and seminars all over New Zealand and beyond. You can be assured of working with professional and experienced staff who can meet any challenge you care to throw at them.
Our Mission
To provide our clients with a professional, high quality, personalised service.
Our Journey
Born in 1994, Conference Innovators started with just two employees in tiny premises in Essex Street, Christchurch. With an initial client list of only two, founder Megan O'Brien grew the portfolio to 30 conferences in just four years.
By 2004, the company had grown so much that a second Director was brought on board and Mr Tracey Thomas joined the CI family to give Megan more time to do what she does best; manage amazing conferences!
In 2007, the Auckland office was opened and by 2012 the CI team had grown to 16, while the client list had exceeded 100 and Rachel Cook had come onboard as Auckland Director.
Today CI are regarded as industry experts, working all over New Zealand and Australia with hundreds of happy clients all over the world.
We are members of the following industry organisations:


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The big question with this one is: Do you have to be a comics fan to get it? Easy answer: No you don't. But it helps. Reading this novel you can tell the author is a huge fan. Big names like The Hulk, Spider Man, and Batman are dropped pretty early on and a conversation with a comic book store clerk confirms the fandom. But even if you aren't into the graphic side of life there's a good chance you'll find something to like about David J. Schwartz's Superpowers.
"It all started with a party, which is damn convenient if you ask me, and if this weren't a true story I wouldn't expect you to believe it." Marcus Hatch, an ex-reporter for his college paper with a bent toward conspiracy theories, writes in his introduction. He's the one who recounts the tale of five collage students who suddenly find life holds more than they thought it could. In Wisconsin, on a street called Mifflin, a group of average collage kids get together to celebrate the end of term. The five settle into their home brewed beers never expecting that they will wake up the next morning and everything will have changed.
All five wake up with a superpower. Jack, a farm kid going to school full time and working, brewed the beer and wakes up with speed. Charlie, who has a crush on his neighbor Caroline and always seems to be worrying about something, wakes up with the power of telepathy. Caroline, the flirt that has caught Charlie's attention, can now fly. Harriet, dedicated to the school paper and her love of music, can now turn invisible at will. Last but not least is Mary Beth who wakes up with super strength, a power that fits her best because out the whole group she could use it the most.
What these five discover is that having superpowers isn't all fun and games. Each character has hardships and obstacles that they must face and overcome before they can grow and truly understand themselves and the gift they've been given. They have to decide if they should keep this to themselves or do some good with it by sharing with the world.
Superpowers will definitely hook you if you're a 15 and up guy. There's drinking and some sexual situations so this isn't a book I'd pass off to anyone younger. And the writing is styled to hit the older market for young adults and beyond. It's bittersweet, a lesson buried in there if you want to look about morality and responsibility, and if not the story is entertaining and unusual.
We've all heard the old adage 'write what you know' and to an extent Schwartz has done that. Sure he might not have the superpowers (or does he?) but he lived on Mifflin Street (where the characters live) and spent a lot of time in the area he based his novel around. You can feel that while reading, that this is a real place and real time and that maybe, just maybe, this could really happen.Powered by Sidelines


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Today, I received a "get well soon" card in the mail, which I found just a little odd, since I was feeling completely fine. Not an hour later, I tripped and fell down a flight of stairs. FML
by Anonymous / 07/24/2012 at 1:36pm / United States / Health
Today, my boyfriend and I were in bed making out. He then tried to unhook my bra. After a full minute of trying unsuccessfully, he shouted "Fuck you, bra!" before hiding his face in the pillows. FML
by Anonymous / 07/01/2012 at 7:08pm / Intimacy
Today, my boyfriend proposed to me in a restaurant in front of a lot of people. Once I said yes, some guy yelled out, "SEX. SEX. SEX." My boyfriend yelled back, "LATER!" FML
by BooBabe / 06/04/2012 at 7:50pm / United States (Colorado) / Intimacy
- 1Today, my boyfriend said I didn't give him enough attention because of my busy work life. So… he… 2Today, I was making the daily commute to work when suddenly my mother calls me, crying that there's… 3Today, I asked a customer to send me via e-mail the image he wanted me to print. He said, "I don't…


text: Hotel guests can enjoy the private beach and 2 swimming pools of Emre Beach. A fine shopping mall located conveniently in the hotel offers easy access to its guests for their needs. Renovated in 2009 the air-conditioned hotel offers 150 guest rooms and welcomes guests in a lobby with 24-hour reception and check-out services currency exchange facilities and lift access. Other facilities include a games room TV lounge bar and restaurant. The conference facilities and WLAN Internet access may be of use to business guests and a laundry service is also available. This beach hotel is located 3 km from the centre of Marmaris around 4.5 km from the bus station and 120 km from Dalaman Airport. In-room amenities include a satellite TV individually regulated air conditioning safe deposit boxes and mini fridges. Families can find the space and comfort they need in one the 22 new family rooms with large verandas located on the top floor. The en suite bathrooms have a shower and hairdryer. Additionally the rooms are fitted with a double bed direct dial telephone Internet access and a balcony or terrace. Hotel guests can take advantage of the swimming pools (indoors outdoors and heated) children's swimming area private beach and poolside snack bar throughout the day. A gym sun loungers parasols hot tub sauna and steam room are also available to be used. Massage and spa treatments incur additional fees. Guests may play table tennis and pool/snooker is available for an additional fee. Sun loungers and parasols can be hired on the beach. A buffet is served at all mealtimes. Annex building is across to rood from the main building.Guests staying in annex building can use facilities provided in the main building.


text: This 'Uncle Obama' Song Out of Ghana Is All About DongsMadeleine Davies10/01/12 6:10pmFiled to: DicksObama 2012Sister deborah37EditPromoteDismissUndismissHideShare to KinjaToggle Conversation toolsGo to permalink Could Sister Deborah, a dancehall performer out of Ghana, have written the song of the 2012 U.S. election cycle? Sure, why not? Oh, here's why not — it's all about penises. Advertisement FOUR MORE YEARS. FOUR MORE YEARS."Uncle Obama" Song Is One Big Penis Euphemism [Buzzfeed]Reply37 repliesLeave a reply


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30 hand picked films. A new one every day
Mickey is a second-rate New York nightclub comedian and piano playing singer working out of Detroit, where he's a surprising smash. The comedian becomes convinced the mob is after him though there's no reason to think so.
1965 | Golden Lion
Loved the opening, wish the film could keep up with its own pace.
Fascinating time capsule that along with 'A Thousand Clowns' really captures that mid sixties confusion about identity in the post 50's cookie cutter ideal and the coming storm of near revolution Not really a plot based film and definately has the aesthitic of the french new wave. Beatty and Stewart both great here but its the direction of Penn, excellent b&w cinematography and a jazzy score that make it special.
Arthur Penn's fusion of French New Wave stylistics and Kafkaesque storytelling doesn't completely work, but it provides many fascinating images. http://eddieonfilm.blogspot.com/2010/10/arthur-penn-mickey-one.html
Literally a film I love and hate within the space of a nanosecond. Awesome opening. Pretentiousness throughout, yet the score and performances are great, individual shots and scenes. You have never seen anything like it.
Remarkable style over substance. Trampolines on the beach.
Jazzy romp nearly drowns in its New Wave influence, but stage-fright spotlight scene is a classic.
it IS different, but that's about it
This would gel better with an actor who didn't subscribe to the Method (too much psychology for a postmodern jape like this). But there are still inventive sequences and kooky ideas to be found here, even if the hit-to-miss ratio is dodgier than it would be with Truffaut or JLG behind the camera.


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Energy StarA voluntary labeling program of the U.S. Environmental Protection Agency (EPA) and the U.S. Department of Energy that identifies energy efficient products. Qualified products exceed minimum federal standards for energy consumption by a certain amount, or where no federal standards exist, have certain energy saving features. Such products may display the Energy Star label.
Stay up to date on the latest developments in Internet terminology with a free weekly newsletter from Webopedia. Join to subscribe now.
Webopedia's student apps roundup will help you to better organize your class schedule and stay on top of assignments and homework. Read More »List of Free Shorten URL Services
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Java is a high-level programming language. This guide describes the basics of Java, providing an overview of syntax, variables, data types and... Read More »Java Basics, Part 2
This second Study Guide describes the basics of Java, providing an overview of operators, modifiers and control Structures. Read More »The 7 Layers of the OSI Model
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Dear unbontir,
Every first year law student has a moment of conscience: can I separate the Truth from the Law, and can I separate what is Morally Right from Justice? It is indeed a dilemma, and most have a hard time and drop out, citing such causes as money, time, marriage, kids, and never mentioning that they are unable to hurdle the moral code of conduct into a world where Right may not be Right after all.
What got to me was a child murderer walked because of some minuscule paperwork wasn't filed correctly.
That's right, witnesses, forensics, confession, everything wrapped-up in a nice package and he walked just because of a piece of paper having the wrong date, misplaced.
Meanwhile, the court released a child murderer upon the public, free to go, sorry to have inconvenienced you.
Same today, as you said. Obama, a Muslim whose goal is to destroy our Constitution and make Sharia Law a reality. Submit or die, or, most likely, just die.
And the courts just turn their backs on the Truth (fake Birth Certificate, for one) over obvious manipulation of the Law ("no standing"), turn their backs on the Constitution (what is "Right") and cite cases that have no bearing on the rulings, AND GET AWAY WITH IT.
So they think.
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Pepe Alicea, FMA, RPA,
Business Services Director, Compassion International
This building is saving us about 50 percent in energy costs over the building it replaced. We achieved what we set out to accomplish.
Dr. Diana Sirko,
Former Superintendent, Aspen Middle School, The First LEED Gold Certified School in Colorado
In my 33 years of experience as an architect, this has been the best experience of my career. Every team member, from the beginning of the project on, has had an attitude of providing a facility for patient care and healing that is second-to-none.
Phil Randall,
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GE Johnson has set the bar for what we are expecting from construction management firms to fully integrate BIM information usefully during construction.
Paul Macheske,
Architect, Castle Rock Adventist Health Campus, Hunton Brady Architects
With GE Johnson at our side, we were able to deliver both a project and a budget – and gain enthusiastic support from the community – which translated into the Fine Arts Center's most successful capital campaign as well as a completed project.
David Tryba,
We have worked with GE Johnson since 2003 and have found their performance to be outstanding in all regards.
Bruce Hawtin,
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The team experience [with GE Johnson] will remain as the most rewarding of my career.
Randy J. Thorne, AIA,
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We thank GE Johnson for their role in this journey and for the many talented GE Johnson personnel, whether in the corporate office, the construction trailer or the men doing the labor in the field. Each person on the job site was respectful and really cared about the quality of their work and their contribution to the project.
John and Diane L. Milligan,
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GE Johnson is far more than just our general contractor of choice. I recommend them without hesitation as they consistently demonstrate the ability to execute the clients' needs as their own, regardless of the circumstance.
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At a ceremony attended by club members, staff, and project team members, the Garden of the Gods Club and Resort celebrated the "topping out" of its $11 million expansion project.
GE Johnson and Jackson Contractor Group are hiring experienced craftsmen and women for an upcoming project near Bozeman, Montana.
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Fashionista Humor: What If Dads Were Fashion Bloggers?
Not only fashionistas will find this funny!
Are you stuck up and stylish? Perhaps all you need is a good laugh! Blogger Witty + Pretty has come to the rescue with a new Instagram account called "Fashion Dads."
And the results are GD glorious!
The account captions awkward shots of fatherly types with trending fashion hashtags like #WinterWhite, #DenimDiva and #StrikeAPose. In keeping things hilarious, they also use sayings such as #AllRedEverything, #LookBook, #CustomTieDye and even #GeorgeClooney.
Sure hashtags can be nauseating and all, but I strongly advise to read them along with each photo's caption.
But enough talking, let's take a look through some of these social media gems. Do you see your dads/husbands/grandfathers in any of these fab photos?