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|At Joshua Liner Gallery in NYC through August 8th.
548 West 28th Street, N.Y., N.Y.
Yumiko Kayukawa 'God From the East'
Ben Tour 'Crash and Burn'
Shows run through August 8, 2009
Words & Photos by J.L. Schnabel
Joshua Liner Gallery showcases the fantastic feminine art of two foreigners; Yumiko Kayukawa from Japan (but based here in Seattle) and Canadian artist Ben Tour. Both artists are firmly established in the Pop Surrealist set, each having multiple, previous successful shows. While the subject matter of the artists in similar in theory; the female form and her relation to others and her surroundings, the executions of the work were at polar opposites.
Ben Tour likes to make a mess. His work is coated with fluid washes, layers of dripping paint and the crisp letters of a diminishing collection of vintage letterpress rub-ons that he found while working as a garbage man. The fluid energy of the paint application creates a kinetic anxiety around the work, as the women's hair and skin literally drips of the large canvases. Bloody lips suggest darker, more horrific elements, yet these suggestions are balanced by the gentle yet piercing gazes of the figures. The turbulent moods of the subjects in the pieces work in harmony with one another as they all share a similar color palette that is dominated by shades of bright blue and navy. The inclusion of the letters adds a stylistic element that Tour is known for, but exists simply as further ornamentation rather than as narrative elements or secret codes. At times the figures are alone in their silent revelry such as in the large 'Grief Girl' which pictures a nude form holding herself while seemingly floating, her face contorted in anger or pain. In other works, the figures are coupled; in 'Shroud', a large bust protects a reclining nude in proximity to a vintage telephone that suggests verbal communication and noir. While this series remains as a further, successful extension of Tour's style and talent, he mentioned a desire to work on an even large scale, perhaps by painting huge work on the side of buildings and to also work on more narrative pieces.
In stark contrast to the dynamic movement in Tour's pieces, Kayukawa employs a near supernatural approach to her line work. The crisp black outlines have a precision that suggests the steadiest of hands and immaculate patience. Existing within all her work is the repetition of a familiar faced female figure who seems to live multiple lives as she is repeated in each canvas. She is often paired with an animal or cluster of animals, suggesting a comfort and kinship that recalls the Native American spiritual connection with animals. The core of the work remains ultra feminine as the figures are often clad in fashionable clothes with the sweetest of treats and are often created in bright, pop colors. Here, however, the presence of small, bloody wounds suggest the strong warrior nature of the female, unafraid to get her knee bloodied, such as in 'One Monkey Can Stop The Show' which depicts a reclining figure in traditional kimono. The charming work resonates with layers of spirituality, youth, and enjoyment of the natural world.
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Bamboo GTX Series Street
- 3000 Watt Dual Outrunner Motoren.
- Reichweite: 50 km
- 43km/h Top Speed (mit 97mm Rollen).
- Steigungen bis 25% möglich (super steil!).
- R2 LCD-Screen-Fernbedienung
- Lieferung in 4 Wochen!
- mit schwarzen Motoren
mit schwarzen Motoren
If ever the Evolve Carbon GT and the Bamboo GT had a love child, this would be it! The Bamboo GTX series combines the high performance attributes of the Carbon GT and morphs these features into a slick new looking Bamboo deck.
We overhauled the Bamboo GT deck with a massive lithium battery whilst fine tuning the deck flex and laser cutting the grip-tape. We then oversized our Evolve GT street wheels to an all new 97mm sizing and blinged out the 3000 watt motors to a gold finish. What's the result you ask? The 'Mac Daddy' of electric bamboo boards capable of reaching speeds of 43km/hr with a huge battery range of up to 50km/charge and a sweet deck flex that allows for a comfortable ride!
Power – Performance – Versatility
- Deck material: 7 ply Canadian maple hardwood and 2 ply bamboo vertically laminated deck with W concave and drop down style for low profile riding, comfort and pop! There is a good amount of flex for maximum control at all speeds and the deck shape locks in the riders feet whilst riding. The Bamboo GTX Deck has a little more flex than the Bamboo GT
- Deck length: 38"/96cm
- Deck wheelbase: 29"/73cm
- Trucks: Black GT Super carve 306mm/12inch width.
- Wheels: Black Evolve GT 97mm 76A for the GT street board. Also compatible with Loaded Longboard 80mm Kegels and Abec 11 flywheels (83mm, 90mm and 97mm) and Evolve 7" All terrain wheels for the All Terrain GTX board.
- Motors: 3000 watt high performance custom made sensored dual brushless out-runner motors.
- Bearings: Abec 9 Evolve Speedballs precision bearings.
- Battery: Custom designed 36 volt 10AH Lithium Ion.
- Recharge: Approx. 3.5 hours with standard charger (Optional fast charger half the time).
- Weight: 8.8kg Street GTX.
- Range: Up to 50km range per charge for 85kg rider (varies depending on rider weight and terrain/inclines).
- Top Speed: Approx. 43kph (with 97mm wheels) on the street GTX depending on wheel and gear size (see speed chart). This may vary depending on rider weight, battery voltage and terrain.
- Regenerative Braking: ABS firm & smooth braking providing power back into the battery with maximum control over speed. Has the ability to bring you to a complete stop if required.
- Noise: Minimal noise
- Acceleration: Smooth stepless acceleration from slow to top speed.
- Remote: Digital LCD screen remote with speed indicator, trip function, 4 speed settings, Battery display, wheel and gear settings and diagnosis screen.
- Max Load: 100 kg / 220 lbs.
- Terrain: Smooth and hard surfaces ie tarmac, bitumen, concrete for the Street GT.
- Slides: Yes
- Hills: Up to 25% gradient in GT mode (insanely STEEP!).
WARNING: The Evolve GTX Series is a high performance electric skateboard. It is strongly advised that children under 14 years, or new to electric skateboarding, operate the boards under supervision with full safety gear including a helmet. FAST and GT mode offers performance capabilities not suitable for beginners AND can allow the rider to get in situations that may increase risk in operation. ie: GT mode will allow the board to climb extremely steep hills that will be dangerous to ride back down, even when using the brake. While programming is in place to limit climbing of dangerous inclines, the rider must understand the power this board can offer must be respected for safe use.
Bern Baker Hard Hat Blau
119,99 € *
Blood Orange Knuckles Slide Handschuhe
59,99 € *
Landyachtz Freeride Handschuhe Comic Book
54,90 € / Paar *

subset: commoncrawl


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Christopher Anderson necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 220 diseños de 41 diseñadores freelance.
First Person Chef or 1st Person Chef
First Person Chef is an exciting new Vlog (video blog) that shows how-to cooking videos from the perspective of the chef/cook. The perspective is similar to First Person Shooter games were the camera Point Of View is the eyes of the viewer. They can see what the cook sees when preparing a meal rather than the traditional camera angle focused on the cook. The logo must be clean and clearly legible in both color and monochrome as it will appear as a translucent white overlay on the bottom third of every video as well as on the site.
Note our previous contest had nearly 100% feedback .
Thank you so much for everything, your by far the most helpful CH, given that you don't over look anyone's efforts and find something positive in every design. At the time you have a clear vision of what you want and don't want. ~CMOLINA
Your contest is a very exciting. Not every day we (designers) see a very nice and respectful CH. Good luck for you and your contest. ~zephcrazy
Like most clients, we will have a better idea of what direction we want to go, the more designs that we see. We promise the following:
- Contest review and updates a minimum of 2 times per day.
- Useful feedback on every entry that is submitted.
- Collaboration with you to refine your design and answer all questions promptly.
- A guaranteed contest once10 designs have been submitted.
The target audience is home cooks and foodies (food lovers) in general who are interested in seeing step-by-step instructions for the preparation of various recipies. If you are familiar with the Food Network, the demographic will be similar. The design needs to be friendly and non-intimidating as the target audience is regular people not just gourmets or food snobs. The demographic is likely to skew more towards females, but the design should not have an overly feminine or masculine appeal.
We are looking for a logotype and graphic that will represent the website and our brand. You may use either variation for the logotype "First Person" or "1st Person".
We have not formed strong opinions about design, logotype, graphics, or color scheme yet. So it is a good opportunity to indulge your creativity. Our basic requirements are that it be clean, and fresh. It should remind one of food and/or cooking. The color scheme should be appetizing. It is also okay to experiment with the inclusion of a video/camera theme (we are calling the technology chefcam). You also might find inspiration from an FPS game perspective. Please don't give us a slight variation on any design that another designer has already submitted. We believe in protecting people's intellectual property and will reject designs that are too similar to existing ones. (oh... and no clipart or stock graphics please).
This is not a requirement. But we would find it helpful if you include a comment with each of your design entries that explains your thoughts or reasons for choosing the design elements that you did. If you just want to submit the design that is fine too. We just want to be as collaborative as possible.
Once this project is complete we will have further need for web page wireframes. The winner of this contest will be the preferred choice for this follow on work.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


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- Prayer and Worship
- Beliefs and Teachings
- Issues and Action
- Media
- Bible
- Catholic Giving
- About USCCB
The above myths with their responses are available in a brochure called "NFP, Myth and Reality" (English and Spanish). To order, contact: email@example.com; or call toll free at 1-866-582-0943. Ask for publication #9522 for English and #9523 for Spanish.
By accepting this message, you will be leaving the website of the
United States Conference of Catholic Bishops. This link is provided
solely for the user's convenience. By providing this link, the United
States Conference of Catholic Bishops assumes no responsibility for,
nor does it necessarily endorse, the website, its content, or
sponsoring organizations.


text:
Newly added titles, plus a Complete Listing of everything on Indian Netflix
Change Netflix Region:
How to get American Netflix in India
Sign-up now for a free trial of a system that will allow you to get American Netflix from India!
It's quite simple to get American Netflix from anywhere in the world, including India. In fact, with a system like this you can easily switch your Netflix region to countries like USA, UK, Canada, the Netherlands, Germany, France, Australia, and others. No complicated VPNs, no shady "free" American Netflix DNS servers that stop working every few days, and no systems like Hola that sell your internet bandwidth to "shady characters". Just an easy system that lets you change your Netflix country with the click of a mouse!
Here's how it works:
Here's how it works:
- Sign-up for a 7-day free trial of a DNS-switching system at Get American Netflix. You don't need a credit card...just an email address!
- Follow the step-by-step instructions for your Netflix-viewing device to add 2 numbers to its configuration. They have instructions for Apple TV, Roku, Playstation, Xbox, Wii, Smart TV, Windows, Mac, and more.
- Enjoy worldwide Netflix titles, and use our Netflixable family of sites to find out what's available!
Ready to start?
Head over to Get American Netflix
and get your free trial started today!
and get your free trial started today!
Weekly Top New Movies
Every week we post the best new movies released to Netflix worldwide! Check them out here, and then subscribe to our YouTube channel so you never miss a video.
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New Movies | New TV Shows Listing of new movies/films released to Netflix India over the past 5 days. These movies are all currently avail...


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For Chuck Greene, it's going to be a rough 3 days. In an America still reeling from the zombie apocalypse detailed in the first Dead Rising, this one-time motorcross champ has come with his young daughter, Katie, to the casino resort of Fortune City, to take part in a grisly reality game show for cash. It's bad enough that zombies over-run the show and, shortly the city, but it's not long before Chuck has other things on his mind.
For one thing, he's framed for the outbreak, giving him 72 hours to clear his name before the army arrives and he loses his chance. For another, Katie has been bitten and infected, and if she doesn't get a drug called Zombrex every 24 hours, then Chuck's going to be faced with a zombie daughter. Sadly, Zombrex is in short supply, so if Chuck wants to save his daughter and prove he's not the man to blame, then there's only one solution: to go out into the zombie-packed chaos of Fortune City, find the necessary drugs and follow the trail that will lead him to the truth.
And that means killing an awful lot of zombies. As in the first Dead Rising, they're a slow moving, comically inept bunch of brain-munchers, but they're out in huge numbers and just about everywhere. You might find the odd handgun, shotgun or assault rifle, but with tiny quantities of ammo you're better off relying on melee weapons and - as also in the first Dead Rising - that means getting creative. Just about anything and everything you can find in the casinos, bars, restaurants, parks and shopping malls of Fortune City can be picked up and smacked repeatedly into zombie heads.
Frankly, it's all a bit sick and juvenile, and the chief pleasure of the game, like it or not, is trying out different items to see what kind of damage they do. With a sledgehammer, a fire axe or a golf club it's all a bit obvious, but what happens when the rotor blades of a toy helicopter meet zombie flesh, or you push a lawnmower through the shuffling hordes? How about the ornamental spear? The handbag? The gumball machine? The enormous stuffed rabbit? And that's before we get to the sequel's major new idea - combo weapons. Take a drill and a bucket to your maintenance room, and it's not long before you've concocted a new, lethal form of zombie headgear. And that's before you start mixing nails, chainsaws, propane tanks, oars, baseball bats, boxing gloves and numerous sharp or heavy implements together. Yep, killing zombies is a grisly business. It's also a whole lot of fun.
Yet Dead Rising 2 is also a game with hidden depths. Not only has Chuck got Zombrex to acquire and a mystery to solve, he's also got people to rescue. Find uninfected types and talk to them, and you can persuade them to follow you back to the safe house. Some need shepherding or even carrying, but some are pretty handy with a sledgehammer or gun, and there are even advantages to getting a posse together and taking them with you on a mission. Throughout each day an ally in the safe house will keep you informed of events, potential rescuees and looters who you might want to take out and completing these missions, like successful rescues and killing zombies in inventive ways, earns you points. Points make you level up, and levelling up earns you extra helps, bonus abilities and new combo cards, which can then be used to construct new combo weapons.
All this works together to make what appears to be a pretty superficial - even monotonous journey - into gore and ultra-violence into a surprisingly compelling experience. Blame the tension caused by the constant, almost overwhelming zombie threat, the steady stream of tasks and rescues or the childish joy of finding new ways of turning the walking dead into the limbless/headless/splattered dead, but Dead Rising 2 is a hard game to turn off.
Unfortunately, there are times when frustration and fury will make you want to do just that - though probably after you've thrown your controller across the room and sworn repeatedly at the screen through gritted teeth. Dead Rising 2 improves on the first game by (a) having more than one save slot and (b) not imposing such draconian time restrictions that, halfway through your game, you'll realise that you can't actually complete the next section in time and you'll have to go back and start the whole damn shebang from square bloody one.
However, there's still no automatic checkpointing, save points (in the form of restrooms) are still too few, too spread out and too poorly signposted, and it's still all too possible to accidentally walk into a boss battle with minimal health and weapons, get killed instantly and have to retrace the last 15 minutes of play. In fact, the boss battles are a real bugbear all around. Most featuring psychotic human beings, they add horrible difficulty spikes for the game, and woe betide you if there isn't a restroom in the immediate vicinity (or if you're unable to find it).
There are ways past this. For one thing, you can abandon a game and start afresh with your previously earned levels, abilities and combi weapons intact, giving you a better chance if you're prepared to do a little work. For another, you can use the game's excellent drop-in co-op facilities and hope a friend or stranger will lend you a hand. However, there's no question that Dead Rising 2 is still a bit of a hardcore gamer's game. If you like a smooth ride through a game, enjoying the story and playing around in the world, then Dead Rising 2 might not be for you. In fact, you might hate it. If, however, you're the sort of gamer who's prepared to work a bit, experiment and analyse what just went wrong, then you'll love it, and keep coming back for more. After all, in a game with so much to do and so little time, there's no shortage of replay value to be had.
Dead Rising 2 is a fine sequel, supercharging the absurd, experimental zombie-slaying that made the original so much fun, and doing something about the issues that made Dead Rising so spectacularly frustrating. That said, it's still not a game for casual gamers or those who hate grinding, back-tracking or having to replay sections over and over again until they get things right. To the more obsessive-compulsive type of gamer, it's a potential game of the year. The rest of us? Maybe not.


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ChrisH necesitaba un nuevo diseño de página web y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 22 diseños de 6 diseñadores freelance.
Life360 is a family safety and security service that is backed by Google and Facebook. We're launching a microsite for our child identification product on a different URL and we want a new look targeted to our child ID product.
We have our own in-house designer and dev team, and are primarily interested in design directions vs something 100% polished (i.e. we won't be nit picking much before picking a winner).
DO NOT feel compelled to use Life360.com as a visual reference---we're trying to test a new identity and image.
Younger, hip, tech savvy moms with children under 10.
Strong but comforting colors seem to resonate with this demographic. We want to invoke confidence without seeming to bland and boring. Don't feel too corporate.
We need a simple landing/homepage for our microsite. We want it clean and to the point.
See attached PPT for a comprehensive wireframe that should be very easy to follow. BUT PLEASE: Don't feel constrained by our layout sizing---if you like it follow it, but its just a reference.


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By Teachers, For Teachers
Find Free Lessons & Video Writing Prompts for all grades,
Online Learning Activities, Field Trip Tips & more
eLearn Assignments is an interactive learning technology aligned to the Common Core State Standards and designed to engage students in the exploration of breaking national and international news events.
eLearn Assignments is updated daily with fun student assignments that are easy to choose, assign, and grade. Teachers can choose from hundreds of articles by either keyword, grade level or designated State Standard. Gradebooks will show how many assignments each student has completed and keep track of their scores.
Get a free trial of eLearn Assignments today by clicking the button below!
Choose a daily current events article and activity or search our library. All activities are aligned to the Common Core Curriculum Standards.
Assign to your entire class or just individuals based on their reading and learning levels.
Auto-grading and teacher-created feedback options are included and will cut your work-load in half!
eLearn Assignments helps improve reading comprehension while incorporating current events into your curriculum.
» Aligns with the Common Core State Standards
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The newsreaders of today will be the leaders of tomorrow! Open the door to current events, and engage young minds with some of the best news on the net.
Some of our sources include:
NBC News, The New York Times, The Washington Post, National Geographic, San Francisco Chronicle, AFP


text:
Free Me 021 | Womens wear | tops
Made from the finest and softest chiffon Free Me top is immensely comfortable to the skin. For all those who are rebel at hearts, this top will help them tell the world that they're free women. The finest fabrics ensure that you get the value for money. You get to wear unique designs for the party and surprise your friends and colleagues by wearing your attitude, literally.
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Free Me 021 | Womens wear | tops
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Locked down
There's an older security guard named Jim who's here every year. Today, as usual, he's parked in a fold-up chair outside the Blue Jays' clubhouse. He's been here since 7 a.m., and he's been guarding a locked door.
Still not much going on in the way of player sightings. I think I might've spotted Shawn Camp briefly, but it was from a distance and I could be wrong. Coaches have been coming in and out of the building here, but they're all headed over to the ballpark to sit down with the front-office types for some meetings.
Bench coach Brian Butterfield, bullpen coach Bruce Walton, pitching coach Brad Arnsberg and third base coach Nick Leyva have all poked their heads into the media room to say hello. Just spotted hitting coach Gene Tenace and, hey! Jays closer B.J. Ryan just strolled by. No rest for the Beej.
Walton left only a few minutes after arriving, and before he headed out the door he held up a thin book with a Blue Jays logo on the cover and smiled: "Well, that's all the work I'm doing here today. I've got to go read up on all my new players."
NEW SIGHTINGS: Roy Halladay, Jesse Litsch, Matt Clement, Brandon League. Gold stars all around. Day off? Not for these guys.
1 Comment
Halladay wouldn't mind seeing some of Toronto's prospects emerge as legitimate Major Leaguers this spring.
"I'd like to see some of the young guys be able to step in," Halladay said, "guys that are going to be a part of the organization for a long time. To be able to establish themselves, I think would be great.
***Looks like Halliday wants the young bucks here like we do, in order to build for next year and beyond. I hope he has have further conversations with JP regarding guys like Snider and Arrencibia, instead of Millar and Barrett. His input is important.
It could also be that Halliday's influence on some of the young pitchers would be more valuable than sending them down to AAA-specifically Ricky Romero.


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Protecting Your International Ventures
This story appears in the March 2006 issue of Entrepreneur. Subscribe »
In the global marketplace, do you know how to get paid without losing your shirt? The first step is to call your banker. He or she will suggest one of three payment methods: payment in advance, a letter of credit, or a sight or time draft. A good international banker can walk you through your choices.
If you'd rather make a go of it on your own, PayPalis good for payment on transactions of less than $10,000. And VeriSign's CyberCashand Worldpayboth accept multi-currency payments and offer specialized options.
On larger transactions, Ec-Finance.comand AVG Letter of Credit Management LLCare two reputable companies offering letters of credit that guarantee payment.
Thinking of selling goods on open account? Don't. This method of payment cannot be used safely unless you're dead certain that the buyer is creditworthy, and unless the country of destination is politically and economically stable. Otherwise, it's a huge risk.


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RH Line
Voters and Pot
"I'm calling about City Council and Amendment 64. The people of Colorado have spoken through the election, and they want this. And, the City Council was elected to represent the people. So, it would be wise for them to do their job and not express their personal opinions."
"I was very happy to see that Loveland voters passed the legalization of marijuana. That way, it should be a very easy decision for the town council. They can follow the state law, and they can also do what the citizens of Loveland want. They can put their own personal agendas aside and obey the law. Terrific. Win-win."
"The response of the City Council to oppose implementation of Amendment 64 is troubling, especially given that a majority of Lovelanders supported the measure to legalize marijuana. The council is fighting the voters, and that looks like obstruction more than democracy. Loveland will lose out on tax dollars and small business jobs to places like Boulder and Fort Collins."
Street Drinking
"Surely, our fair city has more to attract people downtown than drinking alcohol on the street, even in designated areas. If not, it's a sad day."
Save the Twinkie
"Who didn't like a Twinkie once in a while? So, why didn't Obama step in to save Hostess like he did GM and the big banks? Perhaps he doesn't need the union vote anymore."
Run on Food Bank
"Today, I had the opportunity to take a friend to the food bank and I was just really amazed. There was hardly any food down there. Older people were down there waiting to get something for their Thanksgiving dinner, and there was just practically nothing. So, if the community could reach out, this would be really, really great and help people that are less fortunate than we are."


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Browsing Conference papers (INT) by Title
Now showing items 1-20 of 20
Li, Xin (Frederiksberg, 2013)[More information][Less information]
Abstract: All of the three major theories of the firm, i.e., the transaction cost theory, knowledge-based theory and the entrepreneurship theory, offer some insightful analyses of the nature of the firm. However, they all have limitations and weaknesses in answering the fundamental question of the existence of the firm. In addition, they are all partial due to their particular focus on the multifaceted phenomenon of the firm. We argue that it is necessary and sufficient to develop a comprehensive yet integrative theory of the firm that combines the three competing yet complementary logics. Toward this end, we propose an aspirational community theory of the firm (ACT) as a candidate theory by conceptualizing the firm as an aspirational community, the core of which is a group of like-minded people sharing similar or same aspiration/vision. To explain the comparative advantage of the firm vis-à-vis market, we make a distinction between contractual labor and aspirational labor, the former being defined as services provided by a laborer in fulfillment of a contract while the latter as services provided by a laborer in pursuit of an aspiration; and argue that firms exist because while the market may be effective and efficient for allocating contractual labor it is less effective and efficient than the firms for allocating aspirational labor. URI: http://hdl.handle.net/10398/8767
Files in this item: 1Xin Li - AOM 2013.pdf (702.8Kb)
The Aspiration-Resource-Control (ARC) FrameworkLi, Xin (Frederiksberg, 2016)[More information][Less information]
Abstract: In this paper, I first briefly introduce Moon & Roehl's (1993, 2001) imbalance theory of FDI, then I identify its three deficiencies that may be responsible for the relative lack of impact of the potentially powerful imbalance logic, and then I propose an asymmetry reduction theory (ARC) of FDI and explain its aspiration-resource-control (ARC) framework. I conclude the paper with a brief discussion of the OLI framework being a special case of the ARC framework. URI: http://hdl.handle.net/10398/9311
Files in this item: 1
Dzikowska, Marlena; Gammelgaard, Jens; Jindra, Björn (, 2016)[More information][Less information]
Abstract: Research concerning the autonomy of subsidiaries has been concentrated on the possession of decision-making rights. Building on the definitional and empirical argumentation, we claim that so understood autonomy has a prospective character, is not equal to the implementation of actual actions (or lack of thereof) and neglects the issue of the scope of potential actions. This paper aims to fill in the current literature gap by offering a holistic stance in which we assert that subsidiaries can be meaningfully differentiated according to their levels of autonomy and corresponding actions. We base this argumentation on the findings of real option theory and competitive dynamics perspective, develop a typology specific to a subsidiary's autonomy activity status (the position of a subsidiary in terms of its autonomy level confronted with the extent of actions taken in a corresponding area). We evaluate empirical validity of this approach on a sample of 377 foreign subsidiaries located in CEE countries. Our results (multinomial logit models) show that the proposed typology has the power to define internally consistent positions which are differentiated along four variables representing widely understood interdependencies within an MNE (sales dependence, sourcing dependence, technological dependence of the foreign investor upon the subsidiary and technological dependence of the subsidiary upon the MNE). URI: http://hdl.handle.net/10398/9411
Files in this item: 1EIBA Dzikowska_Gammelgaard_Jindra.pdf (578.6Kb)
Crowdsourcing in Incumbent FirmsGammelgaard, Flemming Binderup; Hallin, Carina Antonia (Frederiksberg, 2018)[More information][Less information]
Abstract: Crowdsourcing is an emergent interdisciplinary theory and methodology, which in recent years has become widely diffused, raising significant questions in the innovation management literature concerning the adoption of crowdsourcing as an open innovation practice. Building on seminal research on open innovation adoption in large organizations (Chesbrough and Brunswicker, 2013; 2014), the current study presents qualitative findings on the innovation practices and strategies of incumbent firms transitioning from traditional innovation to crowdsourcing for open innovation. We discuss the impact of crowdsourcing technologies and methodologies on 1) the innovation processes, 2) the innovation content and 3) the overall scope of innovation to discover different stages of maturity in the innovation governance structures of incumbent firms (Deschamps & Nelson, 2014). Our study thus contributes to research on the firm side of crowdsourcing, providing much needed insights into the processes, procedures and structures that support the implementation of crowdsourcing for open innovation (Lüttgens et al., 2014). URI: http://hdl.handle.net/10398/9668
Files in this item: 1
Understanding How Resource-Poor Firms Survive and ThriveLi, Xin (Frederiksberg, 2016)[More information][Less information]
Abstract: In this paper, I first critique the composition-based view of Yadong Luo and John Child for understanding how resource-poor firms survive and thrive. To remedy the deficiencies in their perspective, I then propose a dynamic theory of compositional advantage and strategy. Here, the compositional advantage is redefined as the attractiveness of the composition of the producer's offering in terms of scope and perceived value/price ratio. I identify five ways or basic compositional strategies to improve the value/price ratio. A firm may have an overall compositional strategy that is composed of some or all of the five basic compositional strategies. I argue there are three indispensable key success factors for a composition-based competition, i.e., aspiration (ambition-position asymmetry), attitude (being ALERT), and action (turning asymmetry into advantage). I also discuss the particular relevance of the present theory to understanding Chinese firms. I conclude with managerial implications and suggestions for future research. URI: http://hdl.handle.net/10398/9321
Files in this item: 1
Using Updated Information from the FrontlineAndersen, Torben J.; Bresser, Rudi K. F.; Hallin, Carina A. (Frederiksberg, 2016)[More information][Less information]
Abstract: Effective strategy-making in turbulent industries needs current insights that can inform ongoing decisions around adaptive strategic moves. Frontline employees involved in the daily business transactions are the first to see the subtle changes not otherwise observed by top managers. Top management with dominant logics anchored in previous business contexts usually receive updated information from performance reports for prior periods. All the while, we discern a human inclination linked to the position of power where managers subconsciously discard updated information from frontline employees. We present an experiment to investigate these effects and discuss the implications for strategic response capabilities among firms. URI: http://hdl.handle.net/10398/9326
Files in this item: 1Andersen_Bresser_Hallin_RomeSMS2016.pdf (480.5Kb)
Juul Andersen, Torben; Andersson, Ulf; Palmié, Maximilian; Keupp, Matthias (Frederiksberg, 2015)[More information][Less information]
Abstract: We outline commonalities between studies of subsidiary decentralization and autonomous strategy-making in the international business and strategic management fields. This suggests that corporate headquarters should engage in strategy-making processes that provide a combination of formal direction for global efficiencies and autonomy for effective local responses. Strategic guidance from headquarters frames subsidiary decisions in line with corporate priorities and distributed decision power coupled with informal exchange of information facilitates strategic responses in tune with local market requirements. We identify some important nuances in the integration-responsiveness conundrum supported by an empirical study of 351 multinational subsidiaries. We discuss the implications for multinational strategy practice and suggest future research venues to investigate strategy-making in multinational firms. URI: http://hdl.handle.net/10398/9202
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A New Approach to Strategic ControlHallin, Carina Antonia; Andersen, Torben J.; Foss, Nicolai J.; Tveterås, Sigbjørn (Frederiksberg, 2012)[More information][Less information]
Abstract: Recent advances within the dynamic capabilities view emphasize the "sensing" of employees as an important part of the micro-foundations of dynamic capabilities: By putting in place organizational processes that mobilize and exploit information gathered by individual employees from their operating environment, firms can update insights about performance outcomes and improve strategic decision-making. We test empirically the extent to which firms can ascertain performance outcomes by drawing on employee knowledge. Our empirical setting is the Scandinavian hospitality sector with respondents among frontline service employees. Using a time series approach, we show that employee respondents (collectively) assess medium-term organizational performance better than management and the financial models available to them. URI: http://hdl.handle.net/10398/8506
Files in this item: 1Hallin.pdf (217.2Kb)
Hallin, Carina Antonia; Juul Andersen, Torben; Ooi, Can Seng (Frederiksberg, 2014)[More information][Less information]
Abstract: We outline a strategic response capability framework drawing on cognitive neuroscience to explain stakeholder sensing and anticipations as essential input to environmental analysis. Stakeholders receive stimuli from ongoing interactions with the firm and thereby sense current environmental changes and form anticipations about future performance that provide early signals about needs for proactive strategic responses. Based on insights from literatures on cognitive neuroscience, marketing and strategy we develop a strategic response capability model driven by stakeholder sensing and anticipations with associated propositions. We discuss the implications of the proposed framework and suggest future research venues to further uncover the microfoundations of the firm's strategic response capability. URI: http://hdl.handle.net/10398/9007
Files in this item: 1Hallin_Juul Andersen_Ooi.pdf (422.9Kb)
Gammelgaard, Jens; Kumar, Rajesh (Frederiksberg, 2016)[More information][Less information]
Abstract: The relationship between multinational enterprises' (MNE) headquarters and their subsidiaries has been of considerable interest to international business scholars (e.g., Dörrenbächer and Geppert, 2009). Although a subsidiary is an integral part of an MNE, its interests do not necessarily converge with those of headquarters. Many scholars note that relationships between headquarters and subsidiaries are characterized by the simultaneous presence of cooperation and competition (e.g., Bouquet and Birkinshaw, 2008; Otterbeck, 1981). On the one hand, the subsidiary and its managers are dependent on headquarters' resources to fulfill its mandate. On the other hand, the subsidiary and its managers have their own particular goals, which may or may not coincide with the goals of headquarters and its managers. Subsidiary managers may also seek to develop the unit's own sense of identity, which may be at variance with that of the MNE (e.g., Mudambi and Navarra, 2004). The potential for goal and identity conflict between headquarters and subsidiaries leads to the emergence of a mixed-motive relationship between the two units and their managers. A mixed-motive relationship generates conflict, but the mere existence of conflict is not necessarily detrimental to the relationship (Rahim and Bonoma, 1979). However, the emergence of a prolonged conflict and/or its ineffective management may create a dysfunctional relationship between the headquarters and the subsidiary. URI: http://hdl.handle.net/10398/9413
Files in this item: 1The Legitimacy Dynamics EIBA.pdf (147.4Kb)
The Yin-Yang Process of Top-Down and Bottom-Up MechanismsJuul Andersen, Torben; Hallin, Carina Antonia; Li, Xin (Frederiksberg, 2014)[More information][Less information]
Abstract: The organizational capacity to cope with unexpected changes remains a fundamental challenge in strategy as global competition and technological innovation increase environmental uncertainty. Conventional strategy-making is often conceived as a sequential linear process where we see it as a non-linear interaction between top-down and bottom-up mechanisms dealing with multiple actions taken throughout the organization over time. It is driven by intension but with a flexible balance between centralized (planned) and decentralized (spontaneous) activities. We adopt the principles of complementary Yin-Yang elements and Zhong Yong balance to explain the time bound interaction between these opposing yet complementary strategy-making mechanisms where tradeoffs and synergies are balanced across hierarchical levels. URI: http://hdl.handle.net/10398/9011
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Li, Xin (Frederiksberg, 2016)[More information][Less information]
Abstract: Just like scholars distinguish two types of firm's external environment, i.e., competitive and institutional, we make a distinction between two types of firm's internal environment, i.e., resources and organization. Based on this distinction, we propose an organization-based view of strategy (OBV), not only as a label to unite various organization-related issues within the strategy field, but also as a fourth research paradigm to supplement to three existing paradigms, i.e., industry- or competition-based view (CBV), resource-based view (RBV), and institution-based view (IBV). Bringing the four paradigms together, we transform Mike Peng's 'strategy tripod' into a 'strategy quadrapod'. By proposing an organization-resource-institution-competition (ORIC) analysis and a situation-action-performance (SAP) framework, we attempt to make a grand integration of the strategy field. URI: http://hdl.handle.net/10398/9443
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Gammelgaard, Jens; Hobdari, Bersant (Frederiksberg, 2016)[More information][Less information]
Abstract: In this paper, we investigate post-acquisition integration of acquired firms and subsequent developments in new subsidiary strategic responsibilities in value-chain activities. Using comparative case study methodology, we illustrate the forms, degrees and evolution of strategic responsibilities using in-depth analysis of six acquisitions from the Danish brewery, Carlsberg. The analysis reveals that the initial mandates at the time of acquisition were designed based on new subsidiaries' core competencies and resources, and Carlsberg's acquisition motives. Yet, the mandates did not remain static. Over time, some subsidiaries gained new value chain mandates or they substantially increased their scale in terms of production capacities or the markets in which they operated. From the practical point of view, this implies managers of the acquiring firm must pay close attention to the form and extent of integration if the acquisition is fulfill its potential. URI: http://hdl.handle.net/10398/9412
Files in this item: 1Gammelgaard and Hobdari EIBA.pdf (184.4Kb)
The Contingent Role of Managerial Ties in New VenturesMa, Yucheng; Li, Peter Ping (New York, 2014)[More information][Less information]
Abstract: Focusing on how resource structuring mechanisms and managerial ties influence organizational ambidexterity of new ventures in emerging economy, this study explores the effects of resource structuring mechanisms (i.e., resource acquiring and resource accumulating) on organizational ambidexterity. It further examines the moderating effects of managerial ties, (i.e., ties with other firms and ties with the government) on the above relationships. Survey data from China¡¯s 202 new ventures demonstrates that the resource acquiring has an inverted U-shaped effect whereas the resource accumulating has a U-shaped effect on organizational ambidexterity in new ventures. Further, because of the traditional culture and economic transition characteristics, new ventures actively leverage managerial ties as key social relations to obtain special resources or nurture business transactions. We propose that ties with other firms and ties with government can differently strengthen the effects of acquiring and accumulating on organizational ambidexterity. The results support our propositions URI: http://hdl.handle.net/10398/8957
Files in this item: 1Ma og Li.pdf (399.1Kb)
Stakeholder Sensing and Predictions of Emergent Strategic IssuesHallin, Carina Antonia; Juul Andersen, Torben (Frederiksberg, 2014)[More information][Less information]
Abstract: We construe a conceptual framework for responding effectively to true uncertainty in the business environment. We drill down to the essential micro-foundational capabilities - sensing and seizing of dynamic capabilities - and link them to classical strategic issue management theory with suggestions on how to operationalize these essential capabilities. By definition true uncertainty represents environmental conditions that are hard to foresee, which can catch the unprepared by surprise while presenting opportunities to the conscious organization. We demonstrate that organizations relying on aggregation of stakeholder sensing and predictions of emergent strategic issues can positively influence the two capabilities and help the firm adapt in the face of uncertainty and unpredictability. Robust measures predicating performance based on information from key stakeholders involved in the firm's core operations provide faster, more accurate, and updated insights about environmental developments identifying important strategic issues and solutions to them. This provides corporate decision-makers with a proactive tool in the quest for timely and effective strategic responses. URI: http://hdl.handle.net/10398/9019
Files in this item: 1Hallin_Juul Andersen - SMS Paper.pdf (322.6Kb)
Andersen, Torben Juul (Frederiksberg, 2018)[More information][Less information]
Abstract: Contemporary studies must address the challenges of responding to abrupt events in highly dynamic and complex environments. We argue that decision structures and information processing capabilities enhance the ability of organizations and societies to respond effectively to the changing conditions for durable advantages. Sustainable performance arguably derives from interactive decision-making processes that deal with opportunities as they emerge informed by updated environmental analytics. The combination of experiential insights from decentralized responses and forward-looking reasoning at the center identifies a dynamic adaptive system of interacting fast and slow processes. The fast information processing observes local environmental stimuli whereas the slow information processing interprets these events and reasons about future developments. When the fast and slow processes interact they form a dynamic system that allows an organization or society to adapt gradually to the turbulent conditions. We apply the model of fast-slow interactions in organizations and societies as the key driver of sustainable adaptation. URI: http://hdl.handle.net/10398/9637
Files in this item: 1Responsive Dynamic (IEEE format).pdf (496.2Kb)
Why Central Management Should Rely on Peripheral SensingPedersen, Carsten (Frederiksberg, 2014)[More information][Less information]
Abstract: In dynamic environments, competitive advantage lies in developing useful knowledge from continuous streams of unstructured and ambiguous data. Frontline employees and certain groups of customers are often the first to sense emerging issues of strate-gic importance due to their experiential insights of the firm's daily operations. Yet, they are rarely asked to provide updated information about critical issues. The present paper seeks to conceptually develop the notion of responsive innovation, by drawing on literary streams concerning collective sensing, strategic issue diagnosis and integra-tive strategy within a micro foundations perspective. It is posited that companies should root their innovation processes in the collective sensing of frontline-employees and customers that operate around the organizational periphery. This frames the con-cept of responsive innovation, where individuals engaged in the firm's ongoing busi-ness activities collectively identify issues that central managers can resolve. URI: http://hdl.handle.net/10398/8940
Files in this item: 1Carsten_Pedersen.pdf (599.7Kb)
Hallin, Carina Antonia; Lind, Anne Sofie (Frederiksberg, 2016)[More information][Less information]
Abstract: Successful decision making depends on the ability to identify relevant strategic environmental issues availa-ble to decision makers [Eisenhardt 1989, March and Olsen 1976, Vroom and Yetton 1973]. Crowd predictions are widely recognized for producing accurate predictions about the future [Hallin 2015, Hill 1982, Hong and Page 2004, Surowiecki 2004, Thompson 2012]. Strategic foresight and updated information about the future to support strategic decisions can be achieved by tapping into the collective wisdom of crowds [Berg and Rietz 2003, Mannes, Soll and Larrick 2014, O'Leary 2011, Wolfers and Zitzewitz 2004]. This paper introduces two empirical case studies on the identification of strategic issues for crowd pre-dictions performed in large international organizations, Copenhagen Airports and Maersk Training. The methods include interviews with key decision makers and crowd testing in order to identify relevant envi-ronmental, industrial, and firm uncertainties that are expected to affect the future financial performance of the firm over the next year. URI: http://hdl.handle.net/10398/9327
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Kairos, and the spatio-temporal "quality" of Strategic LeadershipAndersen, Torben; Gatti, Luca; Tompson, Tim (Frederiksberg, 2015)[More information][Less information]
Abstract: This paper explores the qualitative, subjective and contingent values of the Ancient Greek concept of Kairos, and argues its utility in developing an adaptive, pragmatic, persuasive and creative model of Strategic Leadership. A kairotic model of Leadership, we argue, is more coherent with current and future approaches to Strategy and to its spatiotemporal qualities. In the following we first present the concept of Kairos and discuss its relevance to Strategic Leadership and its challenges, we then introduce current conceptualizations of Strategy and their implications for Strategic Leadership, and finally synthesize these insights and the literature to gauge implications. URI: http://hdl.handle.net/10398/9203
Files in this item: 1Andersen Gatti Tompson (2015).pdf (744.7Kb)
The ABCD FrameworkLi, Xin (Frederiksberg, 2016)[More information][Less information]
Abstract: In this paper, I critique the convergence thesis proposed by S. Pope and J. W. Meyer who envisage the rise of a universalistic corporate organization that tends to supersede national business contexts or at least renders the national institutional environment as less consequential. My counterargument is that while there are forces for convergence of management practices worldwide, there are simultaneous other forces for divergence, and therefore, management practices of businesses across the world will go through a crossvergence rather than a pure convergence process. To explicate this counterargument, I use management practices in China as an illustrative case. Instead of one 'Chinese model of management', there are actually varieties of Chinese management. To understand these diversities, I propose an analytical framework that is based on four traditional Chinese philosophies, i.e., Confucianism, Legalism, Daoism, and Mohism. I posit, the actually management practices in China can be understood as diverse configurations of the four basic mode of management, i.e., autocracy, bureaucracy, chrismacracy, and democracy (ABCD for short). URI: http://hdl.handle.net/10398/9322
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