Moving Picture Experts Group

1-2-6-2: Adaptive Mode “Adaptive mode is an approach to strategy formulation that emphasizes taking small incremental steps, reacting to problems rather than seeking opportunities, and attempting to satisfy a number of organizational power groups” (Management, Kathryn M. Bartol & David C. Martin). The adaptive mode is most likely to be used by managers in established organizations that face a rapidly changing environment and yet have several coalitions, or power blocks, that make it difficult

Grøner in close cooperation with the Norwegian Water Resources and Energy Directorate (NVE), Enova, The Norwegian Research Council and Innovation Norway, which also have financed the publication. The booklet has been quality assured by a number of experts. In addition, the Center for Renewable Energy, which is a cooperation between The Norwegian University of Science and Technology (NTNU), Institute for Energy Technology (IFE) and The Foundation for Scientific and Industrial Research at NTNU (SINTEF)

thanks to Wim Marivoet and Sara Geenen, part of the ‘new generation’ of assistants; they have taken a lot out of my hands over the past two years, and gave me time to work on my PhD. I also express my sincere gratitude to the other members of our theme group ‘The Political Economy of the Great Lakes Region’ that I have not yet mentioned before: Bert Ingelaere, Stanislas Mararo, Philip Nauwelaerts, Stef Vandeginste, Joris Verschueren. I deeply appreciate the assistance and support of the technical personnel

realization. The strategies are the core of our research. We use them to test hypotheses and to perform learning processes. They allow an evaluation system to execute standard tasks of performance evaluation without necessarily being controlled by an expert. A tool implementing these strategies is a means for designers to examine their design decisions by executing an evaluation, and even to compare alternatives directly. Even simple examinations of scalability are possible with this approach. The strategies

organizations in order to be effective. I believe that a marriage of stakeholder needs and meaningful, cohesive policies will lie at the heart of successful strategies to meet the healthcare challenge. How do you help bring about that shift? We are moving to the direction of keeping people healthy in addition to our diagnostics and our other professional healthcare solutions. We can contribute by helping people live a healthy lifestyle. Our appliance activity does that. For example, our kitchen appliances

.......................................................................... 41 Industry Analysis ......................................................................................................................................... 43 Strategic Group Map .............................................................................................................................. 45 Porter’s Five Forces ............................................................................................

serait-il aussi applicable à l’écriture ? Considérer l’introduction comme le dépositaire de toute information générale de votre article exige un effort accru de mémoire. Il est plus judicieux de trier l’information de base et de la répartir en deux groupes : l’information globale, dont la connaissance est nécessaire dans l’ensemble de l’article, et l’information locale, inutile ailleurs que dans la partie dans laquelle elle apparaît « juste à temps ». Elle donne un éclairage local et consomme moins

conseillers économiques de Président Houari Boumediene), qui s’est inspiré des idées de la théorie des pôles de croissance, des industries motrices et des effets d’entraînement de François Perroux, définit les industries industrialisantes comme suit : « Ce groupe d’industries dont la fonction économique fondamentale est d’entrainer dans son environnement localisé et daté un noircissement systématique ou une modification structurelle de la matrice inter­industrielle et des transformations des fonctions de production

Intergovernmental Conference on Cultural Policies for Development (Stockholm, 1998), culture has come to be regarded as “the whole complex of distinctive spiritual, materiel, intellectual and emotional features that characterize a society or social group. It includes not only the arts and letters, but also modes of life, the fundamental rights of the human being, value systems, traditions and beliefs”. Cultural diversity is a prime constituent of human identity. By that token, it is humanity’s common

climate contributes to increase the perception of an energy emergency that is hard to control, which in turn projects dark shadows on the global economy’s prospects. This is an anxiety-inducing chain of events. One of the “trains of fear” periodically moving through human societies. The reality of these fears is unimportant; they still contribute to geopolitical fragmentation at a global level, the post Cold War hallmark. A world in fieri, that has just turned eighteen (the Wall came down on November