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Some other studies come to other conclusions (see ch. 3 of UNCTAD (2007)), but the results covered here are representative of the bulk of the literature, which generally finds positive productivity impacts from adoption of ICT and e-business
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M Die Idee zu einer Bewerbung hatte bereits im Oktober 2007 KultStadtrat Atai Keller. Die offiziellen Reaktionen vom Kulturbürgermeister, einzelnen Fraktionen und Kulturschaffenden waren positiv. Hinter vorgehaltender Hand aber heißt es aus Rathauskreisen auch: „Dass das kleine Freiburg Europas Kulturhauptstadt wird, ist so wahrscheinlich wie dass der Sportclub Deutscher Fußballmeister wird.“ In diese Minimalchance viel Geld zu investieren, könnte der Kultur sogar schaden: Denn wo soll das Geld für eine erfolgreiche Bewerbung denn herkommen, wenn es nicht an anderer Stelle gespart wird. Der Ministerrat der Europäischen Union hatte 1985 auf Initiative der griechischen Kulturministerin Melina Mercouri das Projekt „Europäische Kulturhauptstadt“ mit dem Ziel beschlossen, einen Beitrag zur Annäherung der europäischen Völker zu leisten. Der begehrte Titel der Europäischen Kulturhauptstadt geht vermutlich 2020 – in jenem Jahr feiert Freiburg seinen 900. Geburtstag – oder 2021 wieder nach Deutschland. Bisher durften sich hierzulande Berlin 1988, Weimar 1999 und im kommenden Jahr Essen samt Ruhrgebiet über die Auszeichnung freuen. Im Kern einer erfolgreichen Bewerbung steht nicht etwa die Frage, was der Titel, was Europa Freiburg bringen könnten, sondern genau die gegenteilige: Was kann Freiburg Europa bringen? So fragt denn auch eines der Kriterien für eine Ernennung explizit nach dem Beitrag der Stadt zur europäischen Kunst- und Die Stadtspitze hat mittlerweile eine 32-köpfige „Konzeptgruppe Kulturhauptstadt“ gebildet, die sich am 27. Juli im Ratssaal wieder treffen wird, und in der neben von Kirchbach und einer Handvoll städtischer Amtsleiter auch Musikhochschulen-Rektor Rüdiger Nolte, Theater-Intendantin Barbara Mundel, Solararchitekt Rolf Disch, Fabrik-Vordenker Martin Wiedemann, der Theater im MarienbadVorsitzende Hubertus Fehrenbacher, Wirtschaftsförderer Bernd Dallmann und Vertreter der Universität und des Architekturforums sitzen.
Counteroffer Acceptance: Road to Career Ruin by Paul Hawkinson Matthew Henry, the 17th century writer said, “Many a dangerous temptation comes to us in fine gay colors that are but skin deep.” The same can be said for counteroffers, those magnetic enticements designed to lure you back into the nest after you've decided it's time to fly away. The litany of horror stories I've come across in my years as an executive recruiter, consultant and publisher, provides a litmus test that clearly indicates counteroffers should never be accepted . . . EVER! I define a counteroffer simply as an inducement from your current employer to get you to stay after you've announced your intention to take another job. We're not talking about those instances when you receive an offer but don't tell your boss. Nor are we discussing offers that you never intended to take, yet tell your employer about anyway as a “”they-want-me-but-I'mwith-you” ploy. These are merely astute positioning tactics you may choose to use to reinforce your worth by letting your boss know you have other options. Mention of a true offer, however, carries an actual threat to quit. Interviews with employers who make counteroffers, and employees who accept them, have shown that as tempting as they may be, acceptance may cause career suicide. During the past 20 years, I've seen only isolated incidents in which an accepted counteroffer has benefited the employee. Consider the problem in its proper perspective. What really goes through a boss's mind when someone quits?
Nancy A. Abramson The Wall Street Journal Radio Network 914-244-0655 The Most Followed Name on Wall Street » The Dow Jones Industrial Average is the nation’s #1 economic indicator. »The leading provider of global business news and information services. » Publisher of The Wall Street Journal » Over 1,900 news and editorial staff worldwide supply the power of the #1 business news brand. The Dow Jones Family THE WALL STREET JOURNAL & DOW JONES: SELL THE BRAND authority reliability integrity success LIVE! ON » The Dow Jones Report is the broadcast arm of Dow Jones and The Wall The Street Journal - Pulitzer Prize recipient 33 times. » One-minute business news reports from Dow Jones throughout the day. » LIVE from the Dow Jones newsroom, our anchors with your on-air talent.
This paper examines the complex, often misunderstood, relationship between al-Qaeda, the Taliban and the various militant groups found in FATA (the Federally Administered Tribal Areas) in Pakistan, including the TTP (Tehrik-i-Taliban Pakistan). Much of what is commonly assumed about the Taliban, the TTP and al-Qaeda is based on misinformation, misunderstanding or a misrepresentation of historical events. The Taliban and alQaeda can in many ways be seen as sharing common values, although their ultimate goals remain very different. The Taliban were not part of the mujahedeen fighting against the Soviets in Afghanistan, and emerged only in 1994. Al-Qaeda, for all the conspiracy, did not receive money from the CIA during the 1980s, and was only officially formed as an organisation in 1988. The creation of the TTP in 2007 is another matter, and was created as an umbrella organisation for various Pakistani militant groups, and maintains close ties with al-Qaeda. However, the Pakistani Taliban is not the same Taliban as the one formed in 1994, and although it swears its loyalty to Mullah Omar, its goals differ from that of the Afghani Taliban. We can speak of al-Qaeda and the Taliban in two broad strokes – pre 9/11 and post 9/11. The attacks on the Twin Towers and the Pentagon (as well as the failed attack on Washington DC with the hijacked flight 93), was the culmination of al-Qaeda as a tightly knit, hierarchical organisation. The subsequent “War on Terror” and the invasion of Afghanistan in October 2001 destroyed much of its organisational capacity; it also left the Taliban severely weakened. However, they both regrouped in the FATA region over a period of years, and al-Qaeda spread its ideology throughout northern Pakistan, coalescing with militant groups and local warlords. Before 9/11, al-Qaeda and the Taliban were very much two different organisations; today, it is not so simple, and in 2010, General David Petreus claimed that there is “a symbiotic relationship between all of these different organizations: al-Qaeda, the Pakistani Taliban, the Afghan Taliban ... They support each other, they coordinate with each other, sometimes they compete with each other, [and] sometimes they even fight each other.” (cfr, 2010, http://www.cfr.org).
In 2007, the Al-Qaeda Organization in the Islamic Maghreb (AQIM) emerged after the Salafist Group for Preaching and Combat (GSPC) aligned itself with Al-Qaeda. This development captured the world’s attention and led several scholars and policymakers to ask the question: Why did this merger take place and what does it say about the motivations of GSPC? This research investigates three hypotheses: (1) This merger is merely an ideological one without operational implications; (2) this merger is ideological, operational, and logistical; or (3) this merger is merely a rebranding of a failing organization that needed to survive and, therefore, is not a genuine threat to the United States and its European allies. Exploring the evolution of Algerian Islamism, from the rise of the Islamic Salvation Front (FIS) and the Armed Islamic Group (GIA) to the GSPC and AQIM, this study concludes that hypothesis 3 is the best explanation of the merger between GSPC and Al-Qaeda. Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington DC 20503.
W elcome to Banfield Pet Hospital’s State of Pet Health 2012 Report—the only report of its kind to capture and analyze the medical data from more than 2 million dogs and nearly 430,000 cats. As the largest veterinary practice in the world, Banfield operates more than 800 hospitals in 43 states, and more than 13,000 associates—including 2,600 licensed veterinarians—work at Banfield. As such, Banfield has a unique understanding of the health of companion animals. Through our extensive commitment to innovation, our practice has created this ground-breaking report, now in its second year. Our commitment to ongoing preventive care and early disease diagnosis was the driving force behind our focus on the chronic diseases and conditions highlighted in this year’s report, including: overweight and obesity, arthritis, kidney disease, thyroid disease and heart disease. Over the past five years, many chronic conditions have continued to increase, in some instances, at an alarming rate. In this report, the overweight and obesity findings are some of the most concerning—since 2007, overweight and obesity have increased by 37 percent in dogs and 90 percent in cats. When pets are diagnosed as overweight, their waistline is not the only concern; the condition is associated with other serious diseases such as arthritis, diabetes mellitus, heart disease and hypothyroidism.
The Kangal Dog Health and Pedigree Database (KDCA P&H Database) is a project of the Kangal Dog Club of America. The purpose of the Database is to carefully develop and make available to contributors a comprehensive Kangal Dog database on dog lineages and health records to aid in the protection and development of our cherished breed. The project seeks to recruit information on all documented pure bred Kangal Dogs, regardless of registration, from around the world, and to make it available for protecting and developing the Kangal Dog to those involved in its husbandry. Database operations are guided by the KDCA Kangal Dog Health and Pedigree Database Policy, Version 2007. Data integrity, participant privacy rights, and data access are fundamental issues that are addressed in the Policy and are of paramount concern for this project. Data Form Instructions Please complete the form as fully as possible with the best available information. The only information required is page 1 and all entries must submit a fully completed and signed copy of this page in order to be accepted. Attach the requested or required documentation information as indicated. Please attach a copy of your dog’s official pedigree if it is registered and also include any extended pedigree information that you can. If your dog is not registered, please include as complete a lineage as you can and as much documentation for this lineage as is available.