Second Language Acquisition and the Critical Period Hypothesis Second Language Acquisition Research: Theoretical and Methodological Issues Susan Gass and Jacquelyn Schachter, Editors Monographs on Research Methodology Second Language Acquisition and the Critical Period Hypothesis Edited by David Birdsong University of Texas LAWRENCE ERLBAUM ASSOCIATES, PUBLISHERS Mahwah, New Jersey London This edition published in the Taylor & Francis e-Library, 2009. To purchase your own
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Strategic management, corporate responsibility and stakeholder management Integrating corporate responsibility principles and stakeholder approaches into mainstream strategy: a stakeholder-oriented and integrative strategic management framework Takis Katsoulakos and Yannis Katsoulacos Takis Katsoulakos is a Director at INLECOM Ltd, Burgess Hill, West Sussex, UK. Yannis Katsoulacos is a Professor at Athens University of Economics and Business, Athens, Greece. Abstract Purpose – The purpose
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and communicating your results. 2. Accounting, auditing, or tax research involve a systematic and logical investigation of an issue or problem using the accountant’s professional judgment. Furthermore, accountants approach this problem using critical-thinking skills to obtain and document evidence underlying a conclusion relating to an issue or problem currently confronting the accountant or auditor. 3. Accounting, auditing, or tax research are necessary in order to determine the proper recording
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foresight. This was investigated in a qualitative research with the means of multiple case studies and expert consultation. The findings of this study show that managing and organising for foresight in large firms can be done on the basis of two approaches, formal or informal. This is based on theory and has been extended and modified in this study. The formal approach builds on structure and processes whereas the informal approach is based on the corporate culture. Which approach is more suitable
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HUMAN RESOURCES Conference Paper Abstracts A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be
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Resources Management M47BSS COURSE: MBA Management Best Practice VS Best Fit A Case study of United Bank for Africa (UBA) By Name: Foluso Akintunde Fapohunda Student Id: 5471799 Contents 1.0 INTRODUCTION 2 2.0 LITERATURE REVIEW 4 2.1 Human Resources Management (HRM) 4 2.1.1 Best Practice as an Approach in HRM 4 2.1.2 Characteristics of best practice 5 2.1.3 Advantages of Best Practice: 6 3.0 ANALYSIS AND DISCUSSION 9 3.1 Distinct Human Resources
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Chapter II Literature Review It is a widely accepted fact that educational training and experience influence teachers’ practices and beliefs in the manners in which they individually approach classroom management (Martin and Sass, 2010). The very thought of classroom management brings to mind an array of opinions, ideas, and definitions. However, it cannot be easily defined since classroom management involves a very broad scope of definitions (Martin & Sass, 2010). According to Martin and
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Culture and strategy Introduction In the strategic literature the need to develop a strategy that requires the foundations of a culture that is compatible with the intended strategy is widely recognized. However, what is less widely understood is what happens when you have to fast track both cultural and strategic change when the strategy and its desired outcomes are both incompatible with the culture of the organization. How should managers deal with these challenges? How should such cultural
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Ethics in Accounting | Managerial Accounting Q1 | | | Instructor: Nikolaos Kourkoumelis, Ph.D. | Student: Marija Lukic | 11/14/2012 | | Table of Contents The Ethics in Accounting case and the plan…………………………………………….4Incidentals of Authorization and Submittal…….………………………………………………………………..4Objective………………………………………………………………………………………………………………………..4 Use of Observational Techniques…………………………………………………………………………………….4 An overview of the Report……………………………………
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21st Bled eConference eCollaboration: Overcoming Boundaries through Multi-Channel Interaction June 15 - 18, 2008; Bled, Slovenia Value Creation in B2B E-Markets of China: A Practical Perspective Jing Zhao a, , Shan Wang b and Wilfred V Huang c a Center for International Cooperation in E-Business, College of Management China University of Geosciences, Wuhan 430074, P.R.China zhao5563@gmail.com b Department of Management Science, School of Business, Renmin University, 59 Zhong Guan Cun
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