A Comparison of Poems against Racism

Racism is intolerance and hatred of another race. Many protest poems are used by composers in society to express their desire for social change. â€Å"Strange fruit† by Lewis Allen and â€Å"took the children away† by Archie Roach are haunting lyrics protesting against the area of racism. Both poets have been influenced by either personal events or events occurring in society. Both Allen and Roach effectively use strong poetic techniques and pursue subject matter to the audience through racism to create a desire for social change in the society. Strange fruit† was written in the mid-1930s about 60 years ago. Lewis Allen whom is a Jewish American communist had seen a photo in the paper of two young boys that had been beaten and hung. This horrific picture encouraged Allen to take action and write this lyric protesting about the lynching that had occurred in Americas South. Allen saw that the lynching of African Americans was generational. He protested against racis m to create a desire in society for social change. The powerful techniques shown through the lyric â€Å"strange fruits† are extended metaphor and physical imagery.Extended metaphor is shown throughout the whole lyric as it is continuous which makes it more powerful. This helps the reader relate to the horrific situation and understand how Allen is feeling about the lynching. The physical imagery that is portrayed in the lyric is â€Å"the bulging eyes and twisted mouth†. This shows the haunting image of a person being hung and draws the responders attention to the strong confronting words used to describe the dead †black bodies†. The lyric is extremely confronting and distressing which is deliberately shocking to the audience in attempt to create a desire for social change. Took the children away† was written in 1990 by an indigenous Australian Archie Roach. He had a very difficult life by having a disturbed background and childhood. He was sadly rem oved from his family at a very young age which was known as â€Å"the stolen generation†. The difficulties that he had suffered as a child encouraged Roach to become a protest poet and stand up for the indigenous Australians. Roaches lyric produces a true story about the aboriginal children that had been forcefully detached from their families.The lyric is extremely confronting to the audience which creates them to feel the desire for social change. There are many poetic techniques employed throughout the lyric â€Å"took the children away† that encourage the responder to understand the racism and concept of the stolen generation. First person technique has been used strongly by Roach in attempt to show that it was his personal recount. This is shown in the finishing line of the lyric â€Å"yes I came back†. This visibly shows the responder that is was roach himself.Anaphora is a strong technique used effectively in the lyric. This is clearly shown in the last s tanza â€Å"back to their mother; father, sister, brother, people, land† this shows how the indigenous children had been taken from their family and then later reunited. Therefore both techniques clearly shock the audience and connect with the responders emotions in order to make them see the need for social change. In conclusion â€Å"strange fruits† by Lewis Allen and â€Å"took the children away† by Archie Roach are clearly both powerful protest lyrics protesting against racism.The poetic techniques are used effectively to get their own personal opinion across to the audience. Therefore these effects show that there is a need to create a desire for social change in the society. Many protest songs and poems are used by composers in society to express their desire for social change. Archie Roach’s ‘Took The Children Away’ and Lewis Allen’s ‘Strange Fruit’ are both protest poems in which the area of racism is being protest ed against. Each poet has been inspired by either events in their life or events in society that they have felt deeply against.Both Roach and Allen adequately and effectively use a wide range of poetic techniques and language devices to successfully carry out their ideas against racism and create a desire for social change through subject matter their purposes are also achieved. Roach strongly uses first person along with anaphora to get his point of view across to the responder. Allen persuasively uses extended metaphor and juxtaposition to make the responder see the need for social change. Archie Roach is an indigenous Australian with a disturbed back ground and upbringing.He was removed from his family at young age as part of ‘the stolen generation’ Roach’s devastating childhood experiences inspired him to develop into a powerful protest poet and be a strong voice for indigenous Australians. A haunting story is told through roach’s song, a true story of aboriginal children being forcefully removed from their family as was done to thousands of aboriginal children during the application of the governments assimilation policies. It is a very confronting song that makes the responder feel a desire for social change. Took The Children Away’ is a protest poem which employs many powerful poetic techniques to encourage the responder to understand the effects and the injustices of racism and the stolen generation. One poetic technique from the lyric that can be highlighted as important is first person as it is very strongly used by roach in an attempt to display himself in the poem. First person is most effective in the finishing line of â€Å"yes I came back† this is effective because the responder then finally realises that the poem is in fact a recount of what actually happened to Roach.Anaphora is also successfully used in the poem. In the last stanza anaphora is powerfully used by roach, â€Å"Back to their mother; fath er, sister, brother, people, land† this anaphora is used in order to state all the things that had been left behind and taken away from indigenous children of the time. The anaphora connects with the responder’s emotions in an attempt to shock the responder therefore making them see the need for social change. Lewis Allen was a Jewish man, a school teacher and also a member of the American communist party which was risky and unusual in its self at the time of the 1930’s.Allen was inspired to right by a photograph of a lynching he saw that shocked him. The subject matter of the poem is about the lynching of African Americans in Americas south. Allen saw the harsh injustices of racism and how it was generational â€Å"Blood on the leaves and blood at the root. † He protested against racism in order to create a desire in society for social change. Lewis Allen uses a range of poetic techniques and language devices in order to effectively get his purpose across to the responder. The extended metaphor of â€Å"strange fruit† is a very strong and helpful device.It makes the responder think about the harsh realities and injustices of racism in Americas south the word â€Å"strange† makes the responder comprehend the idea of lynching, it is â€Å"strange† not right, and it is unjust. Juxtapositions is also employed by Allen in the poem â€Å"Scent of magnolias, sweet and fresh/ Then the sudden smell of burning flesh† this juxtaposition is effective as it makes the responder see the harsh realities of lynching by putting these two things together it shocks the responder as it is from one extreme to the other and Allen is attempting to shock the audience in an attempt to create a desire for social change.

Kudler Fine Foods Service Essay

Service Request The manager of Kudler Fine Foods, Kathy Kudler, has requested the development of a system to track customer purchases through a Frequent Shopper Program to award loyalty points for redemption. (Apollo, 2011) Key Stakeholders The key stakeholders are the individuals that are directly involved with Kudler Fine Foods and will have a direct effect on the overall project. These individuals will be the main source of information in the analysis, design, implementation and testing phase of the systems upgrade. Kathy KudlerProject Manager The Frequent Shopper Program for Kudler is specific in addressing current and future customers by rewarding them for shopping with the company. Both business and technical functions will be addressed as well as improved communication between the sales and marketing and purchasing departments. The goal is to provide better response to customer demands while rewarding the customer and accomplishing this in an efficiently fast manner. A marketing plan must be developed to inform current and potential customers of the program and encourage them to participate and take advantage of the benefits offered by the program. In utilizing an outside source for the program, Kudler will be able to provide a good relationship between the IT resources of the outside source and the internal sales and inventory  systems. There is also a need to modify the two different databases and the GUI in order to allow for smooth data transfer and communication. Kudler’s specific goals are to improve customer satisfaction in order to increase brand loyalty, cut costs by increasing supply efficiency, and increase sales which will result in higher revenue and profits for the company. In order to ensure success of this project, certain aspects will be monitored throughout the duration. This will allow Kudler to view what aspects are successful and what aspects are not. The main aspects that will be monitored are: new customer enrollment into the program, tracking of purchases from current and repeat customers, tracking of customer reward points, duration of participation from customers in the program, and total customer redeemed points, and difference in cost of redeemed items versus wholesale/supplier costs. Supporting Measures and Project Feasibility In order for Kudler Fine Foods to continue growth and experience profitability, the design and implementation of a Frequent Shopper Program must be accomplished. The program will need to utilize the best available hardware and software to accomplish their goals and to promote growth as well. The chosen system will need to address both short and long term needs and problems that could arise. This is done through a development phase that will combine all aspects and products that Kudler wishes to incorporate into the program. This phase must address the current budget allocated by Kudler for the implementation of the program while incorporating all needed requirements. Current Business Process Summary Proposed System Requirements The proposed new system must be capable of meeting the requirements set forth by the key stakeholders within the company. This list of requirements will be presented, discussed, and then edited based on what is needed, what is within budget constraints, and what is decided on by the stakeholders. This list of functional requirements proposed to Kudler is below. Functional Requirements System is capable of new customer enrollment System is able to track purchases for all customers System is able to track and store rewards points for individual customers System allows for rewards points to be redeemed System allows for viewing of customer rewards points on POS terminals System allows input changes from POS terminals System will sync with company website for tracking of rewards points System allows for data from each location to be stored and accessed in a central location System must be compatible with current system in place for easy transition. Determine Requirements The determination of the requirements for this system is a key part in the development of the Frequent Shopper Program (FSP). There are many methods that can be used to properly determine the requirements needed for an efficient system. These can range from simple observation of current processes and interviews with employees and management, to Joint Application Design (JAD) procedures. The commonly used methods of observation, interviews, etc., can help analysts pinpoint exact requirements based on user input and business processes. According to Charvat (2003), â€Å"One of the biggest benefits of a proper user requirements specification is that you’ll be able to plan and estimate your project correctly, decreasing the chance of cost and time overruns.† The analyst must listen to the employees and gain a thorough understanding of all business processes before establishing the new system requirements. The Joint Application Development (JAD) is a newer and more organized means of gathering information to base requirements on. This process is conducted by holding sessions in which key stakeholders and other key members of management are present and work together in the outline of the possible requirements. This allows for input from all levels within the organization and can yield better results than other commonly used methods. While this process can be lengthy, it keeps all key members involved up to date on the status of progress during the development phase and analysis. List of Confirmed Requirements System is capable of new customer enrollment Mandatory System is able to track purchases for all customers Mandatory System is able to track and store rewards points for individual customers Mandatory System allows for rewards points to be redeemed Mandatory System allows for viewing of customer rewards points on POS terminals Mandatory System allows input changes from POS terminals Mandatory System will sync with company website for tracking of rewards points Mandatory System allows for data from each location to be stored and accessed in a central location Mandatory System must be compatible with current system in place for easy transition Optional Proposed System Process View Functional Allocation Modeling This aspect is very important in ensuring all software and hardware utilized for the new system is up to date and current as of the time of this service request. Since technology advancements are made almost every day, it is important to stay on the cutting edge. This is why the use of computer systems with an Intel core i7 processor is being chosen. The hardware that will be used wil1l be purchase directly from Dell. This will give Kudler piece of mind with all hardware and full technical support with the warranty provided from Dell. The systems chosen will have 8GB of RAM (memory) and will include 22† LCD monitors, core i7 processors with 4.5GHz speed, and come preloaded with Windows 7.. Each system will also be equipped with 10/100 ethernet capabilities to meet the standards of the current network in place at Kudler. The current server in place at Kudler will be replaced by Unix servers by SPARC Enterprise Software SAP system for retail environments. The POS terminals will be replaced by NCR RealPOS 82XRT terminals which offer scanners, cash drawers, touch screen displays, and built in printing capabilities. VOIP phone systems and HP M521dn and HP 8015 printers will replace the outdated ones currently in use. Logical Model of System Preliminary Design Model Design Trade-off In order for Kudler Fine Foods to have a successful program, an examination of product roll out methodology must be performed. There will need to be a specific balance in regards to the mixture of cost, schedule and performance. It is understood that a program cannot incorporate all three aspects at once which then leads to deciding what the appropriate trade-offs shall be within the requirements. The following depict possible scenarios of combining two aspects but foregoing a third possible requirement. Cost and Schedule By having a program that is inexpensive and keeps to the specified timelines the company will end up with one that is affordable and able to start up right away. If the schedule is large for integration of the system with the current system then the time to capitalize on the customers data would take time. The downside is that cheap is not always best and can result in a low performance record that is fraught with hardware and software failures. If the program cannot function properly there is a decent chance that it will fail outright due to customers not wanting to take part in it. Schedule and Performance Creating a program that is scheduled to finish on time and functions to specified standards will allow Kudler customers to enjoy the program’s rewards with little to no problems. In this instance the design trade-off is cost. The cost of the new proposed system would be quite moderate to high. The cost to get the correct and reliable information at every instance of time is the biggest challenge over the cost incurred in the infrastructure. Not keeping up with costs for the creation though will result in a project that has a finishing cost much higher than was originally budgeted for. The result can pull funding from other much needed programs or can cause the program to change such as the customer receiving rewards that are of a lower  quality than originally promised. Cost and Performance If the project team is able to create the program at manageable costs while maintaining a high quality performance status the customers will be able to enjoy the benefits of the rewards while allowing the company to stay within appropriate budget levels. All the previous customers ‘ data would be inputted and further processed , which would take time The implementation of the new system would reduce costs of data transfer and catering the customers in a suitable manner. The performance of the system would improve with enhanced ability to track information about customers , their preference pattern and any change in their behavior In addition to all the above , the company can reduce the extra cost of hoarding of goods and can only customers preferences. The possible tradeoff is that the program may not be finished as scheduled. This can result in a backlog for future projects. In addition, if the project takes an exceedingly longer amount of time than originally thought, it may become scrapped so a new plan can come in its place. Detailed Design Process The prototype will drive the design of the forms and reports. The forms need to document predefined data in a clear and concise manner. Forms are typically based on one database record and have a stylized form. Reports are business documents that contain predefined data and data from many unrelated transactions or records used for reading or reviewing information. The forms and reports need to be end user friendly and clear to understand. They should not have simple rows or columns. The forms and reports can be designed using online graphical tools. This will help standardize them with other organizations. The forms and reports should have a transparent human computer interface. In designing a form or report there are some fundamental questions that need to be addressed: who will be the form/report user, the purpose, when will they be needed, who should have access to them, and who does it need to be delivered to? Answering these questions will allow the programmer to produce an effective form/report. The hardware and networks used should be consistent with what is already in use throughout the organization. Kudler Fine Foods uses UNIX operating system, HP blade server system and SAP as their software. The UNIX server needs to be upgraded to UNIX SPARC Enterprise software. The organization should upgrade their current version of SAP Retail SW to SAP for Retail. The HP Blade server should be upgraded to a Dell PowerEdge M620 blade server. The HP blade server is obsolete and this may create problems if future support or maintenance is needed. The CM2320nf printer is obsolete and should be upgraded with the HP M521dn printer. The HP 3015 printers, VOIP phones, APC Smart UPS, POS terminals, 22† screens, and the NAS 10 TB storage server should all remain. If the organization is going to upgrade their software they should upgrade their hardware as indicated. This will allow the organization the ability to use state of the art hardware with state of the art software and get the most out of the system. They will be able to utilize the most current technological features currently available and extend the life of their infrastructure. Human Computer Interface The human computer interface should be designed with Microsoft Visual Basic. Net. Microsoft is a universal program that employees are familiar with. Using Microsoft will allow end users to feel comfortable with the software because the commands for Microsoft can be applied. Training is easier for employees using Microsoft because so many of them are familiar with it. Microsoft reports can also be imported and exported to other mediums making it possible for end users to review the information in detail. They currently use Microsoft Windows 7. Using the most current version of software will extend the life of the system. Using outdated software will hinder the use of the most current applications and can make the program prematurely outdated. The organization should continue using Dell computers but they need to upgrade them to Dell XPS 8700 with an i7 processor, and 4.0 GHz. CD drives are no longer necessary, most information is transferred or stored via a memory stick. Physical System Model What are information architecture diagrams? â€Å"A diagram architecture is not necessary an architecture produced through diagrams†¦. Instead, diagram architecture is an architecture that behaves like a diagram, indifferent to  the specific means of its realization.† (Par. 13) When it comes to these diagrams you are taking the knowledge of the architecture and molding it into a visual and understandable aid laid out in sequence like patterns that show direction. And when these diagrams are designed of information architecture the process usually ends up back where it started making a loop back to the requirements. Producing this process of creating an information architecture diagrams can be a bit confusing and people end up getting information confused rather easy. Until a man named Philippe Kruchten came up with a brilliant way to look at the diagram. He introduced the concept of viewing the diagram through the eyes of the stakeholders. This process became known as the 4+1 information view model. The 4 is for the several views in which he describes as the Physical view, Logical view, development view and the process view. And the +1 is added to describe the scenarios. Modeling the architecture of a software system can be presented in two areas known as the High level design and design patterns. High level is the use of the core components who work together for the one mission of fulfilling the requirements. And depending on if the system is large enough it is possible that each component will sustain its own high level setup that will provide descriptions of its smaller parts. Design patterns are used here and there in the particular designs of each of the components. A pattern is a waypoint that will direct you to the end solution of the program in which it is accommodating. If the same pattern is used through the design of separate programs it will act as a money saver as it saves in the purchase of new software and saves time in the design process. Testing Process Summary This phase will be somewhat similar to the installation and implementation phase in some ways. The overall functionality of every aspect within the system must be tested to ensure it meets the requirements of the original project plan. All new software and hardware must go through thorough examination and a system of checks to accomplish this. This phase must be continued throughout the life cycle of the system to continuously check for errors and bugs to keep the system performing at optimum capacity. To properly complete this phase there are guidelines to follow for testing that will cover all aspects of the system. Hardware and Software Installation Process/Training Plan In order to accomplish the implementation of the Frequent Shopper Program Successfully Kudler will need to implement the POS Server database flawlessly into the system in order to avoid data loss or corruption of data. The online Cash Registers and the in-store cash registers will be communicating to the same database and a seamless integration of these three components is crucial during the early implementation phase of the installation. The challenge during this phase of the installation is the software that will be used to bring these three components together. Continuous testing of the POS, The CMS, and the store website are needed to ensure that any bugs in the system are pointed out early. Once this is complete the Kudler will be able to focus on the smaller aspects of the program such as ensuring that all merchandise are coded correctly and the scanners are properly transmitting the data. The timeline for the implementation of this project is 2-3 months. The company should take measures during the implementation and installation regarding marketing to  maintain the competitive edge and afford customers needed time to adjust to the idea of this new system. Time will be needed to train staff on the proper procedures for issuing and Frequent Shopper Cards, and the support teams will need training on how to troubleshoot system errors. The cashiers will need training on methods of marketing the programs and procedures for how to use, issue, and reissue cards to customers enrolling or already enrolled in the program. One of the keys to success of the program is ensuring the cashiers have a clear understanding of how to market the program. Failure to ensure marketing or the cards is upheld and train employees on how to properly process cards will be counterproductive to the program and could lower customer value. Installation Process Installation is the organizational process of change over from the current information system to the new one. â€Å"Managing the change to a new system—whether or not it is computerized — is one of the most difficult tasks in any organization† (George, Hoffer, & Valacich, 2012). After system construction, final acceptance tests performed during systems installation and evaluation ensures the development team has completed all tasks for the project. After determination that system operations are fully functional, the system is ready for installation. During the installation process, the old system becomes disabled and subsequently, the new system activated. The project manager and developers assemble the resources required for installation as the work begins. Resources required for installation of the system includes development team members and their various programming tools, including software. Project constraints in this instance have a comparatively narrow degree because of the streamlined and limited changes. The installation team begins by changing the modems over to broadband, and activating broadband connections at each store. At this stage, the installed applications including updates to the Point of Sale system software, the database management system, credit card interface software, and printer applications undergo testing for appropriate functionality. The entire system is then tested, and confirmed successful for use (George, Hoffer, & Valacich, 2012). The installation of the Kudler Fine Foods Frequent Shopper Program and related plans for training will correspond with the timeline illustrated. Training Plan The training and installation timeline provides a sufficient and organized schedule for installation and system testing, also providing an expedient finish to the system implementation processes. The project team develops training materials and documentation for training classes. The next step in the implementation phase is training system users, managers, and IT staff. Diagram 1: Installation and Training Timeline User training and training documentation should include an overview of system features, capabilities and limitations, data entry and menu screen options, contents, and processing instructions, and procedures for requesting changes and reporting problems. Other important inclusions are troubleshooting examples and error situations including resolutions, and a section on frequently asked questions (Cashman, Rosenblatt, & Shelly, 2013). As illustrated, Frequent Shopper Program System Training, the specific details for training specific groups vary according to employee function and extent. Documentation Plan Summary Documentation needs to be accurate and will also be a determining factor on the software’s success or failure. Documentation needs to include how to work the system, navigate it, its potential, how to use the data, and reporting methods. This should be done early on so the end user has reference materials. The documentation process should begin when developing the system. This will provide supporting material for developers and help develop future training materials. If the end user does not understand how to use the system or recall information for reporting purposes, the software is not serving its purpose. Most systems in place today are for information gathering and storage. If the end user can’t access the collected information, then the software will be rendered useless. The system will need to be maintained so a maintenance manual should be available to guide developers on how to make fixes and update the system. An operational manual should be available for the subject material expert, designers and users. This manual will help when they have questions on a process or how to get a certain part of the program to produce or collect  the proper data. A technical manual will be necessary so the technical writers can refer to the system structure when they have questions. The technical manual should include drawings, flowcharts, and the database structure. The system should have a training manual that has step by step instructions that a user can follow. It should also have a list of any codes, available reports, system outputs, a troubleshooting guide, work a rounds, and be current on updates. The Training manual or user manual will help the user by providing a guide for future reference and for training. The training manual will help decrease questions and improve efficiency. The more information that is available for the user the more proficient they will be at using it. Training end users is very important. This could mean the difference between an efficient and easy flowing system or a cumbersome, difficult to use nightmare. Visuals should be used to make training easier and provide future training material references. If there are inquiries that are not frequently performed, the end user might not recall how to initiate the inquiries and having a visual to refer to, might help the end user be more efficient when conducting these inquires. Support & Maintenance Plan It’s not enough to just implement a system and fully integrate it into the new business system. There must be a support system that covers common mistakes and helps people locate answers to their technical questions. And along with the system support there also must be some type of maintenance schedule that keeps the system healthy, like frequent updates to keep the system up to date and as free from bugs as possible. Software Support In order for a system to operate at full potential the software must remain up to date with all of the bug fixes and security issues that comes with having software. Having your software up to date could very well be the lifeline of your company. If your software fails, then the work production conducted on that system will also fail. Hardware Support Just as important as software support is hardware support. Hardware consists of several critical and physical components of an IT system. These components include but are not limited to; servers, systems used to store data, personal computers (PC) and the networks that tie them all together. When it comes to business communication is the key, and this doesn’t exclude the communication of the IT systems. Network Support Like previously mentioned, networks are the communication for IT systems. Keeping your network up and running can be a little difficult to deal with. When a network goes down then every piece of hardware on that network has no communication. Unfortunately network issues usually get dealt with as soon as they happen. What is recommended is to have a preventative maintenance schedule in increments of monthly, bimonthly, semiannually, annually or biannually to periodically check the condition of the network before it fails resulting in a downed network. When software is merged over into a company system there are user manuals and lists of known and unknown bugs for the system. Each member should have been briefed on the new software and also provided the information included in the user manuals and the known and unknown bug reports. For the hardware and network, preventative maintenance is the best way to avoid a downed asset. And a well maintained support system with frequent updates will ensure your software stays up to  date with the latest security and bugs fixes. Conclusion This thorough analysis and all aspects carefully and fully examined, the proposed project will not only meet, but exceed the request of Kudler Fine Foods for implementing a rewards program. The use of cutting edge technology in both hardware and software aspects will ensure a smooth running system for years to come. The incorporation of the rewards program and the system upgrades should not only increase profitability, but brand loyalty from customers as well. The system meets all required needs of Kudler Fine Foods to include time scheduling, budget, and both short and long term goals. References Apollo Group Inc. (2011). Kudler Fine Foods. Service Request SR-kf-013. Retrieved from: https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/ServiceRequests/index.asp#Kudler Fine Foods Cashman, G. B., Rosenblatt, H. J., & Shelly, G. B. (2013). Systems Analysis and Design (10th ed.). Boston, MA: Thomson – Course Technology. Charvat, Jason. (June 30, 2013). Determine User Requirements Now to Avoid Problems Later. TechRepublic. Retreived from: http://www.techrepublic.com/article/determine-user-requirements-now-to-avoid-problems-later/ Dennis, A., Wixom, B. H., & Roth, R. M. (2012). Systems analysis & design (5th ed.). Hoboken, NJ: John Wiley & Sons. Federal Bureau of Investigation (2013). The Insider Threat: An introduction to detecting and deterring an insider spy. Retrieved from: http://www.fbi.gov/about-us/investigate/counterintelligence/the-insider-threat George, J. F., Hoffer, J. A., & Valacich, J. S. (2012). Essentials of Systems Analysis and Design. Retrieved from: http://www. bau.edu.jo/inst/hamza/SAbook.pdf Riordan Manufacturing Intranet Website (2014). Retrieved from https://ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Riordan/ (2010, 05). Diagram Architecture. StudyMode.com. Retrieved 05, 2010, from http://www.studymode.com/essays/Diagram-Architecture-63657523.html

Linear Regression: House Pricing

Housing Prices in Blowing Rock, NC: A Hedonic Analysis Thomas Carter Economics 4000 1. Introduction A difficult characteristic to understand about the housing market is how a price is given for a particular house. That price will be designated to that particular house alone. All houses have various pricing, so I can’t always assume that one will cost more or less than any other. The pricing for houses vary based on their characteristics. Each characteristic must be analyzed to determine its contribution or detraction toward the price.I have taken some of these characteristics and modeled the relationship between them and the price of real estate for a specific area. How are these characteristics used in determining the price? A model that is commonly used in real estate appraisal is the hedonic regression. This method is specific to breaking down items that are not homogenous commodities, to estimate value of its characteristics and ultimately determine a price based on the co nsumers’ willingness to pay. The approach in estimating the values is done by measuring the differences in the price of certain goods with regards to specific location.E. g. average cost of real estate is much lower in Missouri than in California. Location may be the biggest factor in real estate pricing. 2. Data and Regression Analysis My data is for Blowing Rock, NC. It’s a resort town in the Blue Ridge Mountains. The attractions here are mostly outdoor activities taking place in the secluded wilderness. The population is only about 1500 and the average cost of a house from my data is $485,839. 50. For my linear regression, I am modeling the relationship between the price of homes, being my dependent variable, and some characteristics of the omes, being my explanatory variables. Originally my data consisted of the following for real estate in Blowing Rock, NC: price – selling price, miles from central business district, number of bedrooms, number of full bathr ooms, number of half bathrooms, the year the home was built, square footage, number of garages, whether or not the house was located in a subdivision, lot size, if the house had a good view, number of days on the market, and difference between asking price and selling price. First I modeled a linear regression between price and all of my characteristics (see Table 1).To interpret these variables I have regressed, I look at the Coefficient column of the output. The sign of the number tells whether the characteristic increases or decreases the price. For each additional mile away from the central business district the price of a home decreases $25,002. 96. For each additional bedroom the price increases $20,832. 78. For each additional full bathroom the price increases $79,715. 21. For each additional half bathroom the price increases $123,988. 80. For every year that a house ages the price decreases $2,355. 05. For every increase in one square-foot the price increases $93. 13.For eac h additional garage the price increases $26,249. 66. If the house is in a subdivision the price increases $25,999. 07. For each additional acre of land the price increases 56,480. 75. If the home has a nice view(most likely of the Blue Ridge Mountains) the price increases 127,900. 10. For each additional day the home is on the market the price decreases $181. 04. Based on the adjusted R-squared I have determined that about 53. 38% of the price of homes in this town comes from these characteristics. Looking at the P values, not all are significant, thus some of these characteristics may play little part in determining the price.The insignificant characteristics were number of bedrooms, number of garages, and whether or not the home was in a subdivision. Some other weak variables were the number of days the home has been on the market and the difference between asking price and selling price. I feel that the number of days the house a house is on the market is a weak explanatory varia ble because a seller usually has an idea of what the house is worth, and even if it does not sell immediately, they may be willing to wait or only need to adjust the price a little in order for it to sell.The difference in asking and selling price could be correlated with the number of days on the market and very similar reasoning as to why it is a weak variable. The seller will most likely not allow much difference in their asking and selling price because of the appraised value. Also, looking at the coefficients of these two variables, I can see that change in them do not impact the price very much. The number of bedrooms is not a significant characteristic because it is correlated with the square footage. It seems a little odd that the number of garages is insignificant.However, the mean number of garages for this data is above one, meaning the average house in Blowing Rock has at least one garage. With a garage being fairly standard amenity for homes in Blowing Rock I can unders tand it not being a very significant factor on the price compared to the other characteristics. Living in a subdivision is not significant for this town as well. I took out the highly insignificant variables (bedrooms, garages, and subdivision) and modeled another regression (see Table 2). My adjusted R-squared improved to 54. 28%. Expand! 3. Summary and ConclusionsTable 1 reg price miles bedrooms fullbath halfbath yearbuilt sqft garage sub acres vie > ws days diff Source | SS df MS Number of obs = 100 ————-+—————————— F( 12, 87) = 10. 45 Model | 6. 0522e+12 12 5. 0435e+11 Prob > F = 0. 0000 Residual | 4. 2002e+12 87 4. 8278e+10 R-squared = 0. 5903 ————-+—————————— Adj R-squared = 0. 5338 Total | 1. 0252e+13 99 1. 0356e+11 Root MSE = 2. 2e+05 —————— ———————————————————– price | Coef. Std. Err. t P>|t| [95% Conf. Interval] ————-+————————————————————— – miles | -25002. 96 9499. 989 -2. 63 0. 010 -43885. 22 -6120. 706 bedrooms | 20832. 78 44293. 87 0. 47 0. 639 -67206. 08 108871. 6 fullbath | 79715. 21 40491. 55 1. 97 0. 052 -766. 1288 160196. 5 halfbath | 123988. 8 45920. 12 2. 70 0. 008 32717. 59 215260 yearbuilt | -2355. 046 1202. 24 -1. 96 0. 053 -4744. 596 34. 50387 sqft | 93. 13114 50. 65843 1. 84 0. 069 -7. 557963 193. 8203 garage | 26249. 66 28224. 21 0. 93 0. 355 -29849. 02 82348. 34 sub | 25999. 07 56280. 61 0. 46 0. 645 -85864. 75 137862. 9 acres | 56480. 75 13324. 99 4. 24 0. 000 29995. 88 82965. 61 vie ws | 127900. 1 48592. 63 2. 63 0. 010 31316. 96 224483. 2 days | -181. 0406 126. 8538 -1. 43 0. 157 -433. 1762 71. 09506 diff | . 5086182 . 3190536 1. 59 0. 15 -. 1255353 1. 142772 _cons | 4541470 2363007 1. 92 0. 058 -155261. 1 9238202 Table 2 reg price fullbath halfbath yearbuilt sqft acres views days diff miles Source | SS df MS Number of obs = 100 ————-+—————————— F( 9, 90) = 14. 06 Model | 5. 9915e+12 9 6. 6572e+11 Prob > F = 0. 0000 Residual | 4. 2609e+12 90 4. 7344e+10 R-squared = 0. 5844 ————-+—————————— Adj R-squared = 0. 5428 Total | 1. 252e+13 99 1. 0356e+11 Root MSE = 2. 2e+05 —————————————————————————†” price | Coef. Std. Err. t P>|t| [95% Conf. Interval] ————-+—————————————————————- fullbath | 84256. 29 38750. 63 2. 17 0. 032 7271. 402 161241. 2 halfbath | 131657. 9 43504. 03 3. 03 0. 003 45229. 58 218086. 3 yearbuilt | -2286. 429 1165. 349 -1. 96 0. 053 -4601. 599 28. 74033 sqft | 112. 8896 40. 74526 2. 77 0. 007

Personal leadership Essay Example | Topics and Well Written Essays - 1250 words

Personal leadership - Essay Example One of the most notable things about this individual was how they learned to lead. While a handful of managers at the restaurant had experience in hospitality management from formal training, this particular manager had learned his management skills from on the job work. In these regards, his skill-set stood out slightly from managers that had the formal background and in some instances one could detect a slight sense of superiority from those that had actually gone through formal schooling. Instead, this manager had begun his career as a host in one of the less populated restaurants, and later moved to serving. As he succeeded at these positions upper level management soon offered him a managerial position at that particular restaurant; after succeeding at this restaurant he transferred to the larger restaurant, where I came into contact with him. Consider this brief background account, it’s clear that the individual developed their leadership and managerial skills from in-ho use interactions and personal life experience rather than formal training. In examining his leadership skills this was evident as there seemed to be a greater level of understanding, efficiency, and empathy with the employees and business practices than the managers that predominantly had formal training. In terms of defining leadership there are a number of issues that must be considered in relation to this individual’s philosophy. While some my disregard the insight that can be gleamed from the perspective of a restaurant manager, this paper argues that in actuality this perspective is highly relevant to nearly all forms of business as it consists of a combination of a variety of class understandings. For instance, the restaurant provides a solid combination of lower, middle, and upper class patrons that must be considered and negotiated with; there is also a highly diverse workforce, with different ages and nationalities that must be managed. In these respects the position demands a highly malleable individual. In terms of this man’s leadership philosophy it was clear that he adopted a policy of mutual respect for employees. He treated all individuals equitably and had a general understanding demeanor. If there were any specific leadership philosophies embodied in his approach I believe they would generally be linked to this element as a base factor. Extending beyond the equitable treatment of employees and customers there were a number of elements within his treatment of employees that were highly notable. In terms of new employees he was understanding and open, allowing them to develop in a constructive and not overly critical way. In terms of experienced employees his approach was one wherein rather than having to demand respect through professional rank, he gained respect by being a reliable and efficient employee. In very few instances was there employee disrespect, as the general consensus in regards to his leadership approach was positi ve. In achieving this level of respect it was clear that it was accomplished through his daily actions. For example, he always showed up for work on time and was highly efficient in terms of restaurant tasks. One such skill was his ability to route food orders to the specific waiters and ensure the food arrived at the table in a timely way. Another skill was being able to speak with all customers on a level that made them feel comfortable with his

Evaluation of Marx's and Weber's concept of class relevant to Essay

Evaluation of Marx's and Weber's concept of class relevant to understanding contemporary societies - Essay Example This leads to a relatively impoverished conception of the nature of antagonistic interests generated by class relations. Key readings from Marx ("The Communist Manifesto" and "On Classes") and Weber ("Class, Status, and Party") help us understand the sociological analyses of inequality in the concepts of social class, exploitation, surplus value, markets, status, and power. But there is always a difference of opinion between these two thinkers that clearly contrasts Marx's historical materialism and emphasis on class conflict with Weber's exploration of the overlapping sources of inequality in economic, social, and political spheres. (Chatterjee, 83) The importance of production relations in Marxian theory with Weber's emphasis on market relations could be a key prospect in understanding the basic or fundamental influence on modern European society. It could well be suggested that both property and market dynamics are important by relating each to the concepts of class composition. The basic concept may be incorporated into Weber's emphasis on social closure to more clearly differentiate social classes which could develop into a model of class structure, usefully differentiates relational and gradational conceptualizations of social class, and re-visits some key differences between Marxian and Weberian theory. But the end goal being the evaluation of Marxian and Weberian theory in the perspective of the modern society it could be well punctuated that the basic relevance of these perceptions are present even today but not necessarily in a visible manner. The insights of Marx and Weber remain integral to sociological analyses of inequality even as more recent scholarship has promoted more contextual, and some would say more nuanced, models. (Fletcher, 63) The basic perception of Marxian and Weberian theory relate to several critical debates in sociology, including structure versus agency arguments, functionalist versus social conflict models, and the debate over the primacy of class (as opposed to race or gender). In addition, the book's organization invites readers to think sociologically about the evolution of sociological theory itself; the connections between scholarly debates and the historical periods in which they are grounded are evident throughout the society. The concept of Marxian and Weberian theory is also useful for illuminating some of the differences between American and European intellectual traditions. If theoretical frameworks are identified by their silences as loudly as by their proclamations, then one of the defining characteristics of class analysis in Weberian tradition is the virtual absence of a systematic concept of exploitation. Nothing better captures the central contrast between the Marxist and Weberian traditions of class analysis than the difference between a class concept centred on the problem of life chances in Weber and a concept rooted in the problem of exploitation in Marx. This is not to say that Weber completely ignores some of the substantive issues connected to the problem of exploitation.It can be formulated easily, for example, Weber, like Marx, sees an intimate connection between

Why New Business Start-Ups Fail Essay Example | Topics and Well Written Essays - 2250 words

Why New Business Start-Ups Fail - Essay Example According to the research findings, it can, therefore, be said that a sound business idea is critical for the establishment of any business. Most business start-ups fail especially in their first year due to lack of a transformative idea that can be channeled into meaningful activity. When investors get ready to invest in a business, an area of concentration is on those entities that are scalable, and this decision is made based on the soundness of the ideas presented. This means that businesses that have a wide mandate in the market are never a viable option for potential investors. Investors always go for those businesses that are not general but specific with respect to some target market. To this extent, start-up businesses fail in the sense that there is no idea that that is specific to the businesses that are being established. For start-ups, the experience is a big issue given that the business entities are still new, and with no proper market survival techniques or experience needed for their sustenance. As such, quite a number have failed, without the owners acknowledging the need to have hired appropriate personnel to bridge the skill gaps. Experience in a business entity has all to do with knowing the right forecasting methods, cost structures, and resource utilization. In this sense, it becomes possible for businesses to engage in risky affairs that can lead to failure, and without adequate experience, will likely fail. Upcoming businesses should learn from failures of the former and realize that the short period served in the market is as a result of having no experience in a particular line of business.

Product Placement in the UK Assignment Example | Topics and Well Written Essays - 500 words

Product Placement in the UK - Assignment Example The move has been approved in recognition of the crisis that the industry is in because of declining ad revenues and to make sure that the British broadcasting networks are not rendered uncompetitive due to unnecessary restrictions. However the government has drawn the line on product exposure in children shows and the exposure of products such as alcohol, tobacco or those food products considered unhealthy.( Campbell Denis ‘TV product placement: Bradshaw bans nasties’) If we look at product placement through the marketing mix (4 P’s) perspective we can clearly see that this is a form of promotion, something that manufacturers might invest in as an alternative to advertising. If we analyze the efficacy of product placement using the tools of brand recognition and recall research indicates that brand recall and recognition was significantly improved with product placement activity. However research has generally been contradictory on whether it affects brand attitude change. These findings indicate that product placement could play a beneficial role on new product launches when achieving brand recognition is a key goal.( Kaijansinkko Riku ‘Product Placement in Integrated marketing communications strategy’) Another interesting analysis of product placement indicates that it maybe more effective then advertising because the consumers are not expecting this kind of stimuli when they are watching television or a film. This ‘Von Restorrf’ effect however maybe affected in the UK by the controversy that product placement has generated which will probably result in consumer’s expecting product placement.( Kaijansinkko Riku ‘Product Placement in Integrated marketing communications strategy’) This issue is now very pertinent for discussion after have being approved very recently on the 9th of February 2010. Although it was being discussed last year it was still far from being approved (which puts a totally different perspective on things)

Contemporary World Economy Essay Example | Topics and Well Written Essays - 750 words - 3

Contemporary World Economy - Essay Example In order to come up with the understanding of the economic changes that happen in the current world, there are different things that determine the way people will conduct their business according to their relations. Evaluation of the different perspectives of the economy makes the issues of economic differentiation very substantial. This will be an evaluation of the different economic systems in the world economy, with a perspective of the old economic relations. The themes that were discussed in class in the past term such like the economic markets liberalism, market systems, modernisms and development of economics, employment, globalization among other and are indicators of the transition that is happening in the world economy today. Some of these themes are reflective of the different economic systems in the world and focus on the difficulties that are predominant when a state or a nation adopt some of them and show the struggle that is in the world to ensure that people are set f ree from the unnecessary restriction. As a result, different scholars have written some materials in support or in criticism of some of these themes so that evaluation of the works of various scholars offers a great academic discourse that exposes the pros and con of different economic systems. In the evaluation, the study of the term, the most repeated themes are the economic systems and globalization which have been influenced by the differences in argument and the evaluation of each of them i.e. socialism, communism, and capitalism. As well, the issue of employment and its impact on the economy is a theme that has been repeated as seen in the discussion of the work of John Maynard Keynes who has elaborated the issue. This has influenced the discussion of the contribution of different people to the economy of a specific place and which have an impact on the development and retrogression of an area (Keynes 13-19). Through evaluation of the various consumption and investment habits of the people, Keynes has based his explanation for development or retrogression of a place in that where if the latter is greater than the former, development is realized (Campbell 212). Francis Fukuyama argues that there are transitions in the economy from the general state of restriction through which different people went so that they become the current liberals.  

Past and Present Economical situation (Macroeconomics) of South Africa Research Paper

Past and Present Economical situation (Macroeconomics) of South Africa - Research Paper Example In the similar context, it has been stated by the scientists that the Late Stone Age people are living in southern part of Africa for a very long period before the blacks or the whites came into being to stay there. Furthermore, it can be stated that according to the evidences provided it can be observed that a sculpture of a rock is created by the Khoisan around 26000 years ago. The introduction of iron changed the African continent completely and it therefore provided a boost in the development of mankind. Agriculture has altered the lifestyle of the African people completely as South Africa largely is an agricultural country. The farming of agricultural lands provided an important aspect in the overall development of African population. Agriculture is a key contributing factor towards the overall economic growth in South Africa (The Early History of South Africa, n.d.). Short History about the Economic Background of South Africa South African economy has been a generally fluctuati ng economy. In the past few decades, it has witnessed a sustained growth in terms of real per capita income. However, in recent decades noticeable fall in real per capita income was observed primarily due to political instability as well as change in the country. According to the observation of World Bank, it can be idealized that in the middle income nations such as South Africa economic regress can occur as rapidly as economic progress. The global economic environment has been a major influence on the pattern of economic development in South Africa over its historical progression (Fedderke & Simkins, 2006). Figure: Real Per Capita GDP as well as Associated Growth Rate, A Historical Trend in South Africa Source: (Fedderke & Simkins, 2006) In the current context, the economy of South Africa is recovering from the earlier setbacks, but it has been weakened due to certain economic slumps. Moreover, with reference to the current trend of advanced economies, it can be recognized that du e to economic setbacks growth has become too low largely due to considerable depression in unemployment. In the related context, it can also be said that according to World Economic Outlook, it can be predicted that there was slump in the economic aspects from the initial part of 2012. Economy in the global context will remain at around 3.3 percent and 3.6 percent in 2012 and 2013 respectively. Productivity is expected to remain sluggish in advanced economies, providing no effect on the emerging markets and developing economies. Moreover, unemployment is likely to stay high in most of the parts in the world, with the financial conditions remaining delicate according to the reports presented by Global Financial Stability Report (GFSR) in October 2012. These factors have an impact on the overall economic scenario in South Africa in the coming years (International Monetary Fund, 2012). Demographics of South Africa Demography is the numerical study of prevailing human populations. It in cludes the study of the structure, size as well as distribution of varied dimensions of a country’s population which also relates to birth, age and death. The analysis can be incorporated in the context of certain societal or group aspects such as education, nationality and ethnicity among others. The demography of South Africa is estimated on the basis of the statistical information gathered

Value of college Education Essay Example | Topics and Well Written Essays - 750 words

Value of college Education - Essay Example In this modern age of business and economy, the demand for higher education has increased tremendously. Anyone who cares for a better future strives to attain a college degree in order to get their dream jobs. The biggest advantage of having a college degree is getting a better job and also to be the best in the competitive job market. Most companies require their employees to have at least a four-year college degree and five years work experience in certain jobs they apply for before they are offered the jobs. College degree prepares a student for the task ahead in the job industries and that is a major reason why most people work extremely hard to attain college degree so that they are able to get the kind of jobs that they desire. I grew up in a very poor family where college is the last thing my parent want to spend money on. Looking at my surrounding, I figured out that the only discrimination in my society is whether you own a college degree or not. I made a promise to myself to step up to the standard of my society by working hard to ensure I have a college degree. It is very important to have a college degree in order to acquire and display necessary employability skills and create a pool of highly skilled labor that most companies are outsourcing from overseas. Most high-skilled jobs like accounting, information technology, and criminal justice among others require quality education that enables one to make the positive impact in the global market and also to continue to compete among the best in the global job market.

Methods for Simply Supported Beams and Columns in Steel Essay

Methods for Simply Supported Beams and Columns in Steel - Essay Example (Lecture 10.6.2: Shear Connection II) To define the total and fractional shear connection, one can simplify as only a simply supported beam by means of 'constant cross-sections' that are deemed to consideration of an evenly dispersed loading or of one concentrated load, but cannot be both. By taking the 'critical length' of a simply supported beam into consideration, the ultimate worth of the overall longitudinal shear force in the length could be calculated by presuming that the plastic resistance moment can be attained within the inner critical cross-section. Therefore the overall longitudinal shear force is equivalent to the less significant plastic axial resistance within either the steel component or the concrete slab within the critical cross-section in question. We can assume that ductile connectors are used for the reason of the design method for a partial shear connection. One should establish the notion of a lessened definitive moment curve and lacking the need to assess the slip along the steel-concrete interface. By assuming that every connector cultivates its design shear resistance, the overall longitudinal shear force within every significant length is equivalent to the total of the shear resistances of the connectors and also to the ultimate compressive force within the concrete slab. A significant choice for the efficient usage of composite beams in buildings is the partial shear connection. Simply supported beams designs depend on the connector ductility and when non-ductile shear connectors are employed the use of an elastic beam theory is used within the simplest design method, assessing the longitudinal shear force per unit length, although when the ductile shear connectors are used, the employment of plastic resistance of cross-sections used within the 'stress block design method'. (Lecture 10.6.2: Shear Connection II) A minimal measure of connectivity depends upon the beam's extent and attention is attracted to the requirements thereof. Through the application of the new (FRP) fibre reinforced polymer bars as extra strengthening within civil engineering constructions, by speedily attaining progress, it may well substitute the conventional steel as it consists of superior matter and of a very good cost-effectiveness. It also adds an advantage of more durability to conventional steel within a problematic atmosphere and surroundings and within areas where conventional steel has the unneeded magnetism or electricity conduction. 172357 3 Another method of column design is within a non-sway bare steel structure. "A semi-rigid design of partially restrained columns in non-sway steel frames." (Journal of Constructional Steel Research 1999) This of which withholds the semi-rigid action of the 'beam to column' connectivity upon the approximation of the efficient length ratio.

Penn Foster Principles of Management Final Exam Essay Example for Free

Penn Foster Principles of Management Final Exam Essay 1. In order to implement an organizations commitment to social responsibility it is necessary to identify what social problem the organization intends to address, develop policies on what the organization plans to do to successfully fulfill its obligation and ensure stakeholder buy-in. The main obstacles an organization faces when implementing socially responsible policies is pressure from stockholders and business analysis who want steady increase in earnings. Without steady increase in profits, it becomes difficult to reinvest money in these areas. The following actions can be taken toward increased social responsibility: 1. Examine expectations and past responses 2. Set objectives and prioritize 3. Plan and implement strategies 4. Set budgets for resources needed for social action 5. Monitor progress 2. Departmentalization is the practice in which grouping or combining jobs that are related to form a specialized area that is distinct from other areas in an organization. Work or functional departmentalization is a method of separating the activities performed within an organization into groups by the nature or function of the work they perform. For example, functional departmentalization would tend to group together staff members that perform a specialized function in an organization, like accounting. Product departmentalization is the grouping of business activities that are necessary to produce a particular product and/or market a product or service line under the direction of one manager. An example of product departmentalization would be a large multiproduct organization like an automotive distributor. Geographic departmentalization is when organizations are physically isolated to geographical regions. An example of geographical departmentalization is a manufacturing company that has locations in Northern and Southern locations that deal with consumers within their region. Customer departmentalization is when an organization is divided into units that handle specific customer needs. Examples of customer departmentalization in a manufacturing plant are: Assembly, shipping, billing, etc. 3. The acronym SWOT stands for an organizations strengths, weaknesses, opportunities and threats. A SWOT analysis is strategic planning method that evaluates the internal and external performance of an organization to see if it’s favorable or unfavorable to achieve whatever objective you are set out to accomplish. Strengths and weaknesses usually arise from the internal aspect of an organization, whereas opportunities and threats evolve from external components. By performing a SWOT analysis it provides information to managers to help formulate a successful strategy to achieve goals. PART B 1. Six Sigma is a management philosophy that sets objectives, collects data and analyzes results as a way to remove wasted expenses from its processes and help reduce the number of defective products produced. Six Sigma uses quality measures to strive for near perfection by eliminating errors and variables. 2. The balance of trade is the point where the difference between exports and imports is favorable for the country. When the country imports more than it exports, it results in a trade deficit and when the country exports more than it imports, the country runs into a trade surplus. The balance of trade for a countries economy is a very fine balance. The economic condition can change and a deficit or surplus may be an ideal situation. 3. In the context of communication, perception is based on the individual that is on the receiving end of the information. Perception is a process in which stimulation of the senses, whether written, verbal or non-verbal, is translated into a meaningf ul experience. Each person perceives the same information differently and they tend to only listens to part of the message before perception distorts the intended message. 4. The term organizational decentralization refers to the increased amount of authority given to lower level management by upper level management. By allowing lower level management to be involved in decision making, it enables actions to happen in a timelier manner and promotes higher employee morale, as well as relieves upper management from time consuming projects. 5. Simon’s theory, principle of bounded rationality as it applies to satisficing can be summarized as a decision making strategy that selects the best alternative rather than continuing to search for the optimal solution to any given situation. 6. In relations to leadership, consideration and initiating structure both contribute positively to staff motivation and satisfaction, as well as, effectiveness. 7. Positive reinforcement is to add a positive outcome as a result of a desired behavior. Negative reinforcement is to give the person the opportunity to avoid a negative consequence by increasing the likelihood that the desired behavior will reoccur. Both are used to increase the frequency of the desired behavior. 8. Planning – The manager sets objectives and decided what needs to be done to meet those goals. Organizing – The manager divides work into manageable activities and selects people to accomplish the task that need to be done. Staffing – The manager determines how many and what kind of staff is needed to meet the organizations goals and then recruits and trains the appropriate people. Leading – The manager motivates and communicates with staff and also directs them towards meeting the organizational goals. Controlling – The manager measures and analyzes the organizations performance, and makes changes if financial standards are not being m et. 9. A manager would use the critical-incident appraisal method for assessing employees’ written record of both satisfactory and unsatisfactory work performances. Performance is documented as it occurs and can aid in preparing performance evaluations to identify strengths and areas that need improvement. 10. Group norm is an informal set of rules a group takes on to regulate group behavior, whereas group cohesiveness is the overall attraction each member has for the group. Group norm example: Employees that work on assembly line #1 at the local factory always sit at the same lunch table and don’t interact with others. Group cohesiveness example: Employees on assembly line #2 have beaten the monthly production record for the 10th month in a row.

Determinants in the Process of Knowledge Transfer

Determinants in the Process of Knowledge Transfer Knowledge was closely investigated by academic researchers for the last few decades. It is nowadays considered as one of the most important strategic assets (Winter, 1987) that contribute to the competitive advantage of the firms (Kogut and Zander, 1992); this perspective is associated with the knowledge-based view (Grant, 1996). Resulting from that numerous studies exist about knowledge. As Winter (1987) suggests, knowledge can be created, stored and transmitted (transferred), exploited and the ability to success in these activities represents the essence of the firm. Different studies consider these various stages. However, the process of transfer is very interesting to reflect on because it is precisely knowledge transfer that has been established by several academics as having a major impact on performance (Cohen and Levinthal, 1990; Osterloh and Frey 2000). Some literature analyzes the process of knowledge transfer itself (ODell and Grayson, 1998; Szulanski, 2000), and its determinants (Grant and Baden- Fuller, 2000), other its boundaries (Szulanski, 1996; Salk, 1996; Hennart et al. 1999; Dyer and Hatch, 2006; Heiman and Nickerson, 2004). Together the authors try to shed light on the stages of knowledge transfer and factors that can positively or negatively contribute to it. Despite the abundance of studies, some researchers like Wagner (2005) call for the investigation of soft issues such as absorptive capacity and culture in successful knowledge sharing. Moreover, different researchers (Inkpen, 2000; Mowery et al. 1996), studied knowledge in the context of a strategic alliance. Some studies convey the idea that this might be the most appropriate form of collaboration in order to share (transfer) knowledge because of several advantages (Grant and Baden-Fuller, 2004). Other academics, as Simonin (1999), define difficulties that alliances face in the process of knowledge transfer. Therefore it might be useful to combine these ideas and see what makes alliances being so unique and how knowledge can be transferred in these structures. This literature review is meant to integrate various studies to make a clear picture of what makes the transfer of knowledge successful in-between partners of strategic alliance by reviewing determinants of knowledge transfer, particularities of alliances and possible strategies to follow in order to achieve the transfer. Problem statement The problem indication brings us to delimitate the following area of research: Successful knowledge transfer in a strategic alliance Research Questions Since knowledge becomes an essential asset, and its manipulation might have strong impact on the wellbeing and performance of the firm, it is interesting to investigate the knowledge transfer. Our inquiry will be done by first looking at what is knowledge and its different kinds. Then the models of knowledge transfer (in general) will be considered to see how knowledge is shared, finishing with the factors that can impact positively or negatively (barriers) on this process, this includes the soft issues sited previously. Research question 1: What are the key determinants in the process of knowledge transfer? Strategic alliances are often used by firms to transfer knowledge. Several studies might convey the idea that alliances is the most appropriate form of cooperation in order to transfer knowledge, that is why in the second research question we are going to discuss characteristics and particularities of alliances that contribute to build a solid ground for knowledge transfer. Research question 2: What characteristics and particularities of the strategic alliance might shape the process of knowledge transfer in this form of cooperation? Perhaps the most practical issue for organizations involved in the process of knowledge transfer within a strategic alliance is the one that deals with practices to implement and strategies to follow for both partners. Therefore the third research question will deal with possible behavior and ways of doing that can facilitate the knowledge transfer within a strategic alliance. Research question3: What strategies and behavior could the parties of the strategic alliance adopt  (implement) to enhance the transfer of knowledge and cope with the difficulties alliance might face? Research methods This is a descriptive research that will be done in the form of literature review. The data sources are the existing academic literature in the field of management, strategy and organization science. The literature includes top journals such as Journal of Management Studies, Strategic Management Journal, Knowledge and Process Management, Academy of Management Journal Structure of the thesis In the second chapter the investigation will be done in order to gain knowledge of what could be the determinants of the knowledge transfer in general (without considering the context of the strategic alliances). To do this, first of all, knowledge and its different kinds have to be defined. Following that the review of the literature about the process of knowledge transfer itself will be made. Chapter 2 will end with the review of possible factors that can affect the process by whether contributing to its success or by creating barriers to it. In the third chapter we are going to take a closer look on the strategic alliances. Following the definition, the discussion will pursue in order to understand why certain researchers think that strategic alliances are the most appropriate form of collaboration between firms for the process of knowledge transfer. Moreover, in this chapter we are going to look if certain characteristics of the alliance can ameliorate the transfer (i.e. firms similarities, orientation, strategy, resources). The last research question will be answered in the fourth chapter by examining the possible strategies and behaviors that companies involved in the alliance could undertake to enable a successful knowledge transfer, while they might face several challenges. At the end, conclusions will summarize this literature review bringing up possible questions for future discussion and useful recommendations about knowledge transfer within a strategic alliance. Chapter 2: The determinants in the process of knowledge transfer 1/ What is knowledge In general knowledge is considered to be gained by observation, study and experiences. It is the mixture of values, context information, expert insight (Davenport and Prusak, 1998) that resides within the person. It can be accumulated and subjected to improvements unlimited number of times. It is difficult to distinguish knowledge in itself from data and from information. Knowledge is neither of these two. Data results from transactions and information is derived from data. Fransman (1998) clearly underlines the fact that knowledge is indeed processed information. In this sense it is also possible to say that knowledge is socially constructed (Pentland 1995): individuals produce knowledge by processing information through their intellect. They act on knowledge by their actions and going through experiences, meanwhile their perspectives and insights change creating the opportunity to proceed differently in new situations, when new sets of information are available (Quinn et al. 1998; Weick 1995). 2/ Types of knowledge Another approach to introduce knowledge would be to state its different kinds: tacit and explicit. The observation of the existence of the explicit knowledge goes back to Polanyi (1966). Later the number of terms used were substantially enlarged to: formal, verbal knowledge (Corsini, 1987), declarative knowledge (Kogut and Zander, 1992), theoretical kind of knowledge (Nonaka and Takeuchi 1995), articulated or articulable knowledge (Hedlund, 1994; Winter, 1987), a know-why knowledge (Sanchez 1997). To Polanyi (1966) explicit knowledge is easily subjected to codification in a formal language (can be stated or written down). Winter (1987, p. 171) agrees on that definition by saying that this type of knowledge can be communicated from its possessor to another person in symbolic form and the recipient of the communication becomes as much in the know as the originator. Sobol and Lei (1994) identified two ways in which one can think about explicit knowledge. The first one in terms of communicability: it is easily written down, encoded, explained, or understood (Sobol and Lei, 1994, p. 170). Its also possible to think about this kind of knowledge in terms of possession: such knowledge is not specific or idiosyncratic to the firm or person possessing it (p. 170). Perhaps for this research the most interesting type of knowledge is the tacit knowledge because it is the one that largely contributes to competitive advantage of the firm. In fact, it was determined by several scholars (Delios and Beamish, 2001; Fang et al., 2007; Pisano, 1994) that tacit (as well as complex and specific) knowledge brings organizations to better-quality performance if its transfer was successfully accomplished. Also it is the type of knowledge that is considered to bring substantial competitive advantage by several academics (Nonaka, 1991; Grant, 1993; Spender, 1993). Polanyi (1966) wrote that tacit knowledge is non-verbalizable, intuitive and unarticulated. Consequently it is hard to replicate and share. Deeper understanding was brought by Nonaka (1994) and (Sternberg, 1994) who both support the fact that tacit knowledge is context-specific: it is a knowledge typically acquired on the job or in the situation where it is used (Sternberg, 1994, p. 28). Nonaka (1994) as other researchers also wrote that tacit knowledge is personal (Sanchez 1997), difficult to articulate, and highly linked with action (Nonaka and Takeuchi 1995). Therefore, on the one hand tacit knowledge is very difficult to transfer but on the other hand this same characteristic makes it being a critical and strategic resource of the firm and its competitive advantage, because competitors can hardly replicate it (Grant,1993; Sobal and Lei, 1994). 3/ Models: How to transmit knowledge Before getting to discussion in which the transfer of knowledge involves strategic alliances, it is useful to look at the process itself. Several models attempt to explain the basics of knowledge transfer. Some of them identify key elements that play a role this process, other present stages and steps, finally some conditions are also acknowledged. In order to understand how knowledge is transferred it is possible to first look at the definitions in cognitive psychology. At the individual level, the transfer was defined as how knowledge acquired in one situation applies (or fails to apply) to another by Singley and Anderson (1989). The transfer of knowledge in the organizational context also involves transfer at the individual level because the evolution of knowledge merely occurs when individuals express the will to share their experiences and insights with others (Davenport and Prusak, 1998; Kim and Mauborgne, 1998). This movement of knowledge through various levels of organization from individual, through group, up to organizational was identified by Nonaka (1994) as the concept of spiral of knowledge creation. The same process as on individual level occurs also at other levels such as group, department, divisionà ¢Ã¢â€š ¬Ã‚ ¦ Here the transfer of knowledge is the process in which knowledge and experience of one unit (company, group or department) affects another. Szulanski (2000, p.10) supports this vision: Knowledge transfer is seen as a process in which an organization recreates and maintains a complex, causally ambiguous set of routines (i.e. knowledge and experiences) in a new setting (i.e. another com pany, department, divisionà ¢Ã¢â€š ¬Ã‚ ¦). Knowledge transfer can be regarded as process which is composed of basic elements. Szulanski (2000) identified them as: source, channel, message, recipient, and context. Obviously, source is the unit from which the message (knowledge) will flow to the recipient by the channel and the whole process will be considered in a particular organizational context which can be fertile (facilitates knowledge transfer) or barren (problems occur with transfer). In the same research he explained several stages of the process of knowledge transfer. The process usually starts by the initiation. Then comes the implementation phase divided into several stages: the initial implementation effort, the ramp-up to satisfactory performance, and subsequent follow-through and evaluation efforts to integrate the practice with other practices of the recipient (Szulanski 2000, p.12) Furthermore, ODell and Grayson (1998) elaborated six steps in the knowledge transfer. Primary the identification of important knowledge is necessary. From this point on it is essential to collect the knowledge systematically and then organize the knowledge. When knowledge has been organized it can be shared (transferred), but before the final stage of usage of knowledge to solve problems, it has to be adapted. A number of conditions of knowledge transfer were presented by Grant and Baden-Fuller (2000). There are three main conditions of knowledge transfer. Firstly, the transmitters knowledge must be capable of being expressed in a communicable form. It is effortlessly done with explicit knowledge, however tacit knowledge has to be made explicit with the help of an expert system or be shared trough process of observation and imitation (p.122). What is more, transferred knowledge must be understandable to the source and the recipient. Therefore both have to use common knowledge which can be expressed in terms of the same language, information technology skills and culture. Finally, the new knowledge transferred from the source to recipient must be capable of aggregation which means that it would be possible to add to already existing knowledge. 4/What factors can influence the transfer of knowledge (positive and negative) Several features may play a substantial role in the process of knowledge transfer. When looking at the literature the most obvious in terms of determinants of knowledge transfer, might be the type of knowledge that is transferred. Explicit knowledge is easy to codify and to transfer. Conversely, a large number of studies, like Grant (1996), report the negative influence of knowledge tacitness on its transfer. In general it is considered that tacit knowledge is very difficult to share because of the complexity of its codification (Reed and DeFillippi, 1990) and organizational embeddedness (Kogut and Zander 1992) and that it contributes to creating ambiguity which can most of the times create barriers to the process of transfer. Simonin (1999, 2004) proposed a model in which knowledge tacitness indirectly influences knowledge transfer through ambiguity; it nevertheless specifies the importance of knowledge tacitness as critical factor which makes knowledge transfer difficult. Academics like Grant (1996), Reed and DeFillippi (1990) and Zander and Kogut (1995) raise the issue of complexity of knowledge. Complexity may appear for example when different kinds of skills and wide range of knowledge (individual, team-based experiences, technologies) have to be shared. The more complex the knowledge, the more difficult it is to share. Reed and DeFillippi (1990) also considered the influence of the specificity on knowledge transfer. The term refers to knowledge which is related only to certain kind of transaction relations. Williamson (1999) defined specificity as the ease with which an asset can be redeployed to alternative uses and by alternative users without loss of productive value. From these studies it is now clear that tacitness, complexity and specificity impedes to knowledge transfer by creating ambiguity. According to Simonin (1999) tacitness has the greatest influence in this relationship, followed by specificity, which is much less significant and finally complexity. It seems that culture and willingness to share, elements often cited as factors that can influence knowledge transfer, are interrelated. Willingness to share is one of the key determinants of knowledge transfer; this means that one must be willing to share and the other one to receive. It is not always easy to let go from knowledge. As Bernstein (2000) suggests that willingness to share is influenced by identity because an individual might have a psychological ownership over the knowledge he possesses. Furthermore, Alavi and Leidner (1999) made a good remark about the fact that it will be difficult for organizations to share knowledge and integrate knowledge-based systems without primary having the information sharing culture (i.e. valuing information sharing). Davenport (1997) describes this as open versus closed culture. Very similar to the concept of willingness to share, Szulanski (1996, p.12) argued that lack of motivation also has to be considered as one of the barriers to the process of knowledge transfer because it may result in procrastination, passivity, feigned acceptance, sabotage, or outright rejection in the implementation and use of new knowledge. Szulanski (1996) also noticed another barrier of knowledge transfer. Absorptive capacity is one of the very well known elements that influence the transfer of knowledge. It is the ability to exploit outside sources of knowledge (Cohen Levinthal, 1990, p. 128) and integrate it by replacing old practices by new ones, which is not always effortless (Glaser, Abelson, Garrison, 1983). Chapter 3: Particularities of strategic alliances shaping the process of knowledge transfer Combining resources is the logical response to the harshness of nowadays competition. Other factors as the increase in customers expectations and the less strict regulatory barriers also led companies to form alliances (Gomes-Casseres 1994; Harrigan 1988; Kogut 1988; Nielsen 1988). However these are not the only possibilities alliances are able to provide. Alliances can be considered as one of the means for knowledge gaining and sharing, besides mergers and acquisitions. According to Inkpen (2000) there exist several possibilities for companies to transfer and gain knowledge: internalization within the firm, market contracts, and relational contracts. He considers individual strategic alliances as relational contracts that permit knowledge acquisition and transfer, suitable in the context where knowledge is complex and hard to codify, whereas market based transfers are considered to be more efficient for product related (embodied) knowledge. Number of other researchers also supported the fact that alliances permit firms to share knowledge and ultimately to learn from the partners (Grant, 1996; Hamel, 1991; Khanna et al., 1998; Kogut, 1998). Inkpen (2000, p.1019) wrote: Through the shared execution of the alliance task, mutual interdependence and problem solving , and observation of alliance activities and outcomes, firms can learn from their partners. 1/ Definition strategic alliance In the literature it is possible to find several key characteristics of an alliance. An alliance is usually created between two or more firms that cooperate together in order to achieve some strategic objective, create value that they would not be able to achieve on their own (Borys and Jemison, 1989) and pursue a set of goals (Harrigan 1988; Yoshino and Rangan 1995). Partners are complementary and contribute with their resources and capabilities (Teece, 1992); they are involved in a range of interdependent activities (Contractor and Lorange 1988>2002) and share benefits and risks of the alliance. Dussauge et al. (2000, p.99) described an alliance between two Knowledge Based Enterprises as: an arrangement between two or more independent companies that choose to carry out a project or operate in a specific business area by co-coordinating the necessary skills and resources jointly rather than either operating alone or merging their operations. Some academics consider alliances to be arrangements in which firms establish exchange relationship without joint ownership being considered as a form of alliance (Dickson Weaver, 1997); others consider equity alliances such as joint ventures, also be a form of alliance (Mowery et al. 1996). In this research all possible forms of alliances are considered: a non-equity alliance (co-operation without creation of new organization or exchange of equity); an equity alliance (unilateral or bilateral equity holding among partners without creation of the a new firm); a joint venture (new firm is created, involving joint resources, where partners share ownership and control) 2/ Why strategic alliance can be considered (by certain researchers) the most appropriate form of collaboration for knowledge transfer? Accordingly, of all approaches to knowledge imitability between a knowledge holder and a knowledge seeker, strategic alliances constitute perhaps the most adequate, but nevertheless challenging vehicle for internalizing the others competency Simonin (1999, 595). There are several forms of interorganizational exchange that enable firms to protect valuable resources including mergers and acquisitions, licensing and alliances (Coff, 1997). There are two kinds of knowledge explicit and tacit (Polanyi, 1966), therefore if two firms share knowledge, it will be explicit explicit, explicit tacit or tacit tacit. Licensing can provide a solution for the first two combinations. Yet, it is very hard to gain competitive advantage with explicit knowledge resources, because they might be sold to other companies. By contrast, competitive advantage occurs when tacit knowledge assets are combined, provided their ambiguity, complexity and inimitability (Barney 1991; Dierickx and Cool 1989). This is done through alliances or mergers and acquisitions. Conventional sale contracts, markets, mergers and acquisitions seem to be less attractive structures for knowledge transfer in comparison with alliances. Coff (1997) found that it is not easy to evaluate the value of knowledge based resources, primary because of their tacitness (Mowery, 1983; Pisano, 1990). Firms that want to acquire new knowledge will have to face uncertainty concerning its characteristics and difficulties to determine its quality and to be certain of the transferability of the knowledge held by another firm. Some researchers raise a concern about the fact that in some cases the firm that will acquire knowledge is not certain to be able to deploy it (Flamholtz and Coff 1994; Haspeslagh and Jemison 1991; Polanyi 1966; Zander and Kogut 1995). In this sense, alliance permits to mitigate risks of bad investments. The indigestibility problem of MA, quite the opposite of alliances, was discussed by several academics (Hennart and Reddy, 1997; Inkpen and Beamish, 1997; Dunning, 1997). Indigestible assets are those who come with valuable assets during the transaction (Nonaka 1994). In fact, for some of these assets (in this case knowledge) the aftermarket may not exist after the acquisition. Within an alliance the company does not have to pay for digestion of non-valuable assets and has access to important knowledge resources held by the partner. Reid, Bussiere, Greenaway 2001 (alliance formation issues) Grant and Baden-Fuller (2004) identified some advantages of alliances related to knowledge like possibility to achieve early-mover advantage and risk spreading. Early-mover advantage signifies recombining knowledge into innovative products in a quickly advancing knowledge environment. More precisely, this means to quickly identify, access, and integrate across new knowledge combinations. In this situation strategic alliances enable company to quickly access knowledge necessary for introduction of new products to market. Grant and Baden-Fuller (2004) wrote: The greater the benefits of early-mover advantage in technologically-dynamic environments, the greater the propensity for firms to establish interfirm collaborative arrangements in order to access new knowledge. A risk exists in terms that sometimes a company might be uncertain about the future knowledge requirements and knowledge acquisition and integration takes time, the investments are risky (Grant and Baden-Fuller, 2004): The greater the uncertainty as to the future knowledge requirements of a firms product range, the greater its propensity to engage in interfirm collaborations as a means of accessing and integrating additional knowledge. Powell (1987) also noticed that alliance formation diminishes the risk that knowledge will dissipate quickly. 3/ Which characteristics and capabilities of alliance partners can ameliorate the transfer of knowledge? Before considering the transfer of knowledge, it is important to underline, that both partners of an alliance are expected to possess valuable knowledge (Eisenhardt and Schoonhoven 1996). Ahuja (2000) considered such knowledge possession as opportunity for linkage-formation. He also identified three categories of valuable knowledge assets that are: technical capital (capability to create new products, technology and processes), commercial capital (supporting resources) and social capital (useful networks). Throughout the literature it is possible to distinguish some capabilities that are important for proper functioning of the knowledge based alliance: absorptive capacity, combinative capability, experience with alliances, suitable design for knowledge exchange, and choice of alliance structure. In numerous studies, absorptive capacity plays an essential role in the process of knowledge transfer and learning within strategic alliances (Lane and Lubatkin, 1998). Van den Bosch et al. (1999) wrote that it combined the evaluation, acquisition integration and commercial utilization of knowledge obtained from sources exogenous to the firm. Absorptive capacity is susceptible to evolve and augment through activity (Barringer and Harrison, 2000) because it is historical and path dependent in nature as was defined by Cohen and Levinthal (1990). Grant (1996) recognized that knowledge absorption capability can be influenced by: the degree to which the expert knowledge held by organizational members is utilized; the width of specialized knowledge required from firm members; the degree to which a capability can access additional knowledge and reconfigure existing knowledge. Defined by Kogut and Zander (1992) combinative capability refers to the ability of the parties of an alliance to extend, interpret, apply, current and acquired knowledge with the goal of generating new applications from existing knowledge base. Collaborative know-how affects firms ability to form a successful partnership and create a solid ground for knowledge transfer. Simonin (1997) refers to it as to ability to institutionalize organizational routines as a result of previous experiences. Pennings et al. (1994) supports that firms tend to reproduce the behavior from their past experiences. When firms have previous experiences of collaboration within alliance, they acquire knowledge that helps them to effectively design future alliances (Lyles, 1988) and develop superior capabilities at managing particular organizational forms such as alliances (Kale et al., 2002, p. 748). This experience permits avoiding various difficulties (Doz, 1996; Powell et al., 1996). Teece (2000) stressed the importance of the design of the firm to enhance performance and knowledge sharing. He identified distinctive characteristics of design in successful firms. Among these, entrepreneurial orientation and flexibility expressed in rapid responses to ephemeral market opportunities flexible boundaries (outsourcing and alliances). They were also characterized by their non-bureaucratic decision making and rapid internal knowledge sharing owing to the not really strict hierarchies. The choice of alliance structure should be determined considering the perspective of gaining valuable resources (knowledge) from a partner without losing its own (Das and Teng, 2000). Different views exist as to effectiveness of equity joint venture form of alliance for successful knowledge transfer. Several researchers find that this form is the most suitable for the transfer of tacit knowledge and complex capabilities (Kogut, 1988, Mowery et al., 1996). However, Das and Teng (2000) think that this structure is too risky for partnership based on knowledge-based contribution, and that it is more suitable for contributing property-based resources. Inkpen (2002) identifies five categories of antecedents of alliance learning: learning partner characteristics; teaching partner characteristics; knowledge characteristics; relationship factors; and alliance form. Two key characteristics of the learning partner, identified by Nielsen and Nielsen (2009), are important, namely collaborative know-how (same as previous experience of alliances) and knowledge protectiveness (Simonin, 1997, 1999). Protectiveness matches the concept of openness and the degree to which partners are protective of their knowledge. How well do the support the risk of knowledge leakage or spillover (Inkpen, 2000). Chapter 4: potential strategies and behavior that parties of the strategic alliance might adopt to enhance the transfer of knowledge and to cope with difficulties alliances might face Strategic alliances might face a number of difficulties. The first thing that comes out from the numerous literature on strategic alliance and knowledge sharing, is the fear of knowledge spillovers, that are assumed to be inevitable consequence of alliance involvement, despite the efforts companies make in order to protect their valuable knowledge assets (Inkpen, 2000). Therefore, it immediately comes to the issue of trust. In the late 90 a discussion was raised about the possibility that some firms use strategic alliance as a Trojan Horse in order to steal knowledge from its partners. This was especially thought about Japanese partners. However empirical studies do not find support for this hypothesis (Hennart et al. 1999; Mowery 1996). The literature elaborates on so called learning races (Khanna et al. 1998) when one partner (acts opportunistically) tries to gain more knowledge in the alliance exchange, than he shares. Hamel (1991, 86) described alliances as transitional devices where the primary objective was the internalization of partner skills. This creates a significant challenge for strategic alliance. To deal with with this issue, norms and systems can be designed; functional rules can be developed to structure partner engagement (QuÃÆ' ©lin, 1997). When little trust is involved, this may lead to knowledge protectiveness from one or both of the partners. Nielsen and Nielsen (2009) wrote that protectiveness not only may lead to uncertainty and conflict but it also reduces the amount of information exchanged. Determinants in the Process of Knowledge Transfer Determinants in the Process of Knowledge Transfer Knowledge was closely investigated by academic researchers for the last few decades. It is nowadays considered as one of the most important strategic assets (Winter, 1987) that contribute to the competitive advantage of the firms (Kogut and Zander, 1992); this perspective is associated with the knowledge-based view (Grant, 1996). Resulting from that numerous studies exist about knowledge. As Winter (1987) suggests, knowledge can be created, stored and transmitted (transferred), exploited and the ability to success in these activities represents the essence of the firm. Different studies consider these various stages. However, the process of transfer is very interesting to reflect on because it is precisely knowledge transfer that has been established by several academics as having a major impact on performance (Cohen and Levinthal, 1990; Osterloh and Frey 2000). Some literature analyzes the process of knowledge transfer itself (ODell and Grayson, 1998; Szulanski, 2000), and its determinants (Grant and Baden- Fuller, 2000), other its boundaries (Szulanski, 1996; Salk, 1996; Hennart et al. 1999; Dyer and Hatch, 2006; Heiman and Nickerson, 2004). Together the authors try to shed light on the stages of knowledge transfer and factors that can positively or negatively contribute to it. Despite the abundance of studies, some researchers like Wagner (2005) call for the investigation of soft issues such as absorptive capacity and culture in successful knowledge sharing. Moreover, different researchers (Inkpen, 2000; Mowery et al. 1996), studied knowledge in the context of a strategic alliance. Some studies convey the idea that this might be the most appropriate form of collaboration in order to share (transfer) knowledge because of several advantages (Grant and Baden-Fuller, 2004). Other academics, as Simonin (1999), define difficulties that alliances face in the process of knowledge transfer. Therefore it might be useful to combine these ideas and see what makes alliances being so unique and how knowledge can be transferred in these structures. This literature review is meant to integrate various studies to make a clear picture of what makes the transfer of knowledge successful in-between partners of strategic alliance by reviewing determinants of knowledge transfer, particularities of alliances and possible strategies to follow in order to achieve the transfer. Problem statement The problem indication brings us to delimitate the following area of research: Successful knowledge transfer in a strategic alliance Research Questions Since knowledge becomes an essential asset, and its manipulation might have strong impact on the wellbeing and performance of the firm, it is interesting to investigate the knowledge transfer. Our inquiry will be done by first looking at what is knowledge and its different kinds. Then the models of knowledge transfer (in general) will be considered to see how knowledge is shared, finishing with the factors that can impact positively or negatively (barriers) on this process, this includes the soft issues sited previously. Research question 1: What are the key determinants in the process of knowledge transfer? Strategic alliances are often used by firms to transfer knowledge. Several studies might convey the idea that alliances is the most appropriate form of cooperation in order to transfer knowledge, that is why in the second research question we are going to discuss characteristics and particularities of alliances that contribute to build a solid ground for knowledge transfer. Research question 2: What characteristics and particularities of the strategic alliance might shape the process of knowledge transfer in this form of cooperation? Perhaps the most practical issue for organizations involved in the process of knowledge transfer within a strategic alliance is the one that deals with practices to implement and strategies to follow for both partners. Therefore the third research question will deal with possible behavior and ways of doing that can facilitate the knowledge transfer within a strategic alliance. Research question3: What strategies and behavior could the parties of the strategic alliance adopt  (implement) to enhance the transfer of knowledge and cope with the difficulties alliance might face? Research methods This is a descriptive research that will be done in the form of literature review. The data sources are the existing academic literature in the field of management, strategy and organization science. The literature includes top journals such as Journal of Management Studies, Strategic Management Journal, Knowledge and Process Management, Academy of Management Journal Structure of the thesis In the second chapter the investigation will be done in order to gain knowledge of what could be the determinants of the knowledge transfer in general (without considering the context of the strategic alliances). To do this, first of all, knowledge and its different kinds have to be defined. Following that the review of the literature about the process of knowledge transfer itself will be made. Chapter 2 will end with the review of possible factors that can affect the process by whether contributing to its success or by creating barriers to it. In the third chapter we are going to take a closer look on the strategic alliances. Following the definition, the discussion will pursue in order to understand why certain researchers think that strategic alliances are the most appropriate form of collaboration between firms for the process of knowledge transfer. Moreover, in this chapter we are going to look if certain characteristics of the alliance can ameliorate the transfer (i.e. firms similarities, orientation, strategy, resources). The last research question will be answered in the fourth chapter by examining the possible strategies and behaviors that companies involved in the alliance could undertake to enable a successful knowledge transfer, while they might face several challenges. At the end, conclusions will summarize this literature review bringing up possible questions for future discussion and useful recommendations about knowledge transfer within a strategic alliance. Chapter 2: The determinants in the process of knowledge transfer 1/ What is knowledge In general knowledge is considered to be gained by observation, study and experiences. It is the mixture of values, context information, expert insight (Davenport and Prusak, 1998) that resides within the person. It can be accumulated and subjected to improvements unlimited number of times. It is difficult to distinguish knowledge in itself from data and from information. Knowledge is neither of these two. Data results from transactions and information is derived from data. Fransman (1998) clearly underlines the fact that knowledge is indeed processed information. In this sense it is also possible to say that knowledge is socially constructed (Pentland 1995): individuals produce knowledge by processing information through their intellect. They act on knowledge by their actions and going through experiences, meanwhile their perspectives and insights change creating the opportunity to proceed differently in new situations, when new sets of information are available (Quinn et al. 1998; Weick 1995). 2/ Types of knowledge Another approach to introduce knowledge would be to state its different kinds: tacit and explicit. The observation of the existence of the explicit knowledge goes back to Polanyi (1966). Later the number of terms used were substantially enlarged to: formal, verbal knowledge (Corsini, 1987), declarative knowledge (Kogut and Zander, 1992), theoretical kind of knowledge (Nonaka and Takeuchi 1995), articulated or articulable knowledge (Hedlund, 1994; Winter, 1987), a know-why knowledge (Sanchez 1997). To Polanyi (1966) explicit knowledge is easily subjected to codification in a formal language (can be stated or written down). Winter (1987, p. 171) agrees on that definition by saying that this type of knowledge can be communicated from its possessor to another person in symbolic form and the recipient of the communication becomes as much in the know as the originator. Sobol and Lei (1994) identified two ways in which one can think about explicit knowledge. The first one in terms of communicability: it is easily written down, encoded, explained, or understood (Sobol and Lei, 1994, p. 170). Its also possible to think about this kind of knowledge in terms of possession: such knowledge is not specific or idiosyncratic to the firm or person possessing it (p. 170). Perhaps for this research the most interesting type of knowledge is the tacit knowledge because it is the one that largely contributes to competitive advantage of the firm. In fact, it was determined by several scholars (Delios and Beamish, 2001; Fang et al., 2007; Pisano, 1994) that tacit (as well as complex and specific) knowledge brings organizations to better-quality performance if its transfer was successfully accomplished. Also it is the type of knowledge that is considered to bring substantial competitive advantage by several academics (Nonaka, 1991; Grant, 1993; Spender, 1993). Polanyi (1966) wrote that tacit knowledge is non-verbalizable, intuitive and unarticulated. Consequently it is hard to replicate and share. Deeper understanding was brought by Nonaka (1994) and (Sternberg, 1994) who both support the fact that tacit knowledge is context-specific: it is a knowledge typically acquired on the job or in the situation where it is used (Sternberg, 1994, p. 28). Nonaka (1994) as other researchers also wrote that tacit knowledge is personal (Sanchez 1997), difficult to articulate, and highly linked with action (Nonaka and Takeuchi 1995). Therefore, on the one hand tacit knowledge is very difficult to transfer but on the other hand this same characteristic makes it being a critical and strategic resource of the firm and its competitive advantage, because competitors can hardly replicate it (Grant,1993; Sobal and Lei, 1994). 3/ Models: How to transmit knowledge Before getting to discussion in which the transfer of knowledge involves strategic alliances, it is useful to look at the process itself. Several models attempt to explain the basics of knowledge transfer. Some of them identify key elements that play a role this process, other present stages and steps, finally some conditions are also acknowledged. In order to understand how knowledge is transferred it is possible to first look at the definitions in cognitive psychology. At the individual level, the transfer was defined as how knowledge acquired in one situation applies (or fails to apply) to another by Singley and Anderson (1989). The transfer of knowledge in the organizational context also involves transfer at the individual level because the evolution of knowledge merely occurs when individuals express the will to share their experiences and insights with others (Davenport and Prusak, 1998; Kim and Mauborgne, 1998). This movement of knowledge through various levels of organization from individual, through group, up to organizational was identified by Nonaka (1994) as the concept of spiral of knowledge creation. The same process as on individual level occurs also at other levels such as group, department, divisionà ¢Ã¢â€š ¬Ã‚ ¦ Here the transfer of knowledge is the process in which knowledge and experience of one unit (company, group or department) affects another. Szulanski (2000, p.10) supports this vision: Knowledge transfer is seen as a process in which an organization recreates and maintains a complex, causally ambiguous set of routines (i.e. knowledge and experiences) in a new setting (i.e. another com pany, department, divisionà ¢Ã¢â€š ¬Ã‚ ¦). Knowledge transfer can be regarded as process which is composed of basic elements. Szulanski (2000) identified them as: source, channel, message, recipient, and context. Obviously, source is the unit from which the message (knowledge) will flow to the recipient by the channel and the whole process will be considered in a particular organizational context which can be fertile (facilitates knowledge transfer) or barren (problems occur with transfer). In the same research he explained several stages of the process of knowledge transfer. The process usually starts by the initiation. Then comes the implementation phase divided into several stages: the initial implementation effort, the ramp-up to satisfactory performance, and subsequent follow-through and evaluation efforts to integrate the practice with other practices of the recipient (Szulanski 2000, p.12) Furthermore, ODell and Grayson (1998) elaborated six steps in the knowledge transfer. Primary the identification of important knowledge is necessary. From this point on it is essential to collect the knowledge systematically and then organize the knowledge. When knowledge has been organized it can be shared (transferred), but before the final stage of usage of knowledge to solve problems, it has to be adapted. A number of conditions of knowledge transfer were presented by Grant and Baden-Fuller (2000). There are three main conditions of knowledge transfer. Firstly, the transmitters knowledge must be capable of being expressed in a communicable form. It is effortlessly done with explicit knowledge, however tacit knowledge has to be made explicit with the help of an expert system or be shared trough process of observation and imitation (p.122). What is more, transferred knowledge must be understandable to the source and the recipient. Therefore both have to use common knowledge which can be expressed in terms of the same language, information technology skills and culture. Finally, the new knowledge transferred from the source to recipient must be capable of aggregation which means that it would be possible to add to already existing knowledge. 4/What factors can influence the transfer of knowledge (positive and negative) Several features may play a substantial role in the process of knowledge transfer. When looking at the literature the most obvious in terms of determinants of knowledge transfer, might be the type of knowledge that is transferred. Explicit knowledge is easy to codify and to transfer. Conversely, a large number of studies, like Grant (1996), report the negative influence of knowledge tacitness on its transfer. In general it is considered that tacit knowledge is very difficult to share because of the complexity of its codification (Reed and DeFillippi, 1990) and organizational embeddedness (Kogut and Zander 1992) and that it contributes to creating ambiguity which can most of the times create barriers to the process of transfer. Simonin (1999, 2004) proposed a model in which knowledge tacitness indirectly influences knowledge transfer through ambiguity; it nevertheless specifies the importance of knowledge tacitness as critical factor which makes knowledge transfer difficult. Academics like Grant (1996), Reed and DeFillippi (1990) and Zander and Kogut (1995) raise the issue of complexity of knowledge. Complexity may appear for example when different kinds of skills and wide range of knowledge (individual, team-based experiences, technologies) have to be shared. The more complex the knowledge, the more difficult it is to share. Reed and DeFillippi (1990) also considered the influence of the specificity on knowledge transfer. The term refers to knowledge which is related only to certain kind of transaction relations. Williamson (1999) defined specificity as the ease with which an asset can be redeployed to alternative uses and by alternative users without loss of productive value. From these studies it is now clear that tacitness, complexity and specificity impedes to knowledge transfer by creating ambiguity. According to Simonin (1999) tacitness has the greatest influence in this relationship, followed by specificity, which is much less significant and finally complexity. It seems that culture and willingness to share, elements often cited as factors that can influence knowledge transfer, are interrelated. Willingness to share is one of the key determinants of knowledge transfer; this means that one must be willing to share and the other one to receive. It is not always easy to let go from knowledge. As Bernstein (2000) suggests that willingness to share is influenced by identity because an individual might have a psychological ownership over the knowledge he possesses. Furthermore, Alavi and Leidner (1999) made a good remark about the fact that it will be difficult for organizations to share knowledge and integrate knowledge-based systems without primary having the information sharing culture (i.e. valuing information sharing). Davenport (1997) describes this as open versus closed culture. Very similar to the concept of willingness to share, Szulanski (1996, p.12) argued that lack of motivation also has to be considered as one of the barriers to the process of knowledge transfer because it may result in procrastination, passivity, feigned acceptance, sabotage, or outright rejection in the implementation and use of new knowledge. Szulanski (1996) also noticed another barrier of knowledge transfer. Absorptive capacity is one of the very well known elements that influence the transfer of knowledge. It is the ability to exploit outside sources of knowledge (Cohen Levinthal, 1990, p. 128) and integrate it by replacing old practices by new ones, which is not always effortless (Glaser, Abelson, Garrison, 1983). Chapter 3: Particularities of strategic alliances shaping the process of knowledge transfer Combining resources is the logical response to the harshness of nowadays competition. Other factors as the increase in customers expectations and the less strict regulatory barriers also led companies to form alliances (Gomes-Casseres 1994; Harrigan 1988; Kogut 1988; Nielsen 1988). However these are not the only possibilities alliances are able to provide. Alliances can be considered as one of the means for knowledge gaining and sharing, besides mergers and acquisitions. According to Inkpen (2000) there exist several possibilities for companies to transfer and gain knowledge: internalization within the firm, market contracts, and relational contracts. He considers individual strategic alliances as relational contracts that permit knowledge acquisition and transfer, suitable in the context where knowledge is complex and hard to codify, whereas market based transfers are considered to be more efficient for product related (embodied) knowledge. Number of other researchers also supported the fact that alliances permit firms to share knowledge and ultimately to learn from the partners (Grant, 1996; Hamel, 1991; Khanna et al., 1998; Kogut, 1998). Inkpen (2000, p.1019) wrote: Through the shared execution of the alliance task, mutual interdependence and problem solving , and observation of alliance activities and outcomes, firms can learn from their partners. 1/ Definition strategic alliance In the literature it is possible to find several key characteristics of an alliance. An alliance is usually created between two or more firms that cooperate together in order to achieve some strategic objective, create value that they would not be able to achieve on their own (Borys and Jemison, 1989) and pursue a set of goals (Harrigan 1988; Yoshino and Rangan 1995). Partners are complementary and contribute with their resources and capabilities (Teece, 1992); they are involved in a range of interdependent activities (Contractor and Lorange 1988>2002) and share benefits and risks of the alliance. Dussauge et al. (2000, p.99) described an alliance between two Knowledge Based Enterprises as: an arrangement between two or more independent companies that choose to carry out a project or operate in a specific business area by co-coordinating the necessary skills and resources jointly rather than either operating alone or merging their operations. Some academics consider alliances to be arrangements in which firms establish exchange relationship without joint ownership being considered as a form of alliance (Dickson Weaver, 1997); others consider equity alliances such as joint ventures, also be a form of alliance (Mowery et al. 1996). In this research all possible forms of alliances are considered: a non-equity alliance (co-operation without creation of new organization or exchange of equity); an equity alliance (unilateral or bilateral equity holding among partners without creation of the a new firm); a joint venture (new firm is created, involving joint resources, where partners share ownership and control) 2/ Why strategic alliance can be considered (by certain researchers) the most appropriate form of collaboration for knowledge transfer? Accordingly, of all approaches to knowledge imitability between a knowledge holder and a knowledge seeker, strategic alliances constitute perhaps the most adequate, but nevertheless challenging vehicle for internalizing the others competency Simonin (1999, 595). There are several forms of interorganizational exchange that enable firms to protect valuable resources including mergers and acquisitions, licensing and alliances (Coff, 1997). There are two kinds of knowledge explicit and tacit (Polanyi, 1966), therefore if two firms share knowledge, it will be explicit explicit, explicit tacit or tacit tacit. Licensing can provide a solution for the first two combinations. Yet, it is very hard to gain competitive advantage with explicit knowledge resources, because they might be sold to other companies. By contrast, competitive advantage occurs when tacit knowledge assets are combined, provided their ambiguity, complexity and inimitability (Barney 1991; Dierickx and Cool 1989). This is done through alliances or mergers and acquisitions. Conventional sale contracts, markets, mergers and acquisitions seem to be less attractive structures for knowledge transfer in comparison with alliances. Coff (1997) found that it is not easy to evaluate the value of knowledge based resources, primary because of their tacitness (Mowery, 1983; Pisano, 1990). Firms that want to acquire new knowledge will have to face uncertainty concerning its characteristics and difficulties to determine its quality and to be certain of the transferability of the knowledge held by another firm. Some researchers raise a concern about the fact that in some cases the firm that will acquire knowledge is not certain to be able to deploy it (Flamholtz and Coff 1994; Haspeslagh and Jemison 1991; Polanyi 1966; Zander and Kogut 1995). In this sense, alliance permits to mitigate risks of bad investments. The indigestibility problem of MA, quite the opposite of alliances, was discussed by several academics (Hennart and Reddy, 1997; Inkpen and Beamish, 1997; Dunning, 1997). Indigestible assets are those who come with valuable assets during the transaction (Nonaka 1994). In fact, for some of these assets (in this case knowledge) the aftermarket may not exist after the acquisition. Within an alliance the company does not have to pay for digestion of non-valuable assets and has access to important knowledge resources held by the partner. Reid, Bussiere, Greenaway 2001 (alliance formation issues) Grant and Baden-Fuller (2004) identified some advantages of alliances related to knowledge like possibility to achieve early-mover advantage and risk spreading. Early-mover advantage signifies recombining knowledge into innovative products in a quickly advancing knowledge environment. More precisely, this means to quickly identify, access, and integrate across new knowledge combinations. In this situation strategic alliances enable company to quickly access knowledge necessary for introduction of new products to market. Grant and Baden-Fuller (2004) wrote: The greater the benefits of early-mover advantage in technologically-dynamic environments, the greater the propensity for firms to establish interfirm collaborative arrangements in order to access new knowledge. A risk exists in terms that sometimes a company might be uncertain about the future knowledge requirements and knowledge acquisition and integration takes time, the investments are risky (Grant and Baden-Fuller, 2004): The greater the uncertainty as to the future knowledge requirements of a firms product range, the greater its propensity to engage in interfirm collaborations as a means of accessing and integrating additional knowledge. Powell (1987) also noticed that alliance formation diminishes the risk that knowledge will dissipate quickly. 3/ Which characteristics and capabilities of alliance partners can ameliorate the transfer of knowledge? Before considering the transfer of knowledge, it is important to underline, that both partners of an alliance are expected to possess valuable knowledge (Eisenhardt and Schoonhoven 1996). Ahuja (2000) considered such knowledge possession as opportunity for linkage-formation. He also identified three categories of valuable knowledge assets that are: technical capital (capability to create new products, technology and processes), commercial capital (supporting resources) and social capital (useful networks). Throughout the literature it is possible to distinguish some capabilities that are important for proper functioning of the knowledge based alliance: absorptive capacity, combinative capability, experience with alliances, suitable design for knowledge exchange, and choice of alliance structure. In numerous studies, absorptive capacity plays an essential role in the process of knowledge transfer and learning within strategic alliances (Lane and Lubatkin, 1998). Van den Bosch et al. (1999) wrote that it combined the evaluation, acquisition integration and commercial utilization of knowledge obtained from sources exogenous to the firm. Absorptive capacity is susceptible to evolve and augment through activity (Barringer and Harrison, 2000) because it is historical and path dependent in nature as was defined by Cohen and Levinthal (1990). Grant (1996) recognized that knowledge absorption capability can be influenced by: the degree to which the expert knowledge held by organizational members is utilized; the width of specialized knowledge required from firm members; the degree to which a capability can access additional knowledge and reconfigure existing knowledge. Defined by Kogut and Zander (1992) combinative capability refers to the ability of the parties of an alliance to extend, interpret, apply, current and acquired knowledge with the goal of generating new applications from existing knowledge base. Collaborative know-how affects firms ability to form a successful partnership and create a solid ground for knowledge transfer. Simonin (1997) refers to it as to ability to institutionalize organizational routines as a result of previous experiences. Pennings et al. (1994) supports that firms tend to reproduce the behavior from their past experiences. When firms have previous experiences of collaboration within alliance, they acquire knowledge that helps them to effectively design future alliances (Lyles, 1988) and develop superior capabilities at managing particular organizational forms such as alliances (Kale et al., 2002, p. 748). This experience permits avoiding various difficulties (Doz, 1996; Powell et al., 1996). Teece (2000) stressed the importance of the design of the firm to enhance performance and knowledge sharing. He identified distinctive characteristics of design in successful firms. Among these, entrepreneurial orientation and flexibility expressed in rapid responses to ephemeral market opportunities flexible boundaries (outsourcing and alliances). They were also characterized by their non-bureaucratic decision making and rapid internal knowledge sharing owing to the not really strict hierarchies. The choice of alliance structure should be determined considering the perspective of gaining valuable resources (knowledge) from a partner without losing its own (Das and Teng, 2000). Different views exist as to effectiveness of equity joint venture form of alliance for successful knowledge transfer. Several researchers find that this form is the most suitable for the transfer of tacit knowledge and complex capabilities (Kogut, 1988, Mowery et al., 1996). However, Das and Teng (2000) think that this structure is too risky for partnership based on knowledge-based contribution, and that it is more suitable for contributing property-based resources. Inkpen (2002) identifies five categories of antecedents of alliance learning: learning partner characteristics; teaching partner characteristics; knowledge characteristics; relationship factors; and alliance form. Two key characteristics of the learning partner, identified by Nielsen and Nielsen (2009), are important, namely collaborative know-how (same as previous experience of alliances) and knowledge protectiveness (Simonin, 1997, 1999). Protectiveness matches the concept of openness and the degree to which partners are protective of their knowledge. How well do the support the risk of knowledge leakage or spillover (Inkpen, 2000). Chapter 4: potential strategies and behavior that parties of the strategic alliance might adopt to enhance the transfer of knowledge and to cope with difficulties alliances might face Strategic alliances might face a number of difficulties. The first thing that comes out from the numerous literature on strategic alliance and knowledge sharing, is the fear of knowledge spillovers, that are assumed to be inevitable consequence of alliance involvement, despite the efforts companies make in order to protect their valuable knowledge assets (Inkpen, 2000). Therefore, it immediately comes to the issue of trust. In the late 90 a discussion was raised about the possibility that some firms use strategic alliance as a Trojan Horse in order to steal knowledge from its partners. This was especially thought about Japanese partners. However empirical studies do not find support for this hypothesis (Hennart et al. 1999; Mowery 1996). The literature elaborates on so called learning races (Khanna et al. 1998) when one partner (acts opportunistically) tries to gain more knowledge in the alliance exchange, than he shares. Hamel (1991, 86) described alliances as transitional devices where the primary objective was the internalization of partner skills. This creates a significant challenge for strategic alliance. To deal with with this issue, norms and systems can be designed; functional rules can be developed to structure partner engagement (QuÃÆ' ©lin, 1997). When little trust is involved, this may lead to knowledge protectiveness from one or both of the partners. Nielsen and Nielsen (2009) wrote that protectiveness not only may lead to uncertainty and conflict but it also reduces the amount of information exchanged.