Dynamic Data Exchange

organizational effectiveness. Knowledge Creation and Transfer Polanyi (1964) defines knowledge as either explicit or tacit. Explicit knowledge can be expressed in numbers and words. These are then easily shared formally and systematically in the form of data, specifications, manuals, etc. Tacit knowledge, on the other hand, includes insights, intuition, and hunches – which are often difficult to formalize and share. Explicit-knowledge transfer is a relatively common occurrence. Employees share reports

events. In this city, there are one of the most beautiful sites (Unesco), a lot of artists (Picasso, Gaudi) artworks and an exceptional site (on the seaside, Mediterranean climate...). Barcelona receives a lot of cultures, which are differents and dynamics. That’s why Barcelona is one of the most visited cities in the world. Famous thanks to the Barcelona’s night and to its heritage (Picasso and Gaudi), we can find in Barcelona a lot of museums and attractions (Tibidabo, aquarium…). Moreover, Barcelona

crystallization and controls, 14.17 difference between absorption and centrifugal chillers, 14.18 – 14.19 evaporating temperature, 14.19 evaporator and refrigerant pump, 14.6 flow of solution and refrigerant, 14.9 – 14.11 generators, 14.7 – 14.8 heat exchangers, 14.6 – 14.7 heat removed from absorber and condenser, 14.19 mass flow rate of refrigerant and solution, 14.11 – 14.12 monitoring and diagnostics, 14.18 operating characteristics and design considerations, 4.18 – 4.20 performance of, 14.11 – 14.16

experimental economics, frequently used to test theory and to provide insights into the prevalence of social preferences. This study explores more closely the dictator game and the literature’s preferred interpretation of its meaning by collecting data from nearly 200 dictators across treatments that varied the action set and the origin of endowment. The action set variation includes choices in which the dictator can “take” money from the other player. Empirical results question the received interpretation

particular pressure. This Board Paper argues that the leaders of charities, voluntary organisations and social enterprises need to equip their organisations – in terms of skills, financial planning and control systems, strategic self-awareness and good data on costs, financial and non-financial performance – for a changed financial ecosystem and risk universe. This involves strategic conversations and hard decisions, not about doing only what can be done with diminished funds from existing sources, but

d’équilibre. C’est ainsi le cas des modèles FEER (Fundamental Equilibrium Exchange Rate, voir Williamson, 1994) qui définit le taux de change à long terme en fonction des cibles de compte courant ; BEER (Behavioural Equilibrium Exchange Rate, voir Clark et MacDonald, 1998) qui définit le taux de change de long terme en fonction d’un ensemble de fondamentaux jugés pertinents sur le plan économétrique ; NATREX (Natural Real Equilibrium Exchange Rate, voir Stein et Allen, 1995) qui relie le taux de change de

of the country reached 6.4 % in 2006, while it was from 6.1 % to 2005 and 4.2 % in 2004. The statistics national office foresees a slowing down in 5.9 % in 2007 and 5 % in 2008. The domestic demand should be a less dynamic engine for the economic expansion and the net exchanges will be a stimulus less important for the growth, because the imports demand in the Euro zone will be slowed down. The inflation stays under control (2.6 % in 2006), but the public money are stopping gradually and the budget

building named “Eco House” was built for experimental purposes in the environment field, such as solar and wind energy systems installation and measurements. Calculations on the capacity of the rooftop to withstand the weight of the solar collector, data collection of solar irradiation in Finland and specifically in the Eco House, and therefore, deciding the best angle and position of the equipment were done before the assembling. The Solar Heat Collector would be connected to the hydraulics of

the UE enlargement on the French foreign trade. 17 2.1.1. A French commercial presence below its potential. 17 2.1.2. A significant potential growth of French exports towards the newcomers. 18 2.1.3. General strategy. 18 2.2. Parallel to the exchanges, the French investments have known a rapid development in the new Member States. 20 2.2.1. The French investments concentrated on Poland, the Czech Republic and Hungary. 20 2.2.2. French investments will be very oriented towards the services.

Market capitalization growth more than doubled from roughly 50%, accounting for greater HNWI gains.19 India’s two largest exchanges, the Bombay Stock Exchange and the National Stock Exchange of India, benefited from rapidly expanding initial public offering (IPO) markets and heightened international interest; by the end of 2007, they ranked among the world’s top-12 exchanges in total market capitalization terms.20 Once recognized as a manufacturing superpower, characteristic of a more nascent market