U.S. and Texas government Essay Example | Topics and Well Written Essays - 250 words - 1

U.S. what's more, Texas government - Essay Example While those that are republicans incorporate among others; Montana, North Dakota, Wyoming, Texas, South Dakota, Utah, Arkansas, Indiana, Kentucky, North Carolina among others. c) Battle states are where both the equitable and the republicans have similar odds of winning in a given democratic period. They are significant in the way that they figure out who will manage the country after the decisions. 2. For what reason does the SMSP political race framework lead to a two-party framework? SMSP is the way toward casting a ballot whereby the individual who gets most votes wins. It prompts a two-party framework since voters wind up picking among the two of the pioneers to prompt them. All districts too choose one individual to speak to them during the decisions. a. What are the benefits of such a two-party prevailing framework? It empowers the pioneers to have a solid competitor with the goal that their political plans are spoken to. Voters are likewise not befuddled during casting a ballot to choose their pioneers utilizing their plans. b. What are the downsides of a two-party prevailing framework? A two â€party predominant framework don't permit full support of the remainder of the individuals in different gatherings. They are additionally bolstered more by the administration which prompts disparity. c. In the event that you had the ability to modify the American political framework to a relative portrayal and multi-party model, okay kindness that change? Why or why not? It’s a democratic strategy that utilizes share framework to guarantee that each part wins with a given number of votes. It can’t speak to all the voters.

Australian Domicile Business Employer

Question: Examine about the Australian Domicile for Business Employer. Answer: 1. The different realities with respect to Fred are summed up underneath. Fred doesn't hold an Australian home and hails from England. The visit to Australia is with respect to setting office for his British business. His youngsters didn't go with him to Australia as they were in school yet spouse has come. The specific span of stay isn't clear however Fred has remained for 11 months before coming back to England because of disease. Freds way of life during his stay in Australia is like comparing way of life in nation of starting point for example Britain. So as to decide the duty residency, according to TR 98/17 , the accompanying test should be applied to determine Freds charge residency for the given year under appraisal (Barkoczy, 2015). Residence Test As Fred isn't an Australian occupant and hails from England, he doesn't have Australian habitation and accordingly this test isn't applicable for Fred (Coleman, 2011). Superannuation Test As Fred is definitely not a Federal government worker, henceforth this test isn't applicable for Fred (Sadiq et. al., 2015). multi day Test with respect to this test, Fred figures out how to fulfill the base remain of 183 days in Australia as his residency of stay is near 11 months. Notwithstanding, Fred plans to come back to England once proficient duty is done and in this manner shows no drawn out responsibility towards remaining in Australia (Gidlers et. al., 2013). Consequently, Fred neglects to fulfill this test. Dwells Test It is clear from the given data that the reason for visit for Fred is noteworthy as it isn't easygoing business reaching out to two three months as 11 months have just passed by and his work isn't done. Additionally, his public activity in Australia is same as that in England. Accordingly, Fred figures out how to fulfill this test and would be considered as Australian expense inhabitant (Barkozcy, 2015). Thus, it very well may be determined, that for the given assessment year Fred would be perceived as an Australian duty occupant. 1. Californian Copper Syndicate Ltd v Harris (Surveyor of Tax) (1904) 5 TC 159 On the off chance that the expectation of the citizen is to produce salary without playing out any action on the land bought then that pay would be considered as income pay and would be surveyed under Income Tax Act ITAA1936. For this situation, Californian Copper Syndicate Ltd gains a property for copper mining. Organization thought about deficiency of assets at the hour of purchasing just and subsequently couldn't play out the copper mining action. At that point, investor of the organization chose to rent this land to some other organization for playing out the copper mining movement. Organization discovered some other mining organization and sold that land for the mining. In regard of this organization got the portion of that organization as thought (Coleman, 2011). As indicated by the tax assessment official, income produced from the exchange of responsibility for resource deliberately without playing out any movement, would be considered as income receipt as opposed to capital r eceipt. In any case, organization was not happy with the perspective on tax assessment official and documented the case in the New Zealand court. The decent appointed authority gave its ruling for tax collection official. Court concluded that organization procured copper mining land with the goal of acknowledge it further to gain higher benefits. Since organization didn't play out any mining action on that land, so the pay created to win higher benefits would be evaluated as available pay and for this situation the citizen would be obligated to pay charge on this salary under area 25 (1) of ITAA 1936 (Barkoczy, 2015). Scottish Australian Mining Co Ltd v FC of T (1950) 81 CLR 188 A land was procured by the Scottish Australian Mining Company for playing out the coal mining action. For quite a while, organization played out the coal mining. Be that as it may, because of nonstop coal mining, land got drained in the stores of coal. Citizen chose to sell this land for acknowledgment of capital resource. For this, he isolated the land into a few size plots for private reason as the land without sub-partitioning in the plots couldn't make achievable for private reason. Organization provided water pipe line, sewage lines parks, clinic , school ,shopping complex, streets additionally built by the organization alongside these plots to upgrade the market estimation of these plots. Subsequent to achieving this, organization offered these plots to a few potential purchasers and got high pace of profits. Expense chief decided that the salary got by selling of land would be named as normal pay of the organization and evaluated for the tax assessment. Court overruled the mag istrate see and concluded that the expectation for the organization was not to understand the capital resource for gains. They performed coal digging for such a large number of years and when the land was absolutely ready for advancement then just the organization chose to discard ready land. Thusly, promoting of land would not be countable as income pay and not evaluated as available. It was simple acknowledgment of capital resource and would not be burdened (Jade, 2016). 3: FC of T v Whitfords Beach Pty Ltd (1982) 150 CLR For this situation, Whit Fords Beach Pty Ltd occupied with procurement of a sea shore land for drying the shack of fish in the year 1953. The citizen at that point sold this land to some other organization. Basic correction had done in the article of relationship of the organization with respect to this liquidation. All the board individuals concurred for the equivalent. After that organization partitioned the land into sub areas and exchanged the plots to the individual purchasers at advertise esteem. Organization got significant yields from this exchange. Tax assessment authority was in the supposition that the exchange had been made intentionally for gains at higher rate. In this manner, these additions would be assessable and citizen bound to make good on charge. According to the organization, this exchange occurred to defeat from money related misfortune. The decent court remarked that the exchange is done purposefully for higher gains as opposed to shielding organization from b udgetary misfortune. Subsequently, increases got from liquidation of capital resource would be considered as income receipt. Organization who was the citizen would be at risk to make good on charge and the salary would be surveyed under tax collection represent available reason (CCh, 2014a). 4: Statham Anor v FC of T 89 ATC 4070 According to this case, Statham Anor were two trustees who got a land as a domain. Them two began dairy cattle business on that expired land. After their dads passing, their families began experiencing budgetary emergencies. This money related emergency additionally impacted their steers business as well. To defeat from monetary emergencies, the two trustees chose to sell a piece of land in the market. This constrained trustees to sub-isolate the halfway land in to plots and market to the potential purchaser. As indicated by the concerned expense magistrate, the income got would be considered as income pay and would be assessable under tax collection act. In any case, the court choice was totally not quite the same as the expense magistrate. Court remarked that the prime expectation of both the trustees was to do the steers business on the specific land. Because of monetary emergencies they had to sell a fractional bit of land in the market. It had demonstrated likewise that the citi zen not played out any development or advancement action on that land. Liquidation of capital resource was not finished with the aim of more significant yields. Along these lines, pay got from this liquidation would not be considered as income receipt (CCh, 2014b). Casimaty v FC of T 97 ATC 5135 According to this case, an individual named Casimaty possessed a land. He at first engaged with the privately-run company that is cultivating on that land. Be that as it may, because of some money related misfortune in the cultivating industry, he had to discard enormous zone of his property in the market. Casimaty needed more cash with him to utilize that cash for sub division of this land in to little area. So he obtained cash from the market to do sub division of his property in to little segments. After sub division, Casimaty exchanged this land in to showcase for gaining benefit. As indicated by his desire, he got the necessary sum from the showcasing by discarded his territory to get free from the obligation he had taken from the market for even sub division of that land. Tax collection authority remarked that the salary receipt from the liquidation of land in to market would be considered available pay according to law. Court said according to control, Casimaty was performing cultivating movement on that land for such a significant number of years. He didn't have any goal to discard this land to win benefit. It was his money related conditions which pushed him to exchange his territory and get free from his budgetary obligation. For that, he partitioned the land in to various area by taking credit from outside, which expanded his obligation. Aim of the citizen matters without a doubt. In any case, here, goal of citizen was absolutely clear, just to clear off his obligation and again get occupied with the cultivating industry. So the pay earned from liquidation of capital resource would not be surveyed under annual assessment act area 25 (1) of ITAA 1936 (CCh, 2014c). Moana Sand Pty Ltd v FC of T 88 ATC 4897 As per this case, Moana Sand Pty Ltd bought a land for sand unearthing. Organization occupied with the sand removal procedure on this land for an extensive stretch. Because of sand removal for such a large number of years, land got depleted in sand and inadmissible for additional sand exhuming. Organization made an arrangement to get the profits from this depleted land by offering it in the market to the few purchasers who needed a decent condition private house with all enhancements in that city. Along these lines, organization sub partitioned the depleted land in to various however alluring area with the goal that purchaser could be pulled in promptly towards these town houses. Organization likewise introduced water gracefully and sewage pipe line. Subsequent to giving enhancements, organization hand over these town house to the potential purchaser in return of good returns (Sadiq et. al., 2015). Duty magistrate

GEL-ing

GEL-ing I am not your typical MIT student. In high school, I never built a robot, never coded on my TI-89, never watched Star Wars. I did not get a 223,462,346,400 on my SAT. I did not take all 27 levels of the AP Physics test (I also apparently don’t know how many AP Physics tests there are). How did I wind up at MIT, you ask? One fateful Saturday morning while attending a community service event at my high school, I broke into the campus life center, gently harassed a staff member to let me use his computer, and screamed like I’ve never screamed before when I saw my admission letter. That day, this theater geek/runner/newspaper junkie became a MIT student. Truth is, I’m still a theater geek/runner/newspaper junkie. Along with my major in Chemical-Biological Engineering (Course XB, for those of you up to speed on the course numbers), I’m pursuing a Theater Arts minor because there’s no combination more perfect than spike tape and mass balances, right? I’m also on the Varsity Cross Country and Track teams here at the ‘tute, in which I get to hang out with some of the most awesome people I know. Two years ago, I would’ve laughed at you if you told me I’d be a varsity athlete in college. Now, I run the steeplechase. Finally, when night falls, I transform into Associate News Editor for MIT’s newspaper, The Tech. Some people will try to tell you engineers write numbers, not words. In this blog, I’ll prove them wrong. Actually, people will tell you a lot about engineers. A variety of one- liners tell me “real engineers give you the feeling you’re having a conversation with a dial tone or busy signal,” “real engineers consider themselves well dressed if their socks match, and “real engineers know the second law of thermodynamics-but not their own shirt size.” Well, I know my shirt size, and breaking the engineering mold is one thing I hope to accomplish in my next MIT adventure: the Gordon-MIT Engineering Leadership (GEL) Program. Over the course of one or two years, GEL takes engineering students at MIT and challenges them to think as engineering leaders. Through weekly engineering leadership labs, projects, and classes, students selected for GEL learn how to best tackle working in a group and take leadership roles in engineering projects. GEL speaks to the variety of engineers on campus. In GEL, chemical engineers collaborate with electrical engineers, mechanical engineers rub elbows with aero-astro engineers. GELs work with industry mentors, participate in Internship Plus experiences, and get exposed to experiences that expose us to a world of engineering beyond the Institute’s “Ivory Tower.” While I just got accepted to GEL, I’ve learned one thing so far: there’s no “typical” engineer at MIT. In fact, “typical” doesn’t describe anyone here, and in GEL I’m going to learn how to bring these atypical students together. Best of all, you get to share in my experiences along the way.

20142321 SIYIWANG TACC403 - 2063 Words

Assignment: TACC403 – Accounting Information Systems TACC403 - Accounting Information Systems Individual Assignment Semester 1, 2014 Total Marks: 25% of total marks for TCC403 Due Date: Week 10 Student Name: Siyi Wang Student ID: 20142321 Contents Introduction 2 Discussion 2 Q1. 2 Q2. 3 Q3. 3 Q4 4 Q5. 4 Q6. 5 Q7. 6 Conclusion and Recommendation 8 References: 8 Introduction Small businesses occupy a very important place in the economy. These businesses face many of the same problems such as lacking computer experience and do not have sufficient internal computer expertise and decisions as big firms but without the benefit of staff expertise and multiple managerial level. Thus, the top manager or managers†¦show more content†¦It also can set up barriers to deter new entrants from coming into an industry by cultivating unique or capital intensive resources that new firms cannot easily duplicate. Q4 There are three types of business processes: 1) Management processes, the processes that govern the operation of a system. Typical management processes include corporate governance and strategic management. 2) Operational processes, processes that constitute the core business and create the primary value stream. Typical operational processes are purchasing, manufacturing, advertising and marketing, and sales. 3) Supporting processes, which support the core processes. Examples include accounting, recruitment, call center, technical support. As the case shows, we can define the information requirements of RTE relationship as the amount of information that must be collected, processed, and disseminated across firm boundaries to address uncertainty in the outsourced task environment. Business processes involve the manipulation of either physical or informational objects. Q5. Stakeholders, who are governed by their shared motivations, responsibilities, authorities and predispositions, tend to form coalitions when planning for a joint initiative. In the case of RTE, the key issue associated with â€Å"collaboration† is that seemed to contribute to the abandonment of RTE, is the failure to conduct a stakeholder identification analysis. Since existing information systems can produce

Analysis Of The Film Der Untertan - 1439 Words

In Wolfgang Staudte’s (1951) film, Der Untertan, the main character named Diederich Hessling develops from being a meek and cowardly boy to become a manipulative and self-involved man. The film uses many instances of imagery and subtle moments of foreshadowing to convey the ideals of the people of that time which lead up to the World Wars. Diederich is a typical Prussian citizen who blindly follows, supports the true â€Å"German values†, and bows to his superiors while stepping on his subordinates. The film illustrates Diederich’s character development, his shift in personality, and political confrontations through carefully crafted camera techniques that also highlight the time period that the film was set in as well as produced in.†¦show more content†¦There could not have been a better time for this to begin to happen to Diederich because soon after joining this university corps, his father gets ill and passes away leaving the family’s pap er business, money, and females of the family to Diederich’s responsibility. Later, when Diederich is forced to fulfill his civic duty of military service, he once again gets the sense of amazement as the sergeant aims to break each individual recruit in order to rebuild them as a proper serviceman that would be honored to wear the uniform of the Kaiser. At this point, we see start to see the manipulative side Diederich come out when he approaches the doctor, who was shown earlier as a member of the same university corps and asks him to relieve his pain. This doctor then gets Diederich honorably discharged on the condition that he had flat feet and could not perform to the standards of the military. To make himself seem more noble and respected, Diederich deceived his peers by buying a cigar and claiming his captain gave it to him as he begged him to stay in the military and serve his beloved country. By receiving more respect and admiration from his classmates, he begin s to see opportunities that can further his ambitions through lies and manipulation. This is seen again when he runs into Agnes again and spend a day on the lake discussing their future together after they spent the previous evening together but when Mr. Gà ¶pel visited Diederich to inform him of

Sony Marketing Plan Free Essays

A Company Profile Leslie Siedlak Marketing 470 Professor Schramm February 13, 2013 Executive Summary Sony is a global manufacturer of electronics both for consumers and professional markets. Sony’s most popular products include digital cameras, televisions, personal gaming systems, and personal computers. Sony competes with many other companies in the consumer electronics market including Samsung, LG, and Apple. We will write a custom essay sample on Sony Marketing Plan or any similar topic only for you Order Now Current Market Situation In the consumer electronics market, competition is at an all time high. With new technologies emerging constantly (3D TVs), it has become increasingly important to be the first and most innovative company. According to Yahoo Finance and MarketResearch. com, in 2014 the consumer electronics market is forecasted to have a value of $289. 5 billion, an increase of 14. 1% since 2009. SWOT Analysis Strengths: * Founded in 1946, Sony has become one of the well-known brands in the consumer electronics market. * History of innovation. From the Walkman to the Blu-Ray disc. * The Playstation, a home gaming system, is one of the company’s most popular products on the market. The Playstation been successful since inception and still has tremendous consumer demand. According to TechCrunch. com, sales of the Playstation 3 reached over $70 million in cumulative sales since its inception in 2006. * Not only is Sony in the consumer electronics market, but it has its own recording label and Sony Pictures Entertainment, which produces television and films. Weaknesses: * The high cost of media production has affected Sony’s pricing strategy. As a result, the company is losing an increasing amount of money and market share. * Too much diversification. Many consumers are confused as to what Sony produces. With music labels and entertainment/film studios, Sony has shifted from its core competency as a consumer electronics brand to a brand with too many forks in the fire. Opportunities: * To integrate its product line, Sony can take advantage of both its music and entertainment ventures and incorporate their gaming systems to deliver value added content. * Since Sony’s acquisition of $645 million in Olympus, Sony has the opportunity to enter the healthcare industry. Olympus has a 70% global market share in endoscopes. Since Sony provides image sensors to Olympus, Sony could benefit even more by acquiring these stakes. Threats: * Price competition from competitors such as Apple, LG, and Samsung * Hackers have been known to invade the Playstation network, which resulted in stolen customer information such as credit card numbers and addresses. Objectives Sony’s objectives focus on society and reducing impact on the environment. Reducing the impact on the environment includes all parts of RD, especially finding ways to reduce waste in product packaging and distribution. Sony believes in full disclosure of product information and performance of the company. Marketing Strategy Sony’s marketing strategy includes invigorating a brand that was once so popular in the market. Creating solid customer loyalty is also a large part of the Sony marketing plan. Action Plan Sony has developed a series of slogans over the years including â€Å"The One and Only,† â€Å"It’s a Sony,† and â€Å"Like No Other. † Currently Sony’s slogan is â€Å"Make. Believe. † The current slogan is representative of Sony’s commitment to reinvigorating the brand. It wasn’t until 2009 that Sony launched its first advertisement. Sony has used several celebrities in their marketing strategy in the past. To show how real 3D looked, Sony used Peyton Manning and Justin Timberlake targeting both sports fans and music fans alike. Slogans like Sony’s make consumers believe they are purchasing a product that is superior to others on the market and helps consumers to develop a deeper brand loyalty. To increase market share and awareness, Sony continues to use popular celebrities to endorse their products. From Taylor Swift to previously mentioned Justin Timberlake, Sony understands that targeting younger consumers leads to a deeper brand loyalty. Financial Projections In Quarter 2 of 2012, Sony slashed its financial forecast due to slow game sales and less than stellar sales of its new gaming system, the Playstation Vita. The original forecast was projected at 16 million units sold of both Vita and Playstation Portables worldwide. Today, Sony has cut that projection by a large amount, down to just 10 million units by March 2013, which will result in a total financial loss of $198 million Implementation Controls Implementation control is designed to assess whether the overall strategy should be changed in light of unfolding events and results associated with incremental steps and actions that implement the overall strategy. † After the security breach if Sony’s Playstation, Sony launched a â€Å"Welcome Back† campaign after countless customers private information was hacked. Sony presented customers with 4 new games to show their appreciate for their loyalty during the hacking. Summary Analysis Sony is diversified in the market both in consumer electronics and those for professional use; this leads to a tremendous opportunity for growth. Sony also focuses on a wide variety of products from cameras to gaming systems, which could lead to domination of the consumer electronics market. Sony however, is not doing very well in marketing their products to the consumer. They are too diversified in comparison to successful companies such as Apple, who stick to a few products in the same realm and have created tremendous customer loyalty over the years. Sony seems to be confused on what to do, whether to be in consumer electronics or marketing towards professional markets. Sony should focus on one market in order to gain profits and develop a stronger following. How to cite Sony Marketing Plan, Essay examples

Sources of Finance Disney

Question: Discuss about theSources of Financefor Disney. Answer: Introduction Many different sources of finances are available for the business enterprises for the purpose different activities. Finance sources can be selected using the amount of finance required for particular business activity and also time period for which capital is required plays an important role. While looking for the external sources of finance it is important to check the risk associated with sources of finance that has been selected. Leverage amount is also to be considered in every source of finance before selecting any option. In this report, discussion will be made on various sources of finance available to Disney for the purpose of expansion. Sources of Finance for Disney As per sources of generation there are two main sources of finance, Internal and External. Internal sources of finance can be retained profits, owners capital and sale of fixed assets. External sources of finance can be bank loan or overdraft, issue of common or preferred shares, leasing, hire purchase, and trade and issue of bonds or debentures (Mayo, 2011). In order to finance for expansion purpose, Disney must look for external sources of finance as expansion programs requires huge investment and it is not possible to generate that much amount from current business that helps in expansion project. External source of finance is the method used in business to generate the funds from various sources outside the business context. Shareholders Capital It is one of the most frequently used sources of finance and most of stock exchange listed companies make use of them. In this method, company makes an initial public offer for their common shares at fixed price that can either at discounted price or premium price. These shares can be taken by the public and they become shareholders after the allocation have been made to them. In other words all the shareholders that have invested in the common shares issued by the company become the owners of the company. In this source of finance company is not bound to pay the leverage amount but to maintain the creditability company pays the dividend to their shareholders from the profit left after deduction of all expenses. The major disadvantage of generating the funds through issue of common shares is that it takes months to complete the process of issue of shares and public invest only in those companies that high rate of return and maintains low risk. This source of capital is permanent in n ature and only requires to repayment at the time of wide up of company or repayment of issued capital. Disney Company is already listed on the stock exchange and it requires expanding the business, so it is easy for the company to generate the required amount through making the right issue or IPO for fresh shares. Financial Loan from Banks or Financial Institution It is most easy and expensive source of finance as it links directly to the source person. Here source of finance are banks and other financial intuitions that sanction the required funds on the basis of credibility of company and various other aspects (Rigby, 2011). This source of finance is expensive because it requires payment of interest at fixed rate of interest at regular interval. Disney Company needs finance for the expansion of business activities at any other location or any other country, so it requires large amount of finance at lowest interest rate with flexible tenure period. As the creditability of Disney Company was maintained, so it is easy for the company to finance the loans from the banks at low interest rate if possible. Debentures and Bonds Issue of debentures or bonds is another way of finance the capital but requires payment of fixed rate of interest known as coupon rate. In this source of finance funds can be raised through issuing the debentures or bonds in the market. These bonds can also be issued in the favor of financial institution in lieu of equivalent amount of loans (Megginson and Smart, 2008). Bonds can be divided as secured or unsecured. Secured bonds are those bonds that charge on the asset of the company and carries low interest rates where as unsecured bonds are those that issued at high interest rate but they have no charge on assets of company. Disney Company can raised debt capital through issue of bonds of equivalent value that is required for investment in expansion program. Conclusion It can be concluded that there various sources of finance available to the Disney Company and it is the duty of finance manager to chose the best alternative through making the analyzing of the all the available sources of finance. References Mayo, H. B. 2011. Basic Finance: An Introduction to Financial Institutions, Investments, and Management. Mason: Cengage Learning. Megginson, W. L. and Smart, S. B. 2008. Introduction to Corporate Finance. Mason: Cengage Learning. Rigby, G. 2011. Types and Sources of Finance for Start-up and Growing Businesses. Britain: Harriman House.

Beowulf Archetypes rough draft free essay sample

Archetypes are used in almost every story ever told. Some may be basic, while others can be more elaborate. The most important archetypes are those used in characters. If one was to compare characters from different tales, no matter the time period in which they were created, a strong similarity would be strikingly apparent. This is because of archetypes. An archetype sets the tone for a certain thing. The archetype of the color white, for instance, is innocence. This causes one to associate the color white with innocence. The same goes for character archetype. The rchetypes of characters effectively placed unto the plotline of Beowulf both make Beowulf stronger, and essentially destroy him as well. These influences, combined with the heroic archetype shown in the character of Beowulf, have set a model for some modern tales of a heros Journey. An example of this is The Hobbit by J. R. R. Tolkien. In the hobbit, many of the character archetypes as first presented in Beowulf appear again. In Beowulf, you will see many archetypes used in characters placed into the story to move it along. Many will change the premise of stories forever. The se of archetypes in Beowulf both influence Beowulf in his quests as well as modern literature today. Out of the many archetypes shown in Beowulf, two characters show the greatest influence and biggest impact on the life and success of Beowulf. One of those characters is Wiglaf. He becomes a faithful follower of Beowulf towards the end of the tale, and in the end sets the tone for the character of a loyal sidekick. While most sidekicks accompany a hero on all of his endeavors, Wiglaf is only there for the last. The last, however, turns out to be the most important; as it is the las t thing Beowulf will do. Wiglaf is the only one to support our hero at this point, and does not give up on him even though he is well aware that Beowulf will go down in his last battle. He also knows that he is risking his own life as well, yet he goes without hesitation, quote (- ). This illustrates the type of character Wiglaf is, thus creating an archetype for the sidekick character, a common character used in most stories. An example of this is [ ], quote This is an example of the sidekick archetype appearing in more modern literature, proving the impact that archetypes have. In Beowulf, Wiglaf encourages Beowulf to finish the dragon before he perishes, hich he inevitably will. That is the Job of a sidekick. A sidekicks Job is not to rescue the hero, or to step in and save the day, but to support and encourage the hero that he or she is so devoted to. If it had not been for Wiglafs support, Beowulf may have withered away without finishing what he began, killing his legacy with him. Begin with Grendel quote. (- ). Grendel is perhaps the most important archetypal character in the tale; his archetype being the creature from the nightmare, shown when he savagely destroys the men in Herot; Grendel quote ( ). This shows that Beowulf: Archetypes rough draft By concetta98

Astro-Hoaxes You Shouldnt Take Seriously

Astro-Hoaxes You Shouldnt Take Seriously Every year we see stories about how Earth is going to be hit by an asteroid, or that Mars will be as big as the full Moon, or a NASA probe has found evidence of life on Mars. In fact, the list of astronomy hoaxes is never-ending. One way to find out whats really happening is to check out the debunking site Snopes. Their writers are usually on top of the latest stories, and not just in weird science. Earth as a Target: Maybe, but Not the Way You Think The recurring story about Earth and an incoming asteroid  usually shows up in the supermarket press, often with a projected date, but few other details. It almost always cites NASA, but doesnt name a scientist who is making the prediction. In addition, the story rarely mentions amateur astronomers and their observations. There are thousands of these people around the world watching the skies, and if an incoming asteroid were to be on a collision course with Earth, theyd see it (unless it was really quite small). It is true that NASA and a world-wide group of both professional and amateur observers are monitoring the space near Earth for any possible Earth-crossing asteroids. Those would be the most likely types of objects to pose a threat to our planet. Announcements of Earth-crossing or Earth-approaching asteroids would show up at the NASA Jet Propulsion Laboratory Near Earth Object Program web page. And  such objects are usually spotted pretty far in advance. The known Potentially Hazardous asteroids have very, very small chances of colliding with Earth in the next 100 years; its less than one tenth of one percent of a chance.  So, the answer to whether or not theres an asteroid homing in on Earth is No. Just no. And, for the record, supermarket tabloids are not scientific journals. Mars Will Be as Big as the Full Moon!   Of all the astronomy hoaxes to circulate on the web, the idea that Mars will look as big as the full Moon on some given date is one of the most inaccurate. The Moon lies 238,000 miles away from us; Mars never gets closer than 36 million miles. Theres no way they can look the same size, not unless Mars wants to get a lot closer to us, and if it did, it would be pretty catastrophic. The hoax began with a poorly worded email announcing that  Mars - as seen through a 75-power telescope - would look as big as the full Moon would look to the naked eye. This was supposed to occur in 2003, when Mars and Earth were closest to each other in their orbits (but still more than 34 million miles apart). Now, the same rumor comes around every year. No matter where we are in our orbits with respect to each other, Mars will look like a small point of light from Earth and the Moon will look big and lovely. NASA Is (Not) Hiding Life on Mars The red planet Mars currently has two working rovers on its surface:  Opportunity and Curiosity. They are sending back images of rocks, mountains, valleys, and craters. Those images are taken during daylight hours under all kinds of lighting conditions. Occasionally an image shows a rock in the shadows. Due to our propensity to see faces in rocks and clouds (a phenomenon called pareidolia), its sometimes easy to see a shadowy rock as a form, a crab, or a statue of a debutante. The infamous Face on Mars turned out to be a rocky bluff with shadows that looked like eyes and a mouth. It was a trick of light and shadow playing across rock outcrops and cliffs. Its like the Old Man of the Mountain in New Hampshire in the United States. It was a rock overhang that, from one angle, looked like an old mans profile. If you looked at it from another direction, it was just a rocky cliff. Now, because it cracked and crashed to the ground, its a pile of rock. There are already some pretty interesting things on Mars that science can tell us about, so theres no need to imagine fantastic creatures where only rocks exist. And, just because Mars scientists debunk the existence of a face or a rock that looks like a crab does not mean theyre hiding life on Mars. If they had found any shred of evidence of living beings on the red planet now (or in the past), it would be huge news. At least, thats what common sense tells us. And common sense is an important factor in doing science as well as exploring the universe.

British Immigration Policies Essay Example | Topics and Well Written Essays - 3250 words

British Immigration Policies - Essay Example Immigration control is essentially the power of a state to determine who can enter its borders, specifically foreign nationals. Various laws and policies have been designed to restrict entry for a variety of reasons. The reasons may be economic, as when foreign immigrants could take jobs that should have gone to citizens of the country. It can also be for reasons of security, quite relevant in this present time, considering the surfeit of terrorist bombings brought about by religious fundamentalism. The primary Human Rights document in the United Kingdom is the Human Rights Act 1998. The Human Rights Act 1998 received royal assent on November 9, 1998 and came into force on October 2, 2000. The objective of said Act was to harmonize the domestic law of the United Kingdom with the European Convention on Human Rights and to provide for stricter human rights guarantees to be followed by all states. To reaffirm the commitment of the UK to human rights and civil liberties, it is now possible under the said Act to file a claim for violation of the ECHR without going to the European Court of Human Rights in Strasbourg. Says Weinstein (2000): This ability to transcend national law, and to compel revision of such law to comport with rights guaranteed by the European Convention in a broad range of areas, most often... By treaty, the signatory nations of Europe have granted the ECHR binding authority to decide cases affecting their citizenry and other persons subject to their authority. In instances where state law is found inconsistent with an ECHR judgment, the nation at issue is obliged to amend its national law to comport with the ECHR decision. These cases illustrate the concept of what is increasingly being referred to as an evolving European supranational identity. The ECHR grants jurisdiction to any individual, non-governmental organization, or group claiming be a victim of a violation of the European Convention by a ECHR signatory nation, and to bring cases before it, as does, in applicable cases, the European Court of Justice (the "ECJ"), the court of the European Union, based in Luxembourg. Equally important, it prohibits any public body from behaving in a manner that is incompatible with any of the rights guaranteed under the ECHR. (Hoffman & Rowe, 2003). It cannot be gainsaid that one of the most important issues that have to be addressed in this day and age is the issue of immigration control and terrorism. Many have lumped these two concepts together, believing terrorists and terrorist bombings to be the product of poor immigration control. The Anti-Terrorism Act of 2001 was passed by the Parliament of the United Kingdom in November of 2001, a mere two months after the historic 9-11 attacks on the World Trade Center in New York City. Criticized by many for the undue haste in its passage, with concerns of political pressure being raised, the law in its original form contained passages that human rights groups deemed to be violative of established human rights principles. Amidst

Germany and the germans class Essay Example | Topics and Well Written Essays - 250 words - 2

Germany and the germans class - Essay Example Despite the ban the process still continues in many slaughter houses. According to animal practitioners stunning process is a right to all animals, despite the customs and norms of a given community and it should be put forth at all times. In this consideration, the exemption should be granted only to uphold peoples’ religious and social practices. By doing so, this will reduce conflict from such societies encouraging the integration to all the government functions. The ban of un-stunned meat for example, limits religious practices of the Muslim and the Jewish, limiting their rights of freedom of worship. Therefore, as this order is put in place people’s democratic right should be considered. In addition, people are usually very sensitive on what they purchase (Neville & Grandin, 66). The government should not ban un-stunned meat due to the fact that many businesses that contributes to economic development. For example meat produced ritually is no longer accepted by

Management of Childhood Psoriasis with Acitretin

Management of Childhood Psoriasis with Acitretin Abstract: Psoriasis is a chronic inflammatory disease of the skin which can occur at any age-group. Psoriasis in childhood is not uncommon and has genetic susceptibility but usually an environmental trigger such as infection is thought to initiate the disease process. Childhood psoriasis has profound effects on both physical and psychosocial health of the patient. Treatment of mild psoriasis can be done with topical therapies but those which do not respond to topical therapies can be treated with phototherapy and systemic therapies. The use of systemic therapies in childhood is mainly based on the published data, case series, expert opinion and the experience as there is lack of controlled trials in the age group. Based on the experience retinoid are probably the second line drugs for the treatment of childhood psoriasis which do not respond to topical therapies and phototherapy. Using acitretin in a low dose and with proper physical examinations and laboratory investigations will reduce the h azard of potential serious adverse events. This article gives the review of use of acitretin in the childhood psoriasis. INTRODUCTION: Psoriasis is the chronic inflammatory disease of the skin having the world wide prevalence of 1-3% and is clinically characterized by erythematous papules and plaques covered with silvery scales(1, 2). Psoriasis can occur at any age. Psoriasis in pediatric population is not uncommon and exerts a major impact on physical and psycho-social health of a child. In about one-third of the psoriatic population, the onset of disease is seen during the pediatric age(3). In a study of 419 patients from Northern India, the age of onset of psoriasis ranged from 4 days to 14 years(4). The presence of positive family history was found to be 23% and 34.3% in two different studies(5, 6). Pediatric psoriasis has the genetic susceptibility but the environmental factors often trigger the initiation of the disease process. The most common triggering factors include respiratory infection, sore throat, stress and trauma. There are different variants of psoriasis in children like plaque, guttate, napkin, er ythrodermic, pustular and nail psoriasis(2). Plaque psoriasis is the most common subtype and the pustular psoriasis is the least common subtype(7). Psoriasis in childhood and adolescence require proper management. Both the patient and the parents must be given the knowledge about the disease and its nature. Psoriasis in childhood affects the health-related quality of life. It is found that, the risk of mental illness like depression and anxiety is increased in children with psoriasis than those without psoriasis(8). Due to the presence of visible skin lesions the children with psoriasis suffer from the low self-esteem(9). Fortunately, childhood psoriasis is usually mild and can be treated with topical therapies. Systemic treatment is required only if the disease do-not respond to topical therapies, phototherapy and if the disease is significantly impairing the psychosocial aspect of the child health. Systemic therapies for psoriasis in children are not approved by FDA. Due to the lack of controlled trials use of systemic therapies are based on case reports, published data and expert opinion. On the basis of published data and experience retinoids appear to be the second-line drug of choice for children(10). ACITRETIN: Retinoids encompasses all the compounds either natural or synthetic, which possess the biological activity like vitamin A(11). Synthetic Retinoids are classified into three generations. Acitretin and etretinate are the second generation synthetic retinoids and are also known as aromatic retinoids(12, 13). Acitretin is the free and active metabolite of etretinate. Etretinate is strongly lipophilic and tends to accumulate more in the adipose tissue and thus has a longer elimination half-life, in contrast acitretin is less lipophilic and thus clears rapidly from the body and has the shorter elimination half-life(14).Intake with food increases the absorption of acitretin so, the bioavailability of acitretin is more when taken with food than on the empty stomach(15). Due to the longer elimination half-life of etretinate it has been largely replaced by acitretin. However, it is found that re-esterification of acitretin to etretinate can take place with the concomitant intake of alcohol. So , the female patient especially of childbearing age should be strictly instructed to not take alcohol during the period of treatment with and 2 months after the completion of treatment (16). USE IN PEDIATRIC PSORIASIS: Pediatric psoriasis is usually mild and topical therapies are the first choice of treatment. Systemic therapy is not the first choice in childhood psoriasis. It is used in the treatment of recalcitrant psoriasis which do not respond to topical therapy, phototherapy and if it is significantly impairing the psychosocial aspects of the child health. Due to the lack of controlled trials, the use of acitretin is based on the published data, case reports and the expert opinion. However, the significant risk benefit of the treatment should always be weighed with the risk of disease without treatment. Long term use of acitretin in children with inherited disorder of keratinization supports the safety of acitretin in children, but the monitoring is always required(17). Acitretin is used effectively in the treatment of generalized pustular psoriasis, erythrodermic psoriasis, palmoplantar psoriasis and severe recalcitrant plaque psoriasis but acitretin is not effective in psoriatic arthropathy( 12, 18). Acitretin is used as either monotherapy or in combination with topical agents and narrowband ultraviolet phototherapy. In a multicenter cohort study by Ergun et al. 61 patients among 289 patients were treated with acitretin at a dose of 0.3-0.5 mg/kg/day with the mean duration of treatment being 9.16+-9.06 months. 47.5% of the patient achieved at least PASI- 75 response. 70.7% of the patient well tolerated the treatment with no side effects. 25.9% experienced the mucocutaneous side-effects, 1.7% had hyperlipidemia and 1.7% had nausea(19). In a multicenter retrospective analysis by Lernia et al. including 18 children with plaque psoriasis ,8(44.4%) patient achieved a PASI-response 75 at 16 weeks. The starting dose of acitretin was 0.2-0.5mg/kg/day but the dose was increased to 0.6mg/kg/day in two patients after 8 weeks. Three out of eight patients achieving PASI-75 response stopped therapy for the interval of 2-6 months but had to restart the treatment after relapse and the treatment was effective even after re-introduction. 9 patient discontinued treatment due to lack of efficacy and 1 patient discontinued treatment due to arthralgia. All patients had the mucocutaneous side-effects like chelitis, dry lips, dry mouth and pruritus. The laboratory values of the patients were within the baseline during the treatment(20). Ergin et al. reported a case of infantile pustular psoriasis treated with acitretin with the initial dose of 0.5mg/kg/day which was later increased to 0.7mg/kg/day. The skin lesion was cleared in the end of 4 months and then the acitretin was tapered to 0.3mg/kg/day for three months and then discontinued. Oral prednisolone was used initially then it was tapered and discontinued. Slight increase in serum triglyceride was observed but it returned to normal after the dose was tapered. No other adverse events were observed(21). Salleras et al. reported a case of 4-year-old girl with congenital erythrodermic psoriasis treated with acitretin at a dose of 0.5mg/kg/day and the complete remission achieved in three months. The discontinuation of the drug led to relapse so the patient was maintained in 0.5-0.75mg/kg/day of acitretin during the aggravation of the disease. The patient was followed till 7 years of age and no other secondary effects were observed(22). A case of annular pustular psoriasis in a 14-month old girl reported by Haug et al. was treated with acitretin in the dose of 0.9mg/kg/day and the patient achieved complete remission after 4 months. The dose of acitretin was reduced and tapered at 0.1mg/kg/day and discontinued after 10 months with no relapse in the following three years. The patient experienced mild side effects like chelitis, reversible hypercholesterinemia and elevation of alkaline phosphatase(23). Acitretin is aa excellent option in a child with palmo-plantar psoriasis. A 14-year-old boy with palmo-plantar psoriasis treated with acitretin at a dose of 10mg/day had a good response with improvement within 6 weeks. At 3-month follow-up the patient had almost lesion free. The patient had experienced adverse events like mild chelitis and xerosis but the laboratory values remain unchanged. Later the patient was maintained on acitretin 10mg every other day together with the topical combination of 15% liquor carbonis detergens compounded in triamcinolone 0.1% ointment applied every night(24). Combination with other therapies: Acitretin has been used in combination with NB-UVB phototherapy, methotrexate and cyclosporine A(24, 25). The effect of acitretin together with NB-UVB is found to be synergistic. A case of 3.5-year-old boy with severe pustular psoriasis (von Zumbusch type) reported by kopp et al. was started on acitretin 1mg/kg/day with the short-term use of systemic methylprednisolone for controlling the acute stage. However, any attempt to reduce or discontinue the steroid led to exacerbation of the disease. Then the patient was given NB-UVB phototherapy three times per week. Later, after five exposures the corticosteroid was tapered and discontinued. The patient was then maintained on NB-UVB phototherapy two times weekly together with acitretin 0.3mg/kg/day. Disease was well controlled with this combination regimen. The laboratory values remained unchanged during the acitretin treatment(26). A 9-year-old boy with generalized pustular psoriasis was treated with acitretin 10mg/day and was maintained at 10mg three times week for a year. Later he developed skin pain and localized area of pustules which led to increase in the dose of acitretin 20mg/day during the flare but later tapered to 10mg/day for the next year. But the patient eventually required the addition of NB-UVB phototherapy to maintain the remission. The patient is well maintained by this combination(24). Adverse events of acitretin: Acitretin in known to exert a number of adverse events. Most of the adverse events are dose dependent and reverse back to normal after decreasing the dose or after discontinuation of therapy. However, it is usual to have the minor side-effects on the long term treatment with acitretin. The most common adverse events of acitretin is the muco-cutaneous adverse events. Dry lips being the most common one and be treated with the use of emollients. Others include dry dry mouth, cheilitis, stomatitis and gingivitis and taste disturbances. Acitretin causes dryness with inflammation of mucous membrane and transitional epithelia which occasionally leads to epistaxis, rhinitis, photophobia, conjunctivitis and xeropthalmia. Alopecia, nail-fragility and paronychia have also been observed(27). Rarely patients may have the photosensitivity reactions. Retinoid dermatitis which resembles unstable psoriasis can develop 25% of the patients receiving high dose of acitretin therapy(28). Muco cutaneous side effects can be treated symptomatically, and if severe effects occur the dose reduction can be tried before the discontinuation of the drug. Acitretin causes transient elevation of liver enzymes. The elevation is dose dependent and usually reverse back to normal after reducing the dose or after discontinuation of the therapy. Severe hepatotoxic reactions resulting from retinoids are rare. In a data of 1877 patients receiving oral acitretin only 0.26% of the patients showed overt chemical hepatitis(29). However, the hepato-toxic reactions in children are rare because the cofactors like diabetes, alcoholism, and obesity are less likely in children(12). Acitretin also exerts the effects on lipid profile which is reverse back to normal within 8 weeks after the discontinuation of the drug(30). Retinoids are seen to cause the elevation of triglyceride and cholesterol and decrease in the high density lipoprotein. In a study it is seen that 35% of the patients had the elevation in serum triglyceride above 300mg/dl and about 15% of the patients had the elevation of cholesterol level(31). The decrease in the high density lipoprotein is also observed(29). Retinoids have been known to cause the skeletal abnormalities especially in children. The long term treatment with etretinate is also associated with the extraspinal tendon and the calcification of ligament. However, the study including 19 children and young adults, treated with etretinate for continuous 5 years do not show any skeletal abnormality(32). No cases of diffuse idiopathic skeletal hyperostosis was seen in a retrospective study on long term use of acitretin in a low dose(33). No significant radiologic abnormalities associated with retinoids was detected in a patient of severe pustular psoriasis treated with low dose of acitretin for 9 years(34). It is usually not recommended to use oral retinoids for the treatment of psoriasis in children due to the report of occasional bone changes like premature epiphyseal closure, skeletal hyperostosis and extra-osseous calcification observed in the children on the long term treatment with etretinate(35, 36). If acitretin is to be used in a child, the child should be observed carefully for any abnormalities of growth and bone development. Routine radiography is not recommended because of the radiation hazards, but the atypical musculoskeletal pain must be investigated with x-rays. Growth chart of the child on acitretin should be maintained (27). Arthralgia, arthritis, myalgia may also occur during the treatment with acitretin. A few case of vasculitis, Wegener granulomatosis and erythema nodosum are also observed. Retinoids are teratogenic drugs. The defect due to retinoids is termed as retinoic acid embryopathy. The malformations seen in the fetus include microtia/anotia, micrognathia, cleft-palate, conotruncal heart disease and aortic arch abnormalities, thymic defects, retinal or optic nerve abnormalities and central nervous system malformations(37). Even though only one report of human teratogenicity due to acitretin has been published(27), acitretin should be cautiously used as acitretin is converted to etretinate which has a longer elimination half-life. The female patient of child-bearing should strictly be instructed for the use of two effective contraceptive method stating 1-month prior of treatment, during the period of treatment and 3 years after the discontinuation of treatment(38). However, the risk of teratogenicity by use of acitretin in children is less because of the least chance of a child to get pregnant. The concomitant use of retinoid with tetracycline and minocycline has led to pseudo-tumour cerebri(29). Pseudo-tumor cerebri was reported in a case of 14-year-old boy treated with isotretinoin and tetracycline(39). Retinoids also causes blurring of vision, headache and reduced night vision. Patient with severe headache, vomiting and visual disturbances should stop acitretin immediately and consult the doctor(27). The concomitant use of vitamin A with acitretin must be restricted. MONITORING GUDELINES: Before starting the treatment with acitretin, proper history taking and careful physical examination should be performed. Laboratory investigations including complete blood count, lipid profile, liver enzymes and blood sugar in diabetics should be done. Monitoring of the liver enzymes and fasting serum cholesterol and triglyceride must be done every 2-4 weeks of therapy for the first two months and then every three months(27). Children on acitretin therapy must have their growth charted. Female of child bearing age and their parents should be counselled about the teratogenic effect of the drug and use of contraception during and after the treatment. The pregnancy should be ruled out before the initiation of acitretin therapy with two negative pregnancy tests. CONCLUSION: Acitretin is a non-immunosuppressive drug that can be effective in the treatment of childhood psoriasis. It is seen that acitretin is more effective in pustular and erythrodermic psoriasis and moderately effective in the plaque type psoriasis in children. Acitretin is used both as monotherapy and as combination therapy. As the use of acitretin in children lack sufficient data and evidence, its use in children should always be weighed with risk benefit of treatment and risk if the disease is left untreated. The side effects are mostly dose dependent so it can be minimized by using the lowest possible dose. The dose of 0.5-1mg/kg/day was seen to be effective. It should be used cautiously in the female patient. Long term treatment with acitretin require proper clinical and laboratory evaluation. REFERENCES 1.Griffiths CE, Barker JN. Pathogenesis and clinical features of psoriasis. Lancet (London, England). 2007;370(9583):263-71. 2.Al-Mutairi N. Childhood Psoriasis: Springer International Publishing; 2016. 3.Raychaudhuri SP, Gross J. A comparative study of pediatric onset psoriasis with adult onset psoriasis. Pediatric Dermatology. 2000;17(3):174. 4.Kumar B, Jain R, Sandhu K, Kaur I, Handa S. Epidemiology of childhood psoriasis: a study of 419 patients from northern India. Digest of the World Core Medical Journals. 2004;43(9):654-8. 5.Seyhan M, CoÃ…Å ¸kun BK, SaÄÅ ¸lam H, Ozcan H, KarincaoÄÅ ¸lu Y. Psoriasis in childhood and adolescence: evaluation of demographic and clinical features. Pediatrics International Official Journal of the Japan Pediatric Society. 2006;48(6):525-30. 6.Fan X, Xiao FL, Yang S, Liu JB, Yan KL, Liang YH, et al. Childhood psoriasis: a study of 277 patients from China. Journal of the European Academy of Dermatology Venereology. 2007;21(6):762. 7.de Moll EH, Chang MW, Strober B. Psoriasis in adults and children: Kids are not just little people. Clinics in Dermatology. 2016;34(6):717. 8.Kimball AB, Wu EQ, Guerin A, Yu AP, Tsaneva M, Gupta SR, et al. Risks of developing psychiatric disorders in pediatric patients with psoriasis. Journal of the American Academy of Dermatology. 2012;67(4):651-7.e1-2. 9.Fox FE, Rumsey N, Morris M. Ur skin is the thing that everyone sees and you cant change it!: exploring the appearance-related concerns of young people with psoriasis. Developmental neurorehabilitation. 2007;10(2):133-41. 10.Burden AD. Management of psoriasis in childhood. Clinical and experimental dermatology. 1999;24(5):341-5. 11.Orfanos CE, Stadler R, Gollnick H, Tsambaos D. Current developments of oral retinoid therapy with three generations of drugs. Non-aromatic, monoaromatic and polyaromatic retinoids (arotinoids). Current problems in dermatology. 1985;13:33-49. 12.Gautam M, Tahiliani H, Nadkarni N, Patil S, Godse K. Acitretin in pediatric dermatoses. 2016;17(2):87. 13.Brecher AR, Orlow SJ. Oral retinoid therapy for dermatologic conditions in children and adolescents Journal of the American Academy of Dermatology. Journal of the American Academy of Dermatology. 2003;49(2):171-82. 14.Wiegand UW, Chou RC. Pharmacokinetics of acitretin and etretinate. Journal of the American Academy of Dermatology. 1998;39(2 Pt 3):S25-33. 15.McNamara PJ, Jewell RC, Jensen BK, Brindley CJ. Food increases the bioavailability of acitretin. Journal of clinical pharmacology. 1988;28(11):1051-5. 16.Grà ¸nhà ¸j Larsen F, Steinkjer B, Jakobsen P, Hjorter A, Brockhoff PB, Nielsenà ¢Ã¢â€š ¬Ã‚ Kudsk F. Acitretin is converted to etretinate only during concomitant alcohol intake. British Journal of Dermatology. 2000;143(6):1164-9. 17.Lacour M, Mehta-Nikhar B, Atherton DJ, Harper JI. An appraisal of acitretin therapy in children with inherited disorders of keratinization. The British journal of dermatology. 1996;134(6):1023-9. 18.Cordoro KM. Systemic and light therapies for the management of childhood psoriasis: part II. Skin Therapy Letter. 2008;13(4):1-3. 19.Ergun T, Seckin Gencosmanoglu D, Alpsoy E, Bulbul-Baskan E, Saricam MH, Salman A, et al. Efficacy, safety and drug survival of conventional agents in pediatric psoriasis: A multicenter, cohort study. J Dermatol. 2016. 20.Di LV, Bonamonte D, Lasagni C, Belloni FA, Cambiaghi S, Corazza M, et al. Effectiveness and Safety of Acitretin in Children with Plaque Psoriasis: A Multicenter Retrospective Analysis. Pediatric Dermatology. 2016;33(5):530-5. 21.Ergin S, Ersoy-Evans S, Sahin S, Ozkaya O. Acitretin is a safe treatment option for infantile pustular psoriasis. Journal of Dermatological Treatment. 2009;19(6):341-3. 22.Salleras M, Sanchez-Regaà ±a M, Umbert P. Congenital Erythrodermic Psoriasis: Case Report and Literature Review. Pediatric Dermatology. 1995;12(3):231-4. 23.Haug V, Benoit S, Wohlleben M, Hamm H. Annular pustular psoriasis in a 14-month-old girl: a therapeutic challenge. The Journal of dermatological treatment. 2017:1-6. 24.Marqueling AL, Cordoro KM. Systemic treatments for severe pediatric psoriasis: a practical approach. Dermatologic clinics. 2013;31(2):267-88. 25.de Oliveira ST, Maragno L, Arnone M, Fonseca Takahashi MD, Romiti R. Generalized pustular psoriasis in childhood. Pediatr Dermatol. 2010;27(4):349-54. 26.Kopp T, Karlhofer F, Szà ©pfalusi Z, Schneeberger A, Stingl G, Tanew A. Successful use of acitretin in conjunction with narrowband ultraviolet B phototherapy in a child with severe pustular psoriasis, von Zumbusch type. Digest of the World Core Medical Journals. 2005;151(4):912-6. 27.Ormerod AD, Campalani E, Goodfield MJ. British Association of Dermatologists guidelines on the efficacy and use of acitretin in dermatology. British Journal of Dermatology. 2010;162(5):952-63. 28.Kragballe K, Jansen CT, Geiger JM, Bjerke JR, Falk ES, Gip L, et al. A double-blind comparison of acitretin and etretinate in the treatment of severe psoriasis. Results of a Nordic multicentre study. Acta dermato-venereologica. 1989;69(1):35-40. 29.Katz HI, Waalen J, Leach EE. Acitretin in psoriasis: an overview of adverse effects. Journal of the American Academy of Dermatology. 1999;41(3 Pt 2):S7-s12. 30.Vahlquist C, Selinus I, Vessby B. Serum lipid changes during acitretin (etretin) treatment of psoriasis and palmo-plantar pustulosis. Acta dermato-venereologica. 1988;68(4):300-5. 31.Gupta AK, Goldfarb MT, Ellis CN, Voorhees JJ. Side-effect profile of acitretin therapy in psoriasis. Journal of the American Academy of Dermatology. 1989;20(6):1088-93. 32.Glover MT, Peters AM, Atherton DJ. Surveillance for skeletal toxicity of children treated with etretinate. The British journal of dermatology. 1987;116(5):609-14. 33.Lee E, Koo J. Single-center retrospective study of long-term use of low-dose acitretin (Soriatane) for psoriasis. The Journal of dermatological treatment. 2004;15(1):8-13. 34.Halverstam CP, Zeichner J, Lebwohl M. Lack of significant skeletal changes after long-term, low-dose retinoid therapy: case report and review of the literature. Journal of cutaneous medicine and surgery. 2006;10(6):291-9. 35.Prendiville J, Bingham EA, Burrows D. Premature epiphyseal closurea complication of etretinate therapy in children. Journal of the American Academy of Dermatology. 1986;15(6):1259-62. 36.Halkier-Sorensen L, Laurberg G, Andresen J. Bone changes in children on long-term treatment with etretinate. Journal of the American Academy of Dermatology. 1987;16(5 Pt 1):999-1006. 37.Lammer EJ, Chen DT, Hoar RM, Agnish ND, Benke PJ, Braun JT, et al. Retinoic acid embryopathy. The New England journal of medicine. 1985;313(14):837-41. 38.Sarkar R, Chugh S, Garg VK. Acitretin in dermatology. Indian journal of dermatology, venereology and leprology. 2013;79(6):759-71. 39.Lee AG. Pseudotumor cerebri after treatment with tetracycline and isotretinoin for acne. Cutis. 1995;55(3):165-8.

Determination of Factors Contributing to Success Essay

These factors will be uncovered by nalyzing the internal and external factors influencing strategic alliances and the phases through which these alliances evolve. In order to provide this research study with a practical element two case studies within the airline industry have been incorporated, namely the Swissair Qualiflyer Alliance and Star Alliance. These case studies represent a successful and an unsuccessful alliance, which are analyzed on a basis of the provided literature study, in this case the phases through which these evaluation of the case studies numerous supportive results were identified, ontributing toward establishing determinant factors, which emphasize the importance of a successful implementation of the different phases, however limitations affect the reliability of this study, due to the lack of evidence found in various different phases. Keywords: strategic alliances, internal and external factors, strategic alliance phases Introduction In past years a visible increase in the amount of strategic alliances, concerning firms with varying economic objectives, was observed (Das, Teng 2000). Strategic alliances are the â€Å"relatively enduring inter-firm cooperative arrangements, involving flows and inkages that utilize resources and/or governance structures from autonomous organizations, for the Joint accomplishment of individual goals linked to the corporate mission of each sponsoring firm† (Parkhe 1991, p. ). The amount of strategic alliances has recently doubled, predicting additional raise in the future (Booz, Allen, Hamilton 1997). Especially alliances in the form of non-equity based, which are defined as two or more firms developing a contractual-relationship in order to establish competitive advantage by combining resources and capabilities (Globerman 007), have increased in importance which is visible in non equity alliances accounting for 80 per cent (Hagedoorn 1996). Strategic alliances provide firms with the opportunity to recognize synergies through combining operations, such as in research and development, manufacturing etc (Aaker 1995; Addler 1966). The growth of strategic alliances is related to growing competition and globalization (Das, Teng 2000). This is in alignment with Doz and Hamels (1998) view which states that globalization as well as changes in economic activities is a consequence for the growth in strategic alliances, which is visible in various different industries Hagedoorn 1993). The primary reasons for the growth of the number of alliances is 1) the ability of cost savings in executing operations 2) the ability to access particular markets 3) the reducing of financial and political risk in addition to cheapest labor and production costs (Wheelen, Hungar 2000). A strategic alliance by definition is a hybrid organizational form which Jensen and Meckling (1991) refer to as a network organization. Harbison and Pekar (1998) highlight numerous common characteristics visible within strategic alliances, namely a required commitment of at least ten years, he connection of the partners is based on equity or on shared capabilities, a complementary relationship based on a shared strategy, increasing companies’ value in the market place, the pressuring of competitors and the willingness of sharing and leveraging core capabilities. Nevertheless, strategic alliances have noticeable high instability rates (Das, Teng 2000); furthermore, according to Kalmbach and Roussel (1999) the failure rates are approximately as high as 70 per cent. Studies conducted by Das and Teng (2000) reportedly state that encountered problems are witnessed in he first two years of two thirds of all alliances. This study is going to provide a more in-depth analysis on the factors that are necessary for determining success in all strategic alliances. Starting with an analysis of strategic alliances based on the as to which extent these factors play a crucial role in the determination of success rate of strategic alliances. In order to incorporate a practical view on the strategic alliances, this study will additionally implement two case studies to the analysis. Conceptual Model [pic] This conceptual model starts the literature study on strategic alliances as a central concept. From this central concept, emphasis is drawn on internal and external factors influencing strategic alliances, as well as on the different phases through which alliance evolve. Additionally, strategic alliances lead to either successful or unsuccessful alliances. Based on the research from Bronder and Pritzl (1992), Hoffmann and Schlosser (2001), Waddock (1989) and Wolhstetter, Smith and Malloy (2005), a framework of seven phases is established. Within these seven phases the most important activities and processes are analyzed, including reasoning behind strategic alliances, potential intensions for forming strategic alliances, partner election, external factors influencing the design of the strategic alliance, negotiation methods, followed by the structuring of the alliance. Furthermore, implementation and management of the strategic alliance is examined. Finally, the last two phases concerning the evaluation of the formation of strategic alliances and the termination of the partnership are discussed. Resulting from this literature study are two outcomes, namely a successful implementation of the phases and an unsuccessful implementation. In order to apply a practical element to this thesis, two case studies ill be analyzed, those of Qualiflyer, which turned out to be an unsuccessful alliance and Star Alliance, which was able to incorporate a success strategic alliance in the airline industry. After analyzing the cases the findings compared to the literature analysis, will hopefully correlate to each other and the determinants that influence more success in alliances can be established. Problem Statement Based on past literature research studys the outcomes of implementing strategic alliances as a change strategy in organizations is unfavorable, especially when looking at the failure rates. Nevertheless, the adoption of strategic alliances is a customary implemented firm strategy (Gulati 1998), as a means of securing their competitive position. Much research is conducted in order to provide more guidance in determining factors that achieve sustainable strategic alliances, therefore in this thesis the main research question is; What factors determine the success of strategic alliances? This research question will be addressed by the help of analyzing and answering these various sub-questions; Why do firms choose strategic alliances as a change process? What are the potential ntentions of a strategic alliance? activities and processes occur in which phase? Preview of the organization of the thesis This report begins by indicating the problem that strategic alliances are a favorable organizational change strategy in the business world today, however the failure rate is extremely high. Secondly, by applying literature analysis the main determinants influencing more success in strategic alliances will be uncovered, which will be coupled to the case study part of the thesis where the determinants will be compared to the specific cases. Finally, the thesis will conclude on the part if the eterminants uncovered in the literature study correlate to the findings in the case study. Methodology and Research Design In this thesis the methodology contained two specific approaches, including a literature study as well as evaluating two case studies. Firstly, the literature analysis was conducted; with as primary focus an in-depth analysis of academic articles. The findings of the literature study are compared to two case studies, those of the Qualiflyer alliance and Star Alliance. These two cases were chosen because they represent the different outcomes an alliance can hold, namely the successful mplementation the alliance strategy at Star Alliance and the unsuccessful outcome of an alliance strategy of the Qualiflyer alliance. In addition, even though these two examples vary substantially in size, which provides difficulty when comparing the two alliances, they both started off at reasonably the same size; therefore this thesis incorporated these two examples anyway. This evaluation will be conducted by means of desk research, exploring the different implementations of this strategy. The time frame of the case studies is from the first phase up until the last phase, through hich they evolved, in order to identify dependent unsuccessful and successful aspects. The significance of implementing case studies in this thesis is relating the findings from the literature analysis to real life cases of both a successful alliances as well as a non-successful alliance. Furthermore, comparing if the determinants of success found in the literature analysis correlate with the factors observed in the cases. Internal versus External factors Influencing Strategic Alliances Our internal tensions perspective framework (Figure 2, Appendices) of strategic alliances comprises three airs of competing forces-namely, cooperation versus competition, rigidity versus flexibility, and short-term versus long-term orientations (Das, Teng 2000). Competition is defined as pursuing one’s own interest at the expense of others, while cooperation is the pursuit of mutual interests and common benefits in alliances. This tension of cooperation versus competition is most salient in selecting alliance partners, the first of three major stages in the alliance making process, along with structuring and managing an alliance (Das, Teng 1997). In conclusion, the stability and success of trategic alliances will be inversely related to the difference between the cooperation level and the competition level. Rigidity refers to the characteristics of mutual to adapt, unencumbered by rigid arrangements. The dominance of either flexibility or rigidity may change the status quo and trigger the evolution of a new structure, which leads to unsuccessful alliances. Therefore, the stability of strategic alliances will be inversely related to the difference between the rigidity level and the flexibility level. Short-term orientation views strategic alliances as transitional in nature, with a emand for quick and tangible results, whereas long-term orientation regards alliances as at least semi permanent entities, so that more patience and commitment are exercised. A strategy that reflects only one temporal orientation is not compatible with the foundation for a sustainable strategic alliance, in other words the stability of strategic alliances will be inversely related to the difference between the short-term orientation and the long-term orientation. Furthermore, the three internal pairs of contradictory forces are interrelated within an evolving system, resulting in the ollowing propositions, namely that the levels of rigidity and cooperation will be positively related when the partners have a short-term orientation in strategic alliances. However, a negative relatedness at a high level of rigidity, cooperation and rigidity (Das, Teng 2000). will be negatively related when the partners have a long- term orientation in strategic alliances (Das, Teng 2000). According to Das and Teng (2000) the contradictions and tensions in these force-pairs may lead to an overthrow of the status quo namely, the strategic alliance. Strategic alliances can nevertheless e sustained and successful if a careful balance between these competing forces can be maintained. According to Todeva and Knoke (2005) external factors influence alliance formation, due to differing economic condition and organizational frameworks in partnering countries; these can include legal requirements, price controls, distribution channels and contract enforcement. Furthermore, these regulative state activities comprehend the freedom when firms are forming alliances. Moreover, the formation of an alliance necessitates the authorization of national governments. Additionally, of influence to the formation of alliances is the omplicated collection of relations visible with firms, such as business associations, local governments and elite universities. On an industrial note alliances are influenced on an interflrm basis by direct impacts, where the decision on which activities to internalize is based on severity of competition within the industry and the organization of ad hoc product markets, in the challenge for increased market share, the cooperation for specific advantages and the process of internationalization (Todeva, Knoke 2005) . The partner under consideration for the formation of an alliance is in a certain sense an external factor. Firms are susceptible in the case of partnering with a dominant firm (Pennings 1994), due to technical and economic rationales. Thus, technology is a specific part of the process to establishing organizational boundaries as well as intrinsic structures. Of importance to alliances is obtaining research and development advantages, which to certain extent differs across industries on terms of expenses and the sources provided by the government (Todeva, Knoke 2005). Every alliance design commences with negotiations, thereafter the phase of structuring the alliance in which various aspects are aligned, such as he objectives of both parties, organizational structures, functional operations and cultures (Ring, van de Ven 1994). The distinguishing of phases through which strategic alliances evolve plays an essential role in the development toward successful alliances, which according to Bronder and Pritzl (1992) evolves through the three stages, which are categorized as strategic decision, confguration of strategic alliance and partner selection. Where Bronder and Pritzl terminate their research on the establishment of phases other researchers continue in identifying essential phases, for the reason that partner election as final phase represents an incomplete evolution of strategic alliances. With regard to the research conducted by Hoffmann and Schlosser (2001), the identification of strategic alliance phases resulted in a five phase path through which strategic alliances evolve, namely strategic analysis and decision to cooperate, search for a partner, designing the partnership, implementation and management of the partnership and finally termination. When comparing both Bronder and Pritzls (1992) and Hoffman and Schlossers (2001) phases, a comparison is visible in the primary hases of strategic alliances, namely the strategic analysis and decision to cooperate (Hoffmann, Schlosser 2001) which corresponds with the strategic decision phase from Bronder and Pritzl (1992). Furthermore, the partner selection phase is visible in both frameworks on strategic alliance phase. The main difference between the two studies is the more detailed approach from Hoffmann and Schlosser (2001) also distinguishing phases after the partner selection process. Finally, a study building on Waddocks (1989) work, which suggests that strategic alliances progress through hree phases, which are identified as initiation, establishment and maturity, Wohlstetter, Smith and Malloy (2005) consistently debated that the strategic alliances process is organized into three similar phases namely initiation, operations and evaluation. When comparing these views with the earlier stated reasoning on strategic alliance phases merely a fguration is enabled as to which phases from Bronder and Pritzl (1992) and Hoffmann and Schlosser (2001) are in comparison with Wohlstetters et al (2005) view and could be placed within their views, for example the artner selection phase distinguished the above stated views is probably placed within the initiation phase identified by Wohlstetter et al. (2005). In order to provide this thesis with an in-depth view on the phases through which strategic alliances evolve a combination of the three above stated views is implemented. Phase 1: Strategic Decision According to Bronder and Pritzl (1992) a clarification of the firms’ position is to be analyzed, refer ably because this is identified as the first direction toward alliance formation. Pumpin (1987), states that the evaluation of the actual situation of the firm s identified by exploring its mission, possible values and core competencies. Additionally, the firm identifies the reasoning behind incorporating an alliance strategy. According to Eisenhardt and Schoonhoven (1996), Harrigan (1985), Link and Bauer (1989), Pisano (1991) and Teece (1992) technological change faced by firms is related to the favorability toward flexible organizational forms like alliances. Additionally, Ciborra (1991) and Oster (1992) state that high-tech industries, in which learning and flexibility are key characteristics, will preferably choose alliances, lexibility, firms favorably adopt a merger and acquisition strategy. The flexibility of strategic alliances is suitable as organizational structure due to the fast expiring of new knowledge and the lengthy learning time from partners (Eisenhardt, Schoonhoven, 1996; Hagedoorn 1993). Furthermore, these flexible organizational structures appear more effectively in uncertain environmental situations when adjusting to changes (Lawrence, Lorsch 1967; Pffeffer, Salancik 1978). In continuation of Powells (1996) view, Hagedoorn and Duysters (2002) predict that strategic alliance xperience positively contribute to choosing alliances as instrument for obtaining external innovative capabilities. This view is aligned with that of Kogut et al. (1992) and Gulati (1993) who accentuate the relationship between actual alliance formation and past alliances, however emphasize on a more social basis. Therefore, the formation of strategic alliances is dependent on both strategic as well as social factors. According to Eisenhardt and Schoonhoven (1996), an extension of the resource-based view provides a basis for examining the relationship through which alliances form by means of strategic and social resources. This research study contributed numerous outcomes on strategic alliances to existing literature, namely that increasingly challenging market conditions and Jeopardous organizational strategies result into an increase of alliance formations as an organizational change process. Additionally, of importance to the rate of formation of alliances are managerial characteristics, visible when large, experienced teams were implemented through previous employers, the rates of alliances increased (Eisenhardt, Schoonhoven 1996). In conclusion of their research Eisenhardt and Schoonhoven 1996) state that in cases of either a vulnerable strategic situations or a strong social situation the likelihood of the formation of strategic alliances increase. Phase 2: Initiation Phase The initiation phase is characterized by informal structures and communication channels as the critical issue is the development and understanding of the purpose for strategic alliances (Waddock 1989). According to Hitt et al. 1997), the potential intentions to be realized behind entering into strategic alliances are categorized into three market types 1) namely markets characterized by slow cycle, which adopt trategic alliances for original intentions such as the gaining of access to restricted markets, establishing franchises in a new market and maintaining market stability 2) in markets characterized by a standard cycle amongst the intentions able to be achieved are the gaining of market power and access to complementary resources, over coming trade barriers, gaining knowledge and learning about new business techniques 3) in the final market, the fast cycle, the achievable goals are the speeding up of the entry of new products and services in addition to new markets, maintaining he market leadership position, sharing the risky Research and Development expenses and overcoming uncertainty. Furthermore, several internal conditions drive the initiation phase including, a champion taking responsibility, complementary needs and assets, compatible goals and trust. According to Waddock (1989), the main responsibility of the champion is the guidance of the organization through the initiation phase, especially visible in the process of partner selection. Stated in the initiation phase is essential for identifying needs in addition to the process of partner selection. Complementary needs and assets appear in various different forms, however is one of the main reasons for partnering (Oliver 1990; Robertson 1998). Additionally, the main goal of partnering is achieving compatible goals among the partners, which might not have been achieved otherwise (Austin 2000; Das, Teng 1998; Kanter 1994; Oliver 1990; Robertson 1998; Spillett 1999). Finally, the initiation phase stands no chance without trust, which is mainly established through existing networks (Austin, 2000; Waddock 1989; Waide 1999), within these networks similar interests are the main characteristic. Phase 3: Partner Selection The purpose behind strategic alliance partnering is to initiate and prolong a long- term partnership, which enables more effective competition with others firms which are positioned outside the partnership Carillo 1988; Walker, Poppo 1991). The crucial decision toward the correct partner selection is the primary focus after pursuing this alliance strategy (Hitt, Tyler, Hardee, Park 1995). According to Koot (1988) the selecting of a partner is a complex process however crucial to the success of an alliance. In the partner selection process perspectives of both resource-based and organizational earning provide an explanation as to why certain partners are selected (Barkema, Bell, Pennings 1996). In explanation, firms own certain resource endowments (Barney 1991) however, in order to obtain a competitive position in a specific market supplementary resources are necessary (Hitt, Nixon, Clifford, Coyne 1999), which is the main objective for engaging in strategic alliances. Hitt et al. (2000) argues that of importance to the partner selection process is the firms’ embeddedness in both emerging markets and developed markets. Furthermore, the access to necessary esources for leveraging as well as the obtaining of capabilities for learning are primary reasons for the selection of partners. Table 1 in the Appendices, state the concluding outcomes on the selection of partners by Hitt et al. (2000), which explains the fundamental elements of the process toward partner selection. Eisenhardt and Schoonhoven (1996) and Dacin and Olivers’ (1997) view state that legitimacy enhancements are an additional intention for establishing alliances, therefore the partner selection process is focused on those providing strong intangible assets, for example strong reputations. According to Bronder and Pritzl (1992) critical to the partner selection process is the establishment of fundamental, strategic and cultural fit. This fundamental fit is achieved if a win-win situation for both parties is established and potential value is increased. The strategic fit is realized when the alliance involves partners with harmony of the business plans. Finally, the cultural fit is an essential success factor for partner selection, which is accomplished after acceptance of cultural differences among the partners. Phase 4: Designing the Partnership Niederkofler (1991) argues that the negotiation process must essentially interpret learly understandable resources and interests of the partners involved, in order for the creation of strategic and organizational fit to be achieved, which will direct the accomplished through open and detailed communication, circumventing hidden agendas of any sort. The consequence of this open communication translates into a coherent attitude of sincerity toward the different partners, which demands trust. In addition to strategic fit, the negotiation process also initiates a solid basis for the enforcement of an operational fit within the partnership, which can be viewed in Figure 1 of the Appendices. An important aspect of the negotiation process is the creation of flexibility, which is increased through contract provisions in addition to developing and prolonging of trust. The process of conquering complexity in operations embarks with the communication of the discovered complexity, followed by a tracking and solving of this difficulty, which results in the avoidance of any operational unalignments. The flexibility within the partnering arrangement, in addition to trust, permits renegotiation processes within the partnership; however a coherent basis must be accomplished (Niederkofler 1991). The success of alliances is highly dependent on a competent and effective alignment, therefore of importance is the designing of the partnership, thus the structure implemented. This structure is in need of a fine constructed collection of strategy, procedures and management views, which can be viewed as the internal alignment (Miles, Snow 1994). In the process of obtaining internal alignment interests as well as environmental aspects must be balanced between the partners, enabling a profitable situation (Douma, Bilderbeek, Idenburg, Looise 2000). Additionally, their framework, Figure 3, Appendices, stress the act that the five features must sufficiently be aligned to prevent failure. One of the features, namely strategic fit, is established when expected advantages and possible risks are weighed against that of the individual interests in the alliance. Various driver of strategic fit can be identified, starting with a shared vision. Further conditions necessary for strategic fit are compatibility of strategies (Brouthers, Brouthers, Wilkinson 1993), strategic importance (Doz 1988), acceptance into the market and mutual dependency. In addition to strategic fit, organizational fit is a ecessity, however due to the differences in many aspects, such as market position, organizational structure and views, management style, this is a complex task. By clarifying these differences an understanding between partners is achieved. Numerous drivers toward organizational fit are identified, namely as stated above the addressing of organizational differences (Doz 1988) furthermore, essential drivers are facilitating strategic and organizational flexibility, minimal complexity to enhance manageability (Killing 1988), efficient management control, enhancing long-term tability by investigating possible strategic conflicts and finally, the achievement of the strategic objective. Of influence, however to lesser extent are the three remaining features in the framework, which are human, operational and cultural fit. Human fit is particularly of importance in alliances processes (Boersma 1999) and according to Lewis (1990) the cultural fit is specifically an issue among employers and employees, which translates to their functioning in for example boardrooms. Finally, operational fit, also relates to the functioning of the alliance and is often susceptible to various ontingencies, therefore must be aligned. Research and Development activities have gradually evolved since the 1980s (Peterson, 1991). Creamer (1976) and Pearce (1989) identified three primary types of Research and Development activities, namely basic purpose is an understanding of the inherent and fundamental scientific development, however disregarding commercial applications. Furthermore, applied research employs knowledge conceived from the basic research to certain dimensions such as technical problems or related commercial technology aspects. In conclusion, basic research generates new facts and theories which are thereafter roven through applied research. These proven facts are generated into products and processes in the development stadium. The intention of development activities is the configuration of applied research contributions into commercially feasible products, processes and technologies Oansen 1995; Jones, Davis 2000). Phase 5: Implementation and Management of the Partnership The role of the management of strategic alliances is valuable for the progression of the alliance toward a successful outcome, however it is complex to manage (Koza, Lewin 2000). An important aspect in serving this complexity is the acquiring of nowledge from past engaging in alliances, which provides meaningful know-how to be leveraged (Kale, Dyer, Singh 2001). The framework of the four C’s of learning and leveraging alliance know how provides a tool for obtaining valuable knowledge. The four components in the framework are, capture, codify, communicate and create, and coach (Kale, Dyer, Singh 2001), also visible in Figure 4, Appendices. Capture refers to managements’ role of accessing and obtaining of valuable alliance insights and past experiences. To codify past experiences and practices contributes to the accomplishing of alliance specific needs. In order to have a common thread through the organization on these past knowledge practices, communication is essential in sharing experiences. Additionally, the creation of networks within the alliance facilitates the distribution of these valuable experiences and knowledge. Intrinsically executed coaching and education programs increase the ability to obtain alliance skills. An additional benefit from coaching is the establishment of informal social networks, which provides assistance in key situations. Furthermore, networks are critical to the development of opportunities, the assessing of concepts and obtaining esources in order to construct the new partnership (Aldrich, Zimmer 1986). The incorporation of social networks within a firm improves communication between partners, which in turn results in improved decision making processes (Gulati 1993). Various intentions for the implementation of networks can be identified, one specific is the preserving of advantages (Lorenzoni, Baden- Fuller 1995). According to Madhaven, Koka and Prescott (1998) the initiation of inter-organizational networks is created by exogenous factors, which could include competition background and specific industrial activities. Building on this theory, Gulati et al. (1997) argues that the initiation of these inter-organizational networks is dependent on two aspects, namely exogenous resource dependencies, which achieve motivation of the cooperation and an â€Å"endogenous embeddedness† dynamic, which in turn familiarizes toward partner selection. According to Stinchcombe (1990), in flows of network information meaningful views are discovered,

A Pair of Tickets: Personal Response Essay

â€Å" A Pair of Tickets† is about a women named June May who is traveling through her native country of China. I really enjoyed this story because I could relate to it in my own life experiences. After June May’s mom passes away she starts thinking about all the questions she wishes she had asked her about her life. Just like when any family members of mine passes away, I always think back and think about what type of questions could I have asked him or her before they passed away. June May was raised in San Francisco (which had many Chinese people at this time). She had a father and a mother who raised her in San Francisco. When June May’s mother passes away she soon find out that she has a twin sister in China that she never knew about. Her twin sister had written her mother a letter that they received a couple of months after her mother had passed away. So June May and her father decided that they were going to travel to China and see if they could find her twin sister, in addition to looking for her they were also going to visit family they hadn’t seen in years. When they arrived in to China June May is constantly comparing things she sees to what America is like. Her mother brought her up by telling her that all Chinese people have no choice but to act Chinese; it’s in their blood. June May at first thinks she’s nuts and doesn’t believe her. But after she passes away she soon realizes her mother was right and starts seeing a lot of comparison of how her mother acted and how she acted. When she arrives in China she really starts to feel Chinese. She didn’t wear makeup; she even starts introducing herself by her Chinese name Jing-Mei to her family members. This kind of reminds me of the time when I was in high school playing on sport teams. During high school friends and/or people in school would call me Nelson (since it’s my last name). I also would just tell people to call me Nelson since I have a twin brother because that way if they couldn’t tell my brother and I apart they could just call me Nelson and it would be right every single time. Once I got to college, I had to tell people to start calling me Elliott instead of Nelson because in college, it’s like a new beginning; and in a new beginning to something you want people to know you by your first name before people know your last name. Overall, June May’s introducing of her actual Chinese name marked the beginning of her acceptance of being true to her Chinese inheritance. While in her hotel June May finally realizes why her mother had left her twin sister behind. She wants to do everything she can now to find her twin sister and grow her Chinese heritage like her mother would of wanted her to do. Even myself can relate to why a mother could leave someone because this happened to me. I am adopted; which is kind of similar to what happened to June May because it’s still basically a Mom or Dad leaving their son/daughter. Finally, June May has accomplished the meaning of her mother’s name, Suyuan which means,† Long Cherished Wish. † Suyuan wish was for June May to grow into her Chinese heritage. I think the story was telling us that we will never know who we are until we know what our past and heritage is really about. I’ll be honest, when I was 16 years old marked the first time I asked my parents I live with now about my actual Mom and Dad. Overall, what I learned from hearing about my own past was that I am way better off now in the family I am in now. But I still see my actual birth mom every year once or twice and she still loves me. She had to let Aron and I get adopted because of money purposes; basically means that she wanted what was best for Aron and I.