are diverse in different regions around the world in reference to the prolific writer Caren Kaplan and her essay: Scattered Hegemonies. In Kaplan’s Introduction: Transnational Feminist Practices and Questions of Postmodernity‚ Kaplan along with her research group “were looking for ways to broaden and deepen the analysis of gender in relation to a multiplicity of issues that affect women’s lives” (Kaplan‚ 1). The collaborated effort that was formulated to work across differences in culture‚ discipline
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data is a necessity in not only formulating a business strategy‚ but in monitoring the execution of that strategy. The use of data for effective decision making is not a new concept‚ but since the introduction of the balanced scorecard by Robert Kaplan and David Norton in 1996‚ the use of data to support decision making has taken off. In addition‚ the adoption of enabling technologies has accelerated the use of data-driven decision making. Whether it’s an operations manager monitoring key operational
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INVESTMENTS MFIN 8801 - Section 02 Boston College Spring 2015 Mon./Wed. 10:45 Fulton Hall 150 Rob James 617-552-0886 jamesrc@bc.edu Fulton Hall 324A Course Description: This course is an introduction to capital markets and financial instruments. It is not a course in personal investing. We will focus on asset valuation‚ risk measurement and control‚ and portfolio design for large institutions. We will cover 4 major modules: equity markets‚ portfolio theory‚ fixed income markets‚ and derivative
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ARTICLE Mass Spectrometry to Classify Non–Small-Cell Lung Cancer Patients for Clinical Outcome After Treatment With Epidermal Growth Factor Receptor Tyrosine Kinase Inhibitors: A Multicohort Cross-Institutional Study Fumiko Taguchi‚ Benjamin Solomon‚ Vanesa Gregorc‚ Heinrich Roder‚ Robert Gray‚ Kazuo Kasahara‚ Makoto Nishio‚ Julie Brahmer‚ Anna Spreafico‚ Vienna Ludovini‚ Pierre P. Massion‚ Rafal Dziadziuszko‚ Joan Schiller‚ Julia Grigorieva‚ Maxim Tsypin‚ Stephen W. Hunsucker‚ Richard Caprioli
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1987‚ by Robert Kaplan and Robin Cooper as a chapter in their book Accounting and Management: a Field Study Perspective. Kaplan and Cooper’s focus was on manufacturing environments where increasing technology and productivity improvements have decreased the percentage of costs represented by direct labor and materials (Weiner). “Traditionally cost accountants had arbitrarily added a broad percentage of expenses into the direct costs to allow for the indirect costs‚” states Robert Kaplan‚ a Baker Foundation
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Implementation: ADNOC Distribution Case Study”‚ Proceedings‚ 9th ADIPEC‚ Abu Dhabi‚ UAE. Kaplan R.S. and Norton D.P. (1992). “The Balanced Scorecard - Measures That Drive Performance”‚ Harvard Business Review‚ Vol.70‚ Jan-Feb Kaplan R.S. and Norton D.P. (1993). “Putting the Balanced Scorecard to Work”‚ Harvard Business Review‚ Sept-Oct Kaplan R.S. and Norton D.P. (1996). “Translating Strategy into Action”‚ HBS Press‚ USA Kaplan R.S. and Norton D.P. (2000). “The Strategy Focussed Organisation”‚ HBS Press‚ USA
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has‚ in part‚ focused on their historic nature‚ which ensures that they reveal a great deal about the company’s past actions but nothing about its future alertness (Merchant‚ 1985; Chakravarthy‚ 1986; Schoenfeld‚ 1986; Dearden‚ 1987; AICPA‚ 1994; Kaplan and Norton‚ 1996). Accounting figures do not emphasize the elements
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FACTORS AFFECTING ACADEMIC PERFORMANCE OF UNDERGRADUATE STUDENTS AT UGANDA CHRISTIAN UNIVERSITY BY KYOSHABA MARTHA BBA (UCU) 2005/HD04/4262U DISSERTATION SUBMITTED TO GRADUATE SCHOOL IN PARTIAL FUFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF ARTS IN EDUCATIONAL MANAGEMENT OF MAKERERE UNIVERSITY DECEMBER 2009 DECLARATION I‚ Martha Kyoshaba‚ hereby declare that‚ this dissertation is my original work and has never been presented to any university or institution
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210 340 450 90 2 Savannah 490 520 610 600 30 3 Galveston 360 320 500 350 40 4 Dummy 0 0 0 200 200 200 Demand 600 500 500 1400 Penalty 60 110 350 Iteration 2) A B C Hongkong Singapore Taipei Supply Penalty 1 LA 300 210 450 340 450 90 2 Savannah 490 520 610 600 30 3 Galveston 360 320 500 350 40 4 Dummy 0 0 0 200 200 Demand 600 500 500 1400 Penalty 60 Iteration 3) A B C Hongkong Singapore Taipei Supply Penalty 1 LA 300 210 450 340 450
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non-financial measures of performance‚ allowing the firm to pinpoint its strategic objectives via balancing four perspectives – financial‚ customers‚ internal business processes‚ and learning and growth – to measure firm performance (Kaplan and Norton‚ 1992; Kaplan and Norton‚ 1996b)‚ the paper sought to explore how balanced business scorecards were designed and to what extent of success they were implemented at Rang Dong Plastic Joint-Stock Company (RDP) in terms of its organizational structure
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