...Brandy Newland Advanced Entrepreneurship Unit 1 IP American Intercontinental University April 29, 2012 Abstract Washing machines have changed and developed through the years mostly due to entrepreneurship and now days due to intrapreneurship through R&D at such companies as Whirlpool and Maytag. It has faced many challenges through trial and error and the inventions such as the small motor, galvanized tubs, and the agitator. In the following paper is how the washing machine came to be, the challenges it faced, and how it was developed by several key people. Innovation according to Dictionary.com is defined as "something new or different introduced." One invention that we overlook in such a high-tech world that was created to make our lives simpler is the washing machine. When the washing machine was invented it was just that a new product being brought to market to simplify the lives of women everywhere. Before the automatic washers of today there was no running water, gas, or electricity and laundry took unimaginable amounts of time and labor compared to today. To wash the clothes once, boil once, and one rinse used about 50 gallons of water (400 lbs.) that had to be moved from pump, well, or faucet to the stove and tub in buckets and wash boilers that might weigh about forty to fifty pounds, (History of the washing, n.d.). All of the rubbing, wringing, and moving heavy water laden clothes and linen (heavy sheets included) tired the women out and continuously...
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...MASTER OF TECHNOLOGY ADVANCED ELECTIVES SELECTION For Semester II 2014/2015 ATA/SE-DIP/TS-11/V1.34 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics Table of Contents. MTECH ADVANCED ELECTIVES 1. INTRODUCTION. 1.1 Overview. 1.2 Courses. 1.3 Assessment. 1.4 Elective Selection Process. 2 2 2 2 3 3 2. SCHEDULE FOR ADVANCED ELECTIVES OFFERED DURING SEMESTER II 2014/2015. 2.1 MTech SE and KE Students. 2.2 MTech EBAC Students. 5 5 9 3. CURRICULUM. 12 4. DESCRIPTION OF COURSES. 4.1 Department of Electrical & Computer Engineering. 4.2 School of Computing. 4.3 Institute of Systems Science. 4.4 Department of Industrial & Systems Engineering. 4.5 Division of Engineering & Technology Management. 12 15 23 31 32 34 ATA/SE-DIP/TS-11/V1.34 page 1 of 35 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics MASTER OF TECHNOLOGY Advanced Electives 1. INTRODUCTION 1.1 Overview All students that expect to have passed four core courses and eight basic electives after completing the scheduled examinations in November, and also have or expect to pass their project/internship, will be entitled to commence their Advanced Electives in NUS Semester II 2014/2015, which starts on 12 January 2015. However, it should be noted that a student’s registration for the Advanced Electives will be withdrawn if they either: 1. 2. 3. 4. 5. Fail any elective examination in November. Do not successfully...
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...1 Entrepreneurship, Innovation, and Economic Development: An Overview Adam Szirmai, Wim Naudé, and Micheline Goedhuys 1.1 Purpose of the book Economic development requires sustainable and shared increases in per capita income accompanied by changes in the structural composition of an economy towards higher value added goods and more efficient production methods. Entrepreneurs can contribute to economic development by facilitating the reallocation of resources from less to more productive uses (Acs and Storey 2004), by performing ‘cost-discovery’, ‘gap-filling’, and ‘input-completing’ functions in the economy (Leibenstein 1968; Hausmann and Rodrik 2003) and by supporting structural change (Lewis 1954; Gries and Naudé 2010). These roles have recently been the subject of a growing literature (see e.g. Minniti and Naudé 2010; Naudé 2010a, 2010b, 2010c). A neglected function in this literature is the potential role of entrepreneurs as innovators in developing countries. Joseph Schumpeter pointed out a century ago that entrepreneurs are often innovators, bringing new goods and technologies to markets, opening up new markets, processes, and ideas, and commercializing new knowledge. But, it is often mistakenly suggested that innovation by entrepreneurs is less important for growth in low-income developing countries than in more advanced economies.1 A substantial literature has been devoted to understanding the conditions under which entrepreneurs innovate, and the nature and evolution...
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...Journal of Retailing 87 (3, 2011) 253–268 Franchising Research Frontiers for the Twenty-First Century Rajiv P. Dant a,∗ , Marko Grünhagen b,1 , Josef Windsperger c,2 a Michael F. Price College of Business, The University of Oklahoma, 307 West Brooks, Norman, OK 73019-4001, USA b Eastern Illinois University, School of Business, 4002 Lumpkin Hall, Charleston, IL 61920, USA c Center of Business Studies, University of Vienna, Brünner Strasse 72, A-1210 Vienna, Austria Abstract About four decades ago, during the formative years of the franchising industry, visionary authors like Oxenfeldt and Kelly (1968) and Ozanne and Hunt (1971) proposed a rich slate of research agenda which still continues to guide some of the contemporary scholarship in the franchising domain. This article (1) explicates some of the unique features of the franchising context that presumably inspired these pioneering authors, (2) discusses four established elements of ontology unique to franchising and isolates the remaining research gaps therein, (3) specifies a new slate of more contemporary research agenda for future scholarship, and (4) concludes with a brief discussion of the ten articles featured in this Special Issue of the Journal of Retailing dedicated to the theme of Franchising and Retailing. © 2011 Published by Elsevier Inc on behalf of New York University. Keywords: Franchising Research Agenda; Research Frontiers; Mixed Motives Context; Asymmetrical Power Setting; Twenty-First Century ...
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... Executive Summary iii 1. Innovation policy trends 1 1.1 Trends and key challenges for innovation policy 1 1.2 Innovation governance 7 1.3 Recent changes in the innovation policy mix 12 1.4 Internationalisation of innovation policies 15 1.5 Evidence on effectiveness of innovation policy 16 2. Innovation policy budgets – an overview 19 2.1 Trends in funding of innovation measures 19 2.2 Departmental and implementing agency budgets for innovation policies 2 1 2.3 Future challenges for funding of innovation policy 22 3. Thematic report: Demand-side innovation policies 23 3.1 Trends in the use of demand-side innovation policies 24 3.2 Governance challenges 30 3.3 Recent demand-side innovation policy measures 3 1 3.3.1 Sectoral specificities 3 1 3.3.2 Good practice case 3 1 Appendix A : Plan to increase the efficiency and effectiveness of RDI expenditure (Summary of provisions) 32 Appendix B : Recommendations of World Bank’s Functional Review for the reform of the Romanian RDI system 34 Appendix C : Research and innovation policy measures for Romania 35 Appendix D : References 37 Mini Country Report/Romania i Preface The European TrendChart on innovation is the longest running policy benchmarking tool at European level. Since its launch in 1999 it has produced annual reports on national innovation policy and governance, created...
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...COURSE AND SUBJECT GUIDE POSTGRADUATE MANAGEMENT PROGRAMS 2010 The information contained in this Course and Subject Guide: • • is current only at the date it is published and Melbourne Business School is under no obligation to update the information or correct any inaccuracy which may become apparent at a later date; and is not intended to provide or make recommendation on which you should rely. Melbourne Business School reserves the right to change course content, lecturers, course time, examination procedures and other course details. To the extent permitted by law, Melbourne Business School specifically excludes any liability for any error or inaccuracy in, or omissions from, the information in this Guide and any loss or damage which you or any person may suffer. Last updated: 12 March 2010 1 2 MELBOURNE BUSINESS SCHOOL 2010 ACADEMIC CALENDAR ___________________________________________________________________ TERM 1 Thursday Monday Tuesday 14 January 18 January 26 January Orientation Evening – Weekend Mode and Standard Part Time World of Management Weekend Mode and Part Time (until Friday 22 January) Australia Day Academic School Holiday Carlton Campus on Sunday operations Monday Thursday Friday Monday Thursday Friday Friday Thursday Friday Sunday 9 February 18 February 26 February 8 March 18 March 19 March 2 April 15 April 16 April 25 April Commencement Term 1 Teaching (standard 12-week format subjects) Weekend Mode – Module 1a (until...
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...EUROPE EUROPEAN COMMISSION Directorate-General for Education and Culture Directorate C: Lifelong learning: higher education and international affairs European Institute of Innovation and Technology; economic partnership Public open tender EAC/37/2009: CONTENTS CONTENTS INTRODUCTION Scope of report Introduction to UBC Elements in the UBC Ecosystem 5 5 5 5 AIMS & METHODOLOGY Introduction Objective Process for selection Basis for selection Countries considered in the selection of the cases Case study partners 7 7 7 7 8 8 9 CASE STUDIES Case study key insights Classification of countries Nature of case study Case study quick-find 10 10 12 12 13 NORTHERN Europe Case 1: SEA, Denmark Case 2: ETM, Estonia Case 3: Demola, Finland Case 4: REAP, Ireland Case 5: Mobility at UL, Latvia Case 6: CSE, Sweden Case 7: SMIL, Sweden Case 8: SPEED, UK Case 9: IDI/Digital City, UK Case 10: Acua Limited, UK 18 19 25 30 35 41 46 52 57 63 70 76 80 84 90 96 EASTERN EUROPE Case 11: GIS, Bulgaria Case 12: TTO Pécs, Hungary Case 13: The Science and Economy Project, Poland Case 14: WCTT, Poland Case 15: Q-PlanNet, Romania 75 1 © Science-to-Business Marketing Research Centre CONTENTS SOUTHERN EUROPE Case 16: MUHC, Malta Case 17: PNICube, Italy Case 18: TTO Milano, Italy Case 19: InnoCash, Spain Case 20: INNOVA, Spain Case 21: INNPACTO, Spain 102 103 108 113 117 122 127 133 140 145 150 155 160 167 173 178 WESTERN EUROPE Case 22: Science...
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...Berkeley Master of Engineering Program Student Handbook 2014-2015 edited 6/17/14 ld 1 Table of Contents MASTER OF ENGINEERING PROGRAM CONTACT INFORMATION ........................................................ 4 FUNG INSTITUTE FACULTY & STAFF .......................................................................................................................... 4 DEPARTMENT STAFF .................................................................................................................................................. 5 ADDITIONAL RESOURCES CONTACT INFORMATION ................................................................................ 6 MASTER OF ENGINEERING HONOR CODE ..................................................................................................... 7 ACADEMIC INTEGRITY................................................................................................................................................ 7 ACADEMIC AFFAIRS ............................................................................................................................................. 10 THE ACADEMIC PROGRAM ....................................................................................................................................... 10 ADVANCEMENT TO CANDIDACY .............................................................................................................................. 10 REGISTRATION...
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...Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ e~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ ¢ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ ¢ Knowledge Kkue~ Kku Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æ ∆ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge K u Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾Hœ O Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~~ u Kkue~~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛkk«Ú ¾HHœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~~ O Kkue~~ Kku g g ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ O O e~ Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ _ Knowledge Kkue~ Kku Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢ :±ò Kku iëëÞ eÛk«Ú ¾HœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ O Kkue~ Kku ‹≈‰’≈∆ :±ò º°æ fi» :±ò Kku iëëÞ eÛk«Ú ¾HHœÈä¢ Oã]¶ sÐ_ :±ò Kku Knowledge Kkue~ O Kkue~ Kku ‹≈‰’≈∆ :±ò º°æfi»¢...
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...Transforming Lives Communities The Nation …One Student at a Time Disclaimer Academic programmes, requirements, courses, tuition, and fee schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s...
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...Need Assessment Report on Need Assessment Report on Trainers’ Skills Trainers’ Skills In Vocational Employability In Vocational Employability Building Building Disclaimer NSDC engaged MART to conduct the study and prepare this report, which is based on independent research and analysis done by MART. This report is not based or derived from any other report or research paper. Any similarity with any other paper may purely be a co-incidence. All rights reserved. All copyright in this report and related works is solely and exclusively owned by NSDC. The same may not be reproduced, wholly or in part in any material form (including photocopying or storing it in any medium by electronic means and whether or not transiently or incidentally to some other use of this presentation), modified or in any manner communicated to any third party except with the written approval of NSDC. This report is for information purposes only. While due care has been taken during the compilation of this report to ensure that the information is accurate to the best of MART’s and NSDC’s knowledge and belief, the content is not to be construed in any manner whatsoever as a substitute for professional advice. MART and NSDC neither recommend nor endorse any specific products or services that may have been mentioned in this report and nor do they assume any liability or responsibility for the outcome of decisions taken as a result of any reliance placed in this report. Neither MART nor NSDC shall be...
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...Strategic Plan 2010–2015 Strategic Plan 2010–2015 Foreword This Strategic Plan covers a period when Hong Kong is likely to experience major changes arising largely from the rapid development in the Mainland, both in its economy and international status. Our emphasis in the Strategic Plan on globalisation is a considered response to these changes. We seek to provide our graduates with the best career opportunities by anticipating and training for the rapid changes that lie ahead. The Plan emphasises our commitment to excellence in research and professional education. We have strong professional schools and we take the leading professional schools in North America as models for our future development to nurture a new breed of professionals to excel and lead in our fast changing global environment. City University of Hong Kong is a vibrant university located at the centre of Hong Kong, one of the most dynamic and cosmopolitan cities in the world. The University prides itself on its close relations with the City. It has a strong sense of social awareness and of its responsibilities to the young people of Hong Kong in providing them with a strong foundation for their future endeavours. Complementing this close relationship with the City is the University’s global perspective and global connectivity reflected in both its educational and research activities. It has established itself as a leading international university and is well placed in all the international ranking...
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...mba elective summaries table oF coNteNts Page 1. accounting and control Page 2. Decision sciences Page 3. economics and Political science Page 5. entrepreneurship and Family enterprise Page 9. Finance Page 11. marketing Page 13. organisational behaviour Page 14. strategy Page 16. technology and operations management Here is a list of electives that were offered to the MBA Classes of 2012. This list is not comprehensive and is likely to change annually to reflect changes in the economic and business environment. If you are interested to find out whether a particular elective is being offered for your class, you can email us at mba.info@insead.edu. Also, notably 90% of the electives will be offered across both campuses, but there are some courses that will be tied to a specific campus due to the availability of the professor or the link to the specific region. All students will be given a full list of electives offered for their class in Period 1 so that they can take this information into account when planning for their campus exchange. accounting and control applied corporate reporting To be successful in any career involving financial analysis, you need a deep and broad knowledge of financial reporting standards and their application in practice. Building on the concepts covered in core courses, this elective gives students an understanding of the rationale and principles behind financial reporting. It also provides a clear sense of the main players (managers...
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...INNO NATOUR. Lesson learnt from Innovation in Nature Based Tourism Services Contact: Faculty of Economics and Public Administration „Stefan cel Mare” University of Suceava Universităţii str., no. 13, Building H 720229 SUCEAVA, ROMANIA Phone: (+40) 230 216147 ext. 294 Erasmus IP web site: www.innonatour.usv.ro Faculty web site: www.seap.usv.ro University web site: www.usv.ro 2012 Subject to the provisions of relevant collective licensing agreements, no reproduction of any part may take place without written permission of the copyright owners. CONTENTS INTRODUCTION............................................................................................................................................ 5 DESCRIPTION OF THE PROJECT.............................................................................................................. 8 STUDENTS OF THE 20112012 ERASMUS IP ...................................................................................... 9 LECTURERS, TUTORS AND EXPERTS OF THE 20112012 ERASMUS IP ................................. 10 RESULTS OF THE ERASMUS IP INNO NATOUR 20112012......................................................... 19 FINAL REPORTS OF THE WORKING GROUPS .................................................................................. 20 INDIVIDUAL POST CASE STUDIES OF THE STUDENTS ................................................................. 44 CONCLUSIONS AND IMPLICATIONS ......................................
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...DesIgnIng the OrganIzatIOn fOr User InnOvatIOn Peter Keinz • ChristoPh hienerth • ChristoPher LettL Abstract: there is increasing consensus among practitioners and academics alike that we are in the midst of a paradigm shift from producer-centered and internal innovation processes toward user-centered and open innovation processes. This paradigm shift induces significant changes to the design of organizations. Even though the research field of user innovation has been developing over a period of more than four decades, there have been only occasional intersections with the research field of organizational design. In this article, we aim to provide an integrated perspective of the two fields. We first identify major user innovation strategies. We then derive the implications for each user innovation strategy on key dimensions of organizational design. Keywords: User innovation; organization design the point of departure for this article is the growing literature around the phenomenon that companies are in the midst of a paradigm shift from closed, producer-centered ways of innovating to open, user-centered innovation processes (Chesbrough, 2003; von hippel, 2005). to improve innovation performance and increase competitiveness, more and more firms are employing user innovation strategies (von Hippel, 2005). Such strategies have proven to be of high value to almost every type of company; both start-ups and wellestablished companies, irrespective of the industry they are operating...
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