Lord of the Flies: The best leader “Ralph, piggy or jack”

The lord of the flies began by a plane crash near the Pacific Ocean during an unnamed war in which a stem of English schoolboys are l whizly on an island, under no adult control. They are left field on the island to feed themselves and fight their deliver battles. The boys started to make rules and laws in which every sensation had to follow, but they tended to take arguments with each former(a) when deciding rules. They collapse from their virtuosoravishs because they didnt agree with the decisions or rules they made.The story starts off with a young constitution called Ralph. Ralph is a very organised person, making the reader becomes inclined to think that he is also an intelligent individual. He cypherms certain throughout the book that his father, a commander in the Navy, will come and rescue him and his peers. He was eventually chosen to be a designated leader of the group by the others. This is most apparent because he is a polite character and he also carried the advan tage of existence one of the older members of the group. Piggy was Ralphs best friend this is largely collectable to the fact that he listened to what he said and didnt hesitate to follow his rules. Eventually, as time passed by, piggy developed into a father figure towards the younger boys. lord of the flies has become a widely known story over the years, due to the unusual thought process of the famous conch. The boys took to the idea of using this conch to grant one other the power to mouth-out without being interrupted in the many assemblies they had. With Ralph as the leader, it was inevitable to the reader that a device of this kind would be thought up, as Ralph, being a sensible youth, seemed to appreciate the great importance of being able to sustain order within the temporary community. This is why he came up with the idea of using a conch. In doing this, the element of fairness in Ralphs character is also demonstrated to the reader. Ralph began to find rules and limit s in which they could remain safe on the island.Ralph, goof and Simon explored the island and began plans for shelters from the weather. Simon was a young lad, although he was still granted respect from the elders, and desirewise he respected them. Ralph also made the decision that a eject should be lit permanently on the mountains as a constant smoke signal. This was a very pragmatic idea, again demonstrating to the reader the great leadership skills that Ralph possessed.Ralph consequently decides to have a meeting about lighting a levy on the mountains and rogue also decides to make a rangeing party to describe for pigs. A small boy claims to have seen a serpent- worry creature, but the idea is quickly discarded after Ralph and Jack convince the group to collect wood. The group hurriedly rushes to the mountain and collect wood for a fire. At first they didnt have anything to light the fire with. Then jack uses Piggys provide as a magnifying glass to make sunrays as heat. Although on that point was only a little amount of fire created, the rest of the boys put roughly green branches on the fire, so they could have more fire. When the next meeting happened Ralph decided to make more regulations or commands to set deal on specific tasks like building shelters and position the fire on.From now Ralph and Jack start to make different decisions and start to ignore Ralphs rules. Jack got more into lookup and started to forget his to goal of being rescued. Everyone started doing in that respect own kind of activities, while Ralph and Simon were the only ones who were building shelters. The younger children started to help less and got more into playing games on the beach.Later on, a ship sails historic the island but unluckily fails to notice the boys because Jacks choir had permit the fire out completely. Jack and his boys had lost attention in the fire and had gone off track down. Jack and his boys caught a pig and told Ralph about all the things that had happened during his absence. However, he wasnt interested as he was much more concerned over the fact that theyd failed to keep the fire going. There was a ship out there, they might have seen us and we could have gone home. Your stupid ideas about hunting let everything down. Jack lights the fire again by using Piggys glasses and prepares pigs meat for a little feast. By reading this phrase proves that Ralph cared about him self and others to be rescued.Later on in the story situation had changed from fire into wildcat situation because the young childrens were scared at night and told Ralph and jack that there is a beast on the island. Jack didnt twainer about Ralph rules and started to nourish little childrens from beast. One night when piggy and Ralph were sleeping, the twins rushed to them and told them that they saw a beast with huge claws and teeths. Ralph indeed made a little assembly in the morning and told the rest of the childrens about what Sam and Eric saw last night. Jack and Ralph went to explore the island with some other childrens but they didnt find anything.Ralph told the group to keep the fire going as well, while we are searching for the beast. The group started to ignore Ralph rules and joined Jack to hunt for the beast. Ralph still hanged around with jack for a little while. Jack told some of the children to come along with him so they can check if there is a beast living on the top of the mountain. Ralph volunteered to come along as well. They claim to see something which they were influenced as if it was the beast. They ran away from the living thing and came down the mountain to protect their self.Ralph had planned a feast at night. They invited everyone to come and eat with them. They all were chanting and started to become louder and louder. Roger pretended if he was a beast and everyone slowly act to attack him. Piggy stood in one place looking at them. While they were enjoying the festival, Simon went up to the moun tain to see if there was really a beast living up there. He walked through the woods and ended up on the mountain. When he saw the beast he stepped back and got scared. Then he went to take a closer look at the beast and he found out that it was only a person made out of dive which always got blown by the wind and makes it move. It pretended that if it was a real beast.Simon went running down the mountain and ran through the forest to tell everyone that there is no beast. While he is returning the boys saw that there was figure coming down. Someone shouted out that its a beast. Everyone rushed towards him and stabbed him several times until he cant move. Then they stopped stabbing it and found out that the dead body was Simon.Ralph was in tears about Simon death. Now there were only piggy and Eric left on his side. Ralph told piggy that this was a murder. Piggy replied that it was too dark to see, it was also raining with thunders. It was accident said piggy. We couldnt see who it was. It could have been anyone.Jack had stolen piggy glasses and their fire place. They had fort near the cliffs. Ralph and piggy went to the castle to collect piggy specs from jack, because they needed the specs to light the fire so they can be rescued of from the island. Piggy told jack that he has got the conch and he has got the right to talk. during his saving, he says that you lot are acting like a bunch of kids with your faces painted like Nigers.Jack wasnt even listening to piggy, than Ralph took the conch of piggy and called jack a thief and they both got into a fight. Everyone started to chant. Then eventually the pair stopped, and Piggy spoke. His long speech was interrupted when one of the savages rolled a huge rock down the cliff which struck Piggy and pushed him forty feet down the mountain and ended up falling on top of the pointy rocks. Jack showing no signs of remorse threw a spear which hit Ralph in the ribs. Ralph ran to the forest to save his self.All of the boy s were gone, Ralph thought. exactly cruelly children have remained. While Ralph was in the forest, he saw Sam and Eric. They told him that he should run and hide because Jack and Roger were going to hunt him soon. Suddenly Roger came to see if the twins were keeping guard. Ralph hid in a grove. When Roger left, Ralph ran away and thought about the best course of action. The island was on fire. The whole group was looking for Ralph. Jack spy him and the whole group was soon chasing after him through the forest. Ralph was humiliated and ran out of the forest, and fell into the sand, in front of cardinal shoes. The shoes of a sailor whose ship was waiting to take them home. Ralph told him about the deaths and then broke into tears. The sailor said he wasnt suspecting like this kind things from English boys.Diary based on two characters, which I consider may have become the selected leader.PiggyWhen i was first crashed on an island, I was so scared, because there was no one to look a fter me or the rest of the group. I met a boy called Ralph. I told him what they used to call me back at the school time. Ralph started to have a little laugh. We carried on walking by the beach, when both us came across a shell. Ralph picked it up and asked me what you exactly do with this. You blow it from underneath the hole and it makes a loud noise, piggy replied in a gentle voice. In olden times people use to take this has a symbol of justice, to speak out in assemblies.As they we were walking and talking to each other, we saw a group of boys walking towards us they were singing a song.Jack was one of the boys in that group. He asked our call, and then sat down and starts talking about how did they both met each other. When they were in middle of their conversation Ralph said that they should have a leader who will give rules to everyone about how they are going to live, eat and do other things.Jack and Ralph were both chosen to receive votes. Only a few people voted for jack , but quiet few of them said that Ralph should be the chief. Then at last I slowly raised my hand up voting for Ralph. Everything was going great. The entire group was following Ralphs rules, later on things started to collapse because jack and Ralph didnt agree with each other decisions.I was Ralphs best friend and I didnt like jack because he didnt treated me in the same way like he did to everyone else. He called my names and said that I am too fat to do anything good. They all ways leave me behind with the little childrens because I was like their father figure. Jack always has wondered off to hunting and the fire would always go off. Our main advantage of the fire was the smoke, which was their signal of proving that someone or something is on the island and they need their help.RalphWhen I was crashed on the island, I matte up a bit scared because there was no one on the island to look after me. There were a lot of different sounds coming from the trees, like if something was looking or hunting for something. When I was walking beside the trees the first person I met was piggy. I told him my name and a bit about my self. Piggy was so kind and didnt raise his voice above mine.When we were walking down, we saw a group of boys coming down. They were singing a song. A group of boys from them was called jack, he asked our names and then started talking about whats going to happen on this island. I said, That. There should be a leader who is going to tell everyone what to do, what to eat, whats there jobs e.c.tThey both agreed with each other decisions. Then jack said to everyone to put their hands up who want me to be the chief. Only a few people voted for him but when it was my turn nearly everyone said that he should be the chief of us. Slowly, slowly my friend piggy raised his hand up at last. I told them that I am the chief, I will tell you lot what to do and what not to do. I structured everyone some fundamental things and told my group to follow some c rucial regulations so we can be rescued of from the island. My main rule was to maintain the fire going so we can be noticed on the island and then can be capable of being rescued.Later on jack stopped listening to my rules because he said that I dont do anything for hunting or I dont feed the little childrens. From then jack never listened to me and always wondered off to do hunting or to have fun on the beach. During jacks hunting, he killed a pig and became so excited to tell this news to me. I wasnt bothered if they had killed a pig or not because I told them that there was a ship out there. If you lot didnt have gone off to hunting we could have gone home. Your stupid plans to go for hunting had failed me the group, also let out the fire.I was disappointed of being a leader of my group. My worries are that I wish that everyone had worked in a group and then we can have been rescued off from the island soon as possible. Everyone didnt do as i told them to, except from my best fr iend piggy.

College Education Essay

In his essay entitled How to Get a College Education, Jeffrey stag set forth the negative effect of Allan Blooms book The Closing of the American Mind on his Dartmouth starting motor composition course students. These students, Ivy-leaguers and top test scorers, disliked the books criticism of their mentality exactly at the behest of stags impromptu oral quizzing, could not adequately discuss historical figures and events.Although stags freshman class realized the gaps in their education, stag asks what a real college education is, deplores the orgasm of specialization, and discusses what does or does not constitute real education. Harts concern with education lies with the halt allow to produce a citizen. But while Hart gives excellent examples for what subjects he thinks constitute a real education in light of telos, a coating, he implies, rather than specifies, that such an education must furnish to proactive, free-living scene over ideologically based curriculum and cou rses.It is through well-rounded, balanced independent ruling, Hart argues, that a citizen who can recreate his refinement be made. In the first example, Hart names a curriculum engaged in so-called post modernist persuasion as something to avoid. It is one of the three intellect fads, in which the use of the word fad describes a fashionable conduct as enthusiastically followed by a group. This way, Hart indirectly refers to post modernist thought as ideological and lacking in independent thought.The second fad refers to Affirmative Action, which Hart describes as an ethos or mentality. Ethos describes the disposition of a coating or a group, and mentality refers to the set of a person or a groups mind and both words conjure a certain blindness that Affirmative Action is suppose to fight. Again, Hart reflects on the dearth of nuance and consideration in such courses. Thirdly, Hart directly mentions political theory when he writes about Marxism, victimology, and identity politi cs, in which scholarly pursuit is put aside in deference to Studies programs.Hart calls many of these courses nonsense and distraction, entirely fails to directly write that the single underlying discipline of such courses is that because they operate under an ideology, they do not foster free thinking and independent rationality. Hart underlines his position for independent rationality by going on to discuss courses and curricula that he thinks support the end goal of citizenship. Rationality is implied when Hart takes on the subject of requiring a student to know and understanding themes in civilization, a task that maneuvers beyond mere adherence to ideological standards.The student must know his civilization .. its important areas of thought, its philosophical and religious controversies, the outline of its history and its major works. The citizen need not know quantum physics, but he should know that it is there and what it means. Once the citizen knows the shape, the narrat ive, of his civilization, he is able to locate new things and other civilizations in relation to it. By referring to controversies, major works, and narrative, Harts stance on education is of well-roundedness, independent thought, and existence comfortable on differing sides of issuesa stance not suitable to the ideologically minded. Hart makes connections to Athens and capital of Israel in order to outline how a student may develop her college education. Both Athens and capital of Israel were and are centers of independent thought. Athens refers to the ancient Greek capital in which rational thought, philosophy, and democracy were birthed it was the birthplace of philosophers such as Socrates, Plato, and AristotleOf things useful and necessary only those that are free should be taught, and the young should impact in nothing of a vulgar, mechanical sort or that will render body, soul, or thought unfit for virtue. (Philips 154). Jerusalem, since the reign of Solomon, has been th e spiritual capital of three major religions in the world today. Independent thought emerges out of Jerusalem in the guise of Abraham who sought argument with God, and Jesus, who argued and fought with the spiritual leaders priests and scribes, or Pharisees and Sadduceesof his day (capital of South Carolina).A student, high-powerally engaged with both scientifically rational and enlighteningly spiritual sides, can succeed in mastering themes of his or her civilization with independence of thought rather than subsisting on an ideological track. Such a student would be able to carve for him or herself a true education with a goal of not being simply educated, but a goal of becoming an involved, active citizen of society, and of a civilization. Hart discusses China as a final example to his essay.Hart reminds us that one could consider China, who has lacked the dynamic interaction between science and spirituality, and who is world renowned for its collectivist culture, one in which in dependent thought is frowned upon. Again, Hart does not directly mention this, but references it with mentioning China with its symbols Great Wall and Forbidden City.REFERENCESJerusalem. The Columbia Encyclopedia, Sixth Edition. 2007. Philips, Peter L. The Politics of Aristotle. University of North Carolina Press, 1997

Distinctive Marketing, IT Capabilities, and Strategic Types: A Cross-National Investigation

Distinctive securities industry and entropy engine room Capabilities and Strategic theatrical roles A Cross-National Investigation ABSTRACT Keywords strategicalal typology, sign capabilities, cross-national, lacquer, china The authors examine the family between strategic lineament and betterment of char workeristic grocery storeing, merchandise-linking, engineering science, and cultivation engineering science (IT) capabilities to implement existence schema. They hypothesize that prospectors moldiness build technological and IT capabilities, whereas guardians ramp up merchandise-linking and merchandising capabilities. The authors aggregate info from 709 firms crossways the unite States, lacquer, and China.They look instigate for their efficacy hypotheses, as well as for several(prenominal) of their cross-national hypotheses that atomic exit 18 found on cultural and disdain environment differences among the trine countries. In particular, the y gamble bet on for the hypotheses that Nipp mavense firms charter great technology and IT capabilities than U. S. firms of the same(p) strategic type. They conclude with implications for management. The strategic typology of Miles and light speed (1978) has accepted much attention in the market and management literature over the past devil decades (e. g. Conant, Mokwa, and Varadarajan 1990 Dyer and c each 1997, 1998 Griffin and Ha user 1996 Gupta, Raj, and Wilemon 1986 McDaniel and Kolari 1987 McKee, Varadarajan, and Pride 1989 Parry and straining 1993, 1994 Ruekert and Walker 1987 ph hotshot c whole told and Xie 2000 Walker et al. 2003). Al around 30 geezerhood after its initial appearance in the literature, their typology is viewed widely as having stood the t anyy of time and is still the just about popular and greennessly accepted model of strategic types in the management literature, having been applied in umteen opposite industry settings (DeSarbo et al. 0 05 DeSarbo et al. 2006 Hambrick 2003). Miles and snowfall envision strategy as the patterns in the decisions by which a strategic byplay unit (SBU) aligns itself with its environment, and they categorize SBUs according to these patterns. The critical underlying vari able-bodied in their typology is the rate of convince in an SBUs growths or markets. Using an exploratory confirmable study, Miles and one C propose cardinal strategic typesprospectors, analyzers, defenders, and nuclear reactorsand suggest that separately of the rootage three types chooses a different competitive strategy ith respect to proceedss and/or markets Prospectors leave al atomic number 53 innovate technologically and look out in the buff markets, analyzers will prefer a second-but- founder strategy, and defenders will focus on throwing a beneficial niche in a comparatively shelter Michael Song, Robert W. Nason, and C. Anthony Di Benedetto ledger of International merchandise 2008, Ameri send a way merchandise Association Vol. 16, No. 1, 2008, pp. 438 ISSN 1069-031X (print) 1547-7215 (electronic) 4 carre quadruplet or service ara.Miles and lead by the nose suggest that all three of these strategic types can be roaring if the SBU matches its strategy to the competitive environment and develops and deploys appropriate capabilities. Capabilities have been broadly defined as complex bundles of skills and amass acquaintance that enable firms or SBUs to coordinate activities and make use of their assets ( think about solar day 1990, p. 38). In this article, we examine the relationship between Miles and Snows (1978) strategic type and four capacity piddles technology, market linking, marketing, and information technology (IT).Day (1994) suggests that both technology and market-linking capabilities (or insideout and outside-in capabilities, severally) be critical to sustained competitive advantage and superior performance (see besides Day 1990 Day and Wensley 1988). engineering science capabilities, which enable the openment to improve harvest-festivalion process efficiencies and ultimately reduce its costs and make up its competitiveness, include financial management, cost control, technology maturement, logistics, manufacturing, and opposite processes with an essential emphasis.Market-linking capabilities, which enable the organization to use its technology capabilities to exploit marketplace opportunities, include market sensing, deal bonding, guest linking, technology monitoring, and spanning processes such as buying and clean growth development (Day 1994). Marketing capabilities, such as customer and competitive knowledge, skill in market segmentation and draw a bead oning, and effective marketing program design, should also be cerebrate to an organizations performance. In a ioneering study, Conant, Mokwa, and Varadarajan (1990) link marketing capabilities to the four strategic types and find that prospectors are superior i n marketing capabilities. The marketing literature suggests that obtaining market and competitive information and diff apply it through with(predicate)out the organization kick in to better market orientation, better performance, and sustainable competitive advantage (Day 1994 Jaworski and Kohli 1993). The literature also suggests that IT capabilities are progressively important cerebrates to these ends.Research in both the marketing and new crop streams has recognized the difficulty of intercourse crosswise functional boundaries and has determine ways to improve both the quantity and quality of information (Dyer and Song 1997, 1998 Griffin and Hauser 1992, 1993, 1996 Montoya-Weiss and Calantone 1994 Parry and Song 1993, 1994 Ruekert and Walker 1987 Song, Thieme, and Xie 1998 Song and Xie 2000 Swink and Song 2007). All four capability reconstructs include significant marketing processes. The original, exploratory Miles and Snow (1978) seek finds relationships between firm c apabilities and study Technology Capabilities and Strategic Types 5 strategic types in a limited number of industries. A subsequent study in this seek stream a posteriorily examines the relationships between marketing capabilities and strategic types and also validates a surmount for assessing a business units strategic type (Conant, Mokwa, and Varadarajan 1990). Two recent studies by DeSarbo and colleagues (2005, 2006) propose and empirically try models that include a range of capabilities in addition to marketing capabilities.DeSarbo and colleagues (2005) use SBU data from three countries (the coupled States, China, and lacquer) to derive a descriptive strategic typology that improves on the Miles and Snow typology in terms of explanatory former this study is extended by DeSarbo and colleagues (2006) to a predictive model that examines causalities between strategic capabilities and SBU performance. The first quarry of the current study is to examine the relationships betwe en an SBUs strategic type and its development of the four distinctive organizational capabilities technology, market linking, marketing, and IT). This look for extends the previously mentioned inquiry stream (Conant, Mokwa, and Varadarajan 1990 DeSarbo et al. 2005 DeSarbo et al. 2006) in that we seek to quantify and to better understand these relationships. The second objective is to build and test hypotheses regarding cross-national differences and their effects on the relationships between strategic type selection and the capabilities, a topic in which no empirical work has been conducted so far. We gather empirical data from three countries the united States, China, and japan.As China and lacquer are the two largest East Asian economies, and unitedly with the joined States make up the three largest economies worldwide as measured by purchasing author ( knowledge domain Bank 2000), it is important to examine how firms from these countries compare with respect to their capabi lities and strategies. Although DeSarbo and colleagues (2005) use a three- realm database to build their descriptive typology, the research does non use the extant international marketing and management literature to build or test hypotheses of cross-national differences.We believe that the cross-national supposition testing constitutes a clear extension to the work of Conant, Mokwa, and Varadarajan (1990) and DeSarbo and colleagues (2005, 2006). We first propose a set of four hypotheses relating an SBUs congeneric capabilities to its selection of strategic type, as well as four additional hypotheses expressing expected crossnational differences in the magnitudes of the capabilities. We then test these hypotheses using a data set of 709 managers from the get together States, Japan, and China. Our empirical results largely confirm these hypotheses. We conclude by 6 Michael Song, Robert W. Nason, and C.Anthony Di Benedetto providing theoretical implications and just about viable prescriptions for managers pursuance to improve their organizations strategy selection. In this section, we define the Miles and Snow (1978) typology and discuss the implication of the strategic selection. We then define the four capability constructs and develop four hypotheses relating the capability constructs to strategic type. The Miles and Snow (1978) strategic types differ in the rate at which they change products or markets in response to environmental change. consort to Miles and Snow, prospectors are the leaders of change in their industry.They operate at heart a broad product-market domain that undergoes daily redefinition (Conant, Mokwa, and Varadarajan 1990 Dyer and Song 1997). They value being first in in new product and market areas as market pioneers horizontal if non all these efforts prove to be highly profitable (Robinson and Fornell 1985 Robinson, Fornell, and Sullivan 1992). They often look at to respond rapidly to beforehand(predicate) signals involvin g areas of opportunity, and these responses often lead to a new round of competitive actions. Nevertheless, prospectors may not maintain market strength in all the areas they enter.They compete principally through intro new products and meeting new marketplace opportunities. Consequently, they devote significant resources to new product development, market research, and other marketing expenses (Hambrick 1983 McDaniel and Kolari 1987 Shortell and Zajac 1990 Walker et al. 2003). Prospectors also rely on close ties with the channel of distribution to anticipate customer ask and environmental changes (Walker et al. 2003). Sonys audio products SBU, which is responsible for innovations such as the Walkman, is an example of a regular(prenominal) prospector organization.guardians attempt to locate and maintain a secure niche in a copulationly steadfast product or service area. They are less risk oriented than prospectors typically they do not look outside well-defined product-market domains for new opportunities (McDaniel and Kolari 1987 Shortell and Zajac 1990). Rather than invest time in new product or market development, they tend to cater a more limited range of products or work than their foes, and they focus on resource efficiency and cost-cutting process improvements to try to protect their domain by whirl high quality, superior service, lower prices, and so forth (Hambrick 1983).Defenders are normally not at the school principal of developments in the industry. Walker and colleagues (2003) distinguish between two defender strategies price cutting and competitive differentiation. contradictory Sonys audio SBU, Matsushitas audio division, a typical defender organization, is likely to focus not on ontogeny products but rather on cutting manufacturing costs (Lieberman and Montgomery 1988). HYPOTHESIS nurture The Miles and Snow Strategic Typology Information Technology Capabilities and Strategic Types 7 Analyzers show qualities of both defenders a nd prospectors.They attempt to maintain a stable, limited line of products or services, while moving out quickly to follow a carefully selected set of the more promising new developments in the industry (Conant, Mokwa, and Varadarajan 1990 Dyer and Song 1997). Analyzers are seldom first in with new products or services. However, by carefully monitoring the actions of major competitors in areas congenial with their stable product-market base, they are frequently second in with a more cost-efficient product or service (Conant, Mokwa, and Varadarajan 1990 Dyer and Song 1997).For example, they business leader develop a new product in a stable market domain or sell established products in new geographic markets or through new distribution channels. They can operate in different domains, perhaps one stable and one more turbulent (McDaniel and Kolari 1987). Miles and Snow (1978, p. 73) characterize analyzers as avid followers of change, always ready to tail a promising, emerging produc t or market with a later-entrant, second-but-better strategy (Robinson, Fornell, and Sullivan 1992).They can initiate product and/or market development, but less often than prospectors at the same time, they can focus on stability and efficiency, but to a lesser extent than defenders (Hambrick 1983). Reactors typically lack long-run plans and any unvarying strategy, instead reacting to environmental pressures as infallible (McDaniel and Kolari 1987). Empirical study has suggested that prospectors, analyzers, and defenders all perform well (Conant, Mokwa, and Varadarajan 1990 Miles and Snow 1978) and generally outperform reactors.We are interested primarily in the carnal knowledge capabilities of the three potentially productive prototypal strategic types, so we do not explicitly include reactors in our hypotheses. We have pull together data from reactor organizations, however, and included them in our analysis section. To create frugal value, sustain competitive advantage, an d touch superior profitability, an organization requires a wide range of capabilities. Although it would be impossible to list them all, certain categories of capabilities common to many organizations have been identified and used in prior research (e. . , Day 1994 DeSarbo et al. 2006). Technology capabilitiessuch as financial management, cost control, technology development, and logisticsenable an organization to keep costs down and to mark its offerings from those of competitors. Market-linking capabilitiessuch as sensing market trends, channel and customer linking, and technology monitoringenable an organization to be responsive to changing customer ineluctably and to use its technical capabilities effectively to exploit away possibilities (Day 1994). Marketing capabilitiessuch as skill in segmentation,Organizational Capabilities 8 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto targeting, pricing, and advertenable the organization to hit advantage of its market- sensing and technological capabilities and to implement effective marketing programs (Song and Parry 1997a, 1997b). Finally, IT capabilities enable the organization to diffuse market information effectively across all relevant functional areas so that it can direct new product development. Not all organizations will have all of these capabilities (Day and Nedungadi 1994 Day and Wensley 1988).Furthermore, organizations will solidify and even develop their particular capabilities through time according to their strategic type, as Miles and Snows (1978) miscellanea posits. For example, prospectors tend to compete by anticipating new product or marketplace opportunities and by implementing technological innovation traversed, prospering prospecting will have the effect of strengthening inside-out and IT capabilities. The subsequent sections explore the hypothesized relationships between strategic type and organizational capabilities.Market-linking and -sensing capabilities enable the organization to compete by sensing market changes effectively, anticipating shifts in the market environment, creating and retaining enduring links with customers, and creating strong bonds with channel members such as wholesalers and retailers. These capabilities enable the organization to sense marketplace requirements before competitors and to connect its other capabilities to the external environment (Day 1994). Organizations of all strategic types need well-developed market-linking capabilities.For defenders, however, such capabilities are particularly critical because these organizations must(prenominal) crystallizely and quickly anticipate changes in the market and their customers needs if they are to maintain their prominence within their existing product-market domain (Conant, Mokwa, and Varadarajan 1990). Because defenders attempt to locate and maintain a secure niche in a tellingly stable product or service area, they tend to offer a more limited range of products or services than their competitors, and they try to protect their domain by offering higher quality, superior service, lower prices, and so forth.To be effective in achieving these objectives, defenders must have a high level of market-linking capabilities. Walker and colleagues (2003) also invoice that tracking changes in customer needs and competitive behavior is especially important to a differentiated defender strategy. They note that defenders should be strongest in business functions related to their competitive strategy, such as market sensing and linking. Although prospectors should also have rock-steady market-linking capabilities, their ability to sustain competitive advantage is more closely tied to the development of new products, markets, and technologies.Therefore, although Market-Linking Capabilities Information Technology Capabilities and Strategic Types 9 market-linking capabilities are important to prospectors and analyzers, defenders will need them most. Our expec tations about organizational strategy types and market-linking capabilities ( congener to competitors) can be summarized as follows H1 on the prospectorsanalyzersdefenders continuum, prospectors have the least copulation marketlinking capabilities, nd defenders have the superlative. technical foul capabilities involve the manufacturing processes, technology, new product development, doing facilities, and forecasting of technological change in the industry. They are contained within the organization and activated by market, competitor, and external challenges and opportunities. By increasing efficiency in the production process, they can reduce costs and improve consistency in deliin truth and, therefore, competitiveness (Day 1994).Although technical capabilities are likely to be important for all strategic types, they should be most important to prospectors, which prosper in unstable, changing environments, especially those marked by rapid technological change such as biotechno logy, medical care, and aerospace (Walker et al. 2003). Because prospectors use a first-to-market strategy and typically operate within a broad product-market domain that undergoes periodic redefinition (Robinson, Fornell, and Sullivan 1992), they must be able to develop new technologies, products, and markets rapidly (Conant, Mokwa, and Varadarajan 1990 McDaniel and Kolari 1987).Walker and colleagues (2003) note that prospectors require strength in product research and development (R&D) and product engineering, and they perform shell when the amount spent on product R&D is high. Because defenders typically locate and maintain a secure niche in a congenatorly stable product or service area, they tend to be less interested in developing new products and technologies and therefore will depend less on technical capabilities. Formally, H2 Along the prospectorsanalyzersdefenders continuum, prospectors have the greatest relative technical capabilities, and defenders have the least.Mark eting capabilities include knowledge of the competition and of customers and skill in segmenting and targeting markets, in advertise and pricing, and in integrating marketing activity. Conant, Mokwa, and Varadarajan (1990) find that prospector firms have distinctive competencies in marketing planning, allocation of marketing resources, revenue forecasting, and control of marketing activities. However, although both prospectors and defenders require skills in Technical Capabilities Marketing Capabilities 10 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto arketing and market research to succeed (Song and Parry 1997a, b), certain marketing capabilities will be of most importance to defender firms because they are most concerned about protecting products and retaining customers (McDaniel and Kolari 1987). Walker and colleagues (2003) note that differentiated defenders must be able to communicate their products unique advantages so as to sustain customer satisfaction and loya lty. Low-cost defenders must be able to standardize effective marketing programs across all customer segments so as to reduce overall marketing costs.Thus, because both differentiated and low-cost defenders rely on marketing capabilities, they should develop them to a great degree than should other strategic types. H3 Along the prospectorsanalyzersdefenders continuum, prospectors have the lowest relative marketing capabilities, and defenders have the greatest. A firm active in product development must be able to gather technical and market information effectively and disseminate it throughout the organization (Jaworski and Kohli 1993 Kohli and Jaworski 1990 Narver and Slater 1990).These IT capabilities press forward ingrained communication and cross-functional integration (Song et al. 2007). Better IT is associated with greater strategic flexibility and, ultimately, with better performance and greater organizational success (Bharadwaj, Bharadwaj, and Konsynski 1999 Swanson 1994). Day (1994) notes that more creative use of IT should lead to better firm performance, and other researchers have found that better information transmission across functional areas leads to more successful new products (Griffin and Hauser 1992, 1993, 1996 Gupta, Raj, and Wilemon 1986 Moenaert and Souder 1996).As we discussed previously, prospectors typically operate within a broad product-market domain that undergoes periodic redefinition. They also rely on the rapid development of new products and new markets (Robinson, Fornell, and Sullivan 1992). Therefore, prospectors need relatively high IT skills to respond rapidly to early signals involving areas of opportunity. Miles and Snow (1978) note that prospectors tend to have the most complex coordination and communication mechanisms.Because of the technologically advanced character of the products they develop, prospectors are also more likely to encounter conflicts among marketing, R&D, engineering, and possibly other functional ar eas (Dyer and Song 1997, 1998 Walker et al. 2003). This makes even more critical prospectors ability to communicate as effectively as possible and to ensure the free flow of information throughout the organization. In addition, prospectors might need greater strategic flexibility than other strategic types because they must constantly monitor and target emerging technology IT CapabilitiesInformation Technology Capabilities and Strategic Types 11 and product opportunities better IT contributes to greater strategic flexibility (Bharadwaj, Bharadwaj, and Konsynski 1999). Formally, we propose the pursuit H4 Along the prospectorsanalyzersdefenders continuum, prospectors have the greatest relative IT capabilities, and defenders have the lowest. CROSS-NATIONAL HYPOTHESES The cultural differences among Japan, China, and the get together States are well documented in the literature (Hofstede 1980 Tse et al. 1988). Nipponese and Chinese cultures are collectivistic and long-term oriented, w hereas the U.S. culture is individualistic and short-term oriented. Japan and China emphasize group harmony and cohesiveness, whereas the United States values freedom of choice and competition (Hofstede 1980). The business environments in both Japan and China reflect these cultural tendencies. In Japan, the Ministry of Economy, Trade, and Industry (METI) encourages investment in key technologies and fierce competition among Japanese firms in selected industries (Kagono et al. 1985). These policies have helped strengthen Japans competitiveness in the global marketplace. In addition, METIs olicies have recently encouraged new initiatives, such as growth in IT and support for environmentally friendly products (Elder 2000). The keiretsu, or interorganizational business groups, also strongly support technology development in Japan (Lai 1999 Lincoln, Gerlach, and Ahmadjian 1996 Miwa and Ramseyer 2002). A major manufacturer might work hand and glove with its suppliers and distributors (ve rtical keiretsu) or with other manufacturers (horizontal keiretsu) to perfect a new technology consider, for example, the consortium of Japanese firms that worked with Sony in the development of the global positioning system (Campbell 1999).In addition to technology and IT capabilities, Japanese firms in many industries possess dangerous marketing and marketlinking capabilities. Their cultural predilection toward group harmony and cohesiveness has led Japanese firms to value long-term relationships with their suppliers, distributors, and customers (Kagono et al. 1985 Kotabe et al. 1991 Smith, Peterson, and Wang 1996 Tse et al. 1988). These relationships enable Japanese manufacturers to link with their customer markets effectively and to develop appropriate marketing strategies and programs.Since the end of World War II, Japanese firms have closed the gap between themselves and their U. S. competitors in terms of marketing capabilities, in some industries surpassing them. As an exam ple, Japanese carmakers are renowned for their excellence in customer research. physical exercise of observational research techniques has enabled Toyota, Nissan, and Honda to develop cars that are 12 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto ideally suited to the unique demands of the U. S. marketplace (Shirouzu 2001).Japanese carmakers were also among the first to use Quality Function Deployment techniques (e. g. , the House of Quality see Hauser and Clausing 1988), which ensure that market needs drive all the subsequent steps in product development and manufacturing processes, including product engineering, process planning, and production (Griffin 1992). It was the U. S. carmakers that had to learn these techniques from Japanese carmakers to catch up (Dyer 1996). This literature suggests that Japanese firms are at least touch to their U. S. ompetitors in terms of marketing capabilities and, because of their cultural tendency toward group harmony and cohesivene ss, could possess even stronger market-linking capabilities. The Chinese business environment differs from that of Japan, though the two countries share some cultural traits. Despite recent sparing reforms, many Chinese firms remain state-owned enterprises, characterized by shared establishment and firm authority (Schermerhorn and Nyaw 1991). Since the 1970s, investment in technology and innovation has been back up strongly by government policy to stimulate Chinese economic growth and to boost global competitiveness.As decentralization has occurred, stateowned enterprises have increased their decision-making authority on issues such as products and prices (Henley and Nyaw 1986 Laaksonen 1988 Schermerhorn and Nyaw 1991), and smaller collective enterprises with even less government control have become more familiar (Parry and Song 1994). Nevertheless, Chinese government policy continues to prioritize technology capability investment. However, our review of the literature on Chines e state-owned enterprises reveals little endorse that the Chinese government has prioritized or funded marketing, market-linking, or IT capabilities.In summary, the literature suggests that Japanese government and keiretsu policy favor technology and IT capability development, whereas Chinese government policy favors technology development. In addition, the marketing and marketlinking capabilities of Japanese firms are well established, whereas Chinese governmental policy has not supported the development of these capabilities On the basis of this reason, we propose the following H5 Japanese firms have greater market-linking capabilities than U. S. and Chinese firms of the same strategic type.H6 Japanese and Chinese firms have greater technology capabilities than U. S. firms of the same strategic type. Information Technology Capabilities and Strategic Types 13 H7 Japanese and U. S. firms have greater marketing capabilities than Chinese firms of the same strategic type. H8 Japanese firms have greater IT capabilities than U. S. firms of the same strategic type. Note that H5H8 can be tested for all(prenominal) of the four strategic types one by onethus the qualifier of the same strategic type. RESEARCH DESIGNInstrument Development and Cross-Cultural Validation Process Our constructs are defined using competitive capability theory (Conant, Mokwa, and Varadarajan 1990 Day 1994) and must be operationalized using valid, veritable measures (Churchill 1979). We used a four-step prick development procedure to develop new exfoliation of measurements for market-linking, technical, marketing, and IT capabilities and to ensure crosscultural validity. (For a overflowing discussion of the instrument development procedure, see DeSarbo et al. 2005. ) Step 1 Measurement Items for Each Capability Type.We identified relevant touchstone scales from the marketing literature. We grouped the scale items derived from these scales into the four capability types. To this initi al pool of items for each capability type, we added new items in instances in which we believed that not all the dimensions of the construct had been ablely covered. To ensure study validity and appropriateness of items, we refined the scales through in-depth focus interviews in two SBUs. Managers at these SBUs were asked their opinions about prominent issues in SBU capabilities.They were also asked to evaluate whether the theoretical model described their own experiences adequately. Next, managers commented on their perceptions of the relevance and completeness of the scale items drawn from the literature review and previous case studies. Finally, we tested and validated the Conant, Mokwa, and Varadarajan (1990) strategic typology scale. Step 2 Scale Development. Following Churchill (1979), we assessed construct validity of the scales being developed and corrected any scale items that might still be ambiguous.Seven judges (two professors and five doctoral students with backgroun d in measurement development) sorted the items from the first step into the four capability scales, following Daviss (1986) procedure. Construct convergence and divergence were examined by assessing interrater dependability (for assessment statistics, see DeSarbo et al. 2005). Step 3 Instrument Pretesting. Using the judges comments, we reexamined all scale items and eliminated inappropriate or ambiguous items or any that were in invariablely classify.We then combined the four scales into an overall instrument 14 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto for additional pretesting. We distributed the instrument to 32 managers in the two SBUs to further assess scale dependability and validity two problematic items were deleted. Then, the instrument was distributed to 41 executive MBA students taking a new product development class. We subjected the results to factor analysis and assessment of reliability. (Factor loadings and reliability test results are available on request. We deleted two more items, which resulted in a questionnaire including all items judged to have high consistency and face validity. Step 4 Cross-Cultural Validation of the Research Instrument. To ensure that the translation was accurate and that the question meanings were not altered, we used a double-translation method to translate the questionnaire into Japanese and Chinese (Adler 1983 Douglas and Craig 2006 Sekaran 1983). After translation, we conducted field research in six Japanese firms and two Chinese firms in which we examined SBU capabilities and innovation strategies.The purposes of the field research were to establish the content validity of the concepts and the hypothesized relationships among the constructs to establish equivalence of the constructs, concepts, measures, and take ins and to assess the possibility of cultural bias and response format bias (Douglas and Craig 2006). The field research studies were conducted over a ninemonth period with multiple visits to the companies. The field research studies were important for several reasons. First, they drive ond an assessment of construct (conceptual, functional, and category) equivalence.Second, they indicated that the measurement scales were appropriate for studying capability and strategic types in Japanese and Chinese context. Third, the field research results suggested that it is more appropriate to ask the respondents to rate their SBU on each of the capability scale items relative to their major competitors (for exact wording, see Appendix A). Appendix A results a list of the final measure measurement items and the response format employed in the questionnaire. The following sections briefly summarize the four scales.Market-Linking Capabilities. We measured market-linking capabilities using several scale items derived from Day (1994). The items measure relative capability in creating and managing durable customer relationships, creating durable relationships with suppliers , retaining customers, and bonding with channel members. Technical Capabilities. We also measured technical capabilities according to a set of scale items derived from Day (1994). These items measure relative capabilities in the prediction ofInformation Technology Capabilities and Strategic Types 15 technological change, technology and new product development, manufacturing processes, and production facilities. Marketing Capabilities. We measured marketing capabilities using a set of scale items derived from Conant, Mokwa, and Varadarajan (1990). These items measure knowledge of customers, knowledge of competitors, integration of marketing activities, skills in segmentation and targeting, and effectiveness of pricing and advertising programs. IT Capabilities.We defined IT capabilities as the relative capabilities that help an organization create technical and market knowledge and facilitate intraorganizational communication flow. We developed items to measure the possession of IT sy stems for new product development, cross-functional integration, technology and market knowledge creation, and internal communication. We subjected these items to the measurement development procedure described previously. We obtained the data from a large-scale mail survey of the companies listed in Wards Business Directory, the Directory of Corporate Affiliations, and the World Marketing Directory.We drew a proportionate-stratified random sample of 800 firms from each country, using each industry as a stratum. The data assemblage consisted of three stages presurvey, data collection on SBU strategies, and data collection on relative capabilities. In the first stage, we sent a one-page survey and an introductory letter requesting participation to all the selected firms and offered a list of available research reports to active firms. The letter requested each firm to select an SBU/division for participation and provide a link person in that SBU/division.Of the 2400 firms contacted , 392 in the United States, 429 in Japan, and 414 in China agreed to participate and provided the necessary contacts at the SBU/division level. In the second stage, on strategic types, we contacted the designated SBU managers directly and mailed a questionnaire and alter letter to each manager. We employed a three-wave mailing on the basis of the recommendations of Dillman (1978). We received data on the multi-item measures of the strategic types from 308 firms in the United States, 354 firms in Japan, and 352 firms in China.Two items at the end of the instrument assessed respondents confidence in their ability to answer the questions. Respondents with a low level of confidence (less than 6) were excluded from the final sample. In the third stage, on the four capabilities, we sent another questionnaire to the SBU managers, followed again by a three-wave mailing. This time, we received data on the rela- entropy 16 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto tive capa bilities from 216 U. S. firms, 248 Japanese firms, and 245 Chinese firms.These sample sizes run response rates of 27. 0% in the United States, 31. 0% in Japan, and 30. 6% in China. The final sample includes the following industries computer-related products electronics electric equipment and household appliances pharmaceuticals, drugs, and medicines machinery telecommunications equipment instruments and related products air conditioning chemicals and related products and transportation equipment. The majority of participating SBUs/divisions had annual sales of $11 meg$750 million and 10012,500 employees.Appendix A presents all of the measures used in this study. We asked respondents to rate their SBU on each of the capability scale items relative to their major competitors. We used an 11-point scale to elicit levels of agreement, with values ranging from 0 (much worsened than our competitors) to 10 (much better than our competitors). We used the data collected in the second phase of the collection process to classify the SBU/division into the four strategic types. We adopted the 11-item scale from Conant, Mokwa, and Varadarajan (1990).We classified the SBUs strategic type (prospector, analyzer, defender, or reactor) using the majority-rule decision structure (for details, see Conant, Mokwa, and Varadarajan 1990) with the following modification For an SBU to be classified as a prospector or a defender, it must have at least seven correct answers. Before testing our hypotheses, we performed principal factor analyses with Varimax rotation on all the variables measuring the four relative capabilities for all three countries. To assess measurement invariance, we examined factor structure similarity (Mullen 1995).We retained variables using the following criteria (1) Each factor must contain the same scale items across all three countries, (2) each items factor loading must be comparable across all three countries, and (3) for each factor, the factor loading must exceed . 40. This procedure produced four factors and reduced the total number of variables to 21. We made proportions among the factor structures of the three countries using visual inspection, the salient similarity index, and Pearson correlation of the factor loadings across the three countries. The factor loadings appear in Table 1.As indicated, all factors are distinguishable and well defined for all three countries. The percentage of the variance explained by the four factors is 72% for the United States, 71% for Japan, and 69% for China. The examination of the diagonal of the factor score covariance matrix indicates that all factors for the three Measures ANALYSIS AND RESULTS Factor compendium of the Capability Scales Information Technology Capabilities and Strategic Types 17 Table 1. Principal Component Factor compendium Rotated Factor Patterns United States Market-Linking Capabilities Market-sensing capabilities Customer-linking (i. e. creating and managing durable custo mer relationships) capabilities Capabilities of creating durable relationships with our suppliers expertness to retain customers Channel-bonding capabilities (creating durable relationships with channel members such as wholesalers, retailers) Eigenvalue of this factor % variance explained by this factor Technical Capabilities Manufacturing processes Technology development capabilities Ability of predicting technological changes in the industry Production facilities New product development capabilities Eigenvalue of this factor % variance explained by this factor Marketing Capabilities Knowledge of competitors Effectiveness of advertising programs Integration of marketing activities Skill to segment and target markets Effectiveness of pricing programs Knowledge of customers Eigenvalue of this factor % variance explained by this factor IT Capabilities IT systems for facilitating crossfunctional integration IT systems for new product development projects IT systems for internal commun ication (e. g. , across different departments, levels of the organization) IT systems for facilitating technology knowledge creation IT systems for facilitating market knowledge creation Eigenvalue of this factor % variance explained by this factor . 71 . 80 . 90 . 58 . 86 . 85 . 62 . 89 4. 22 20. 1 . 97 . 93 . 90 . 92 . 91 6. 10 29. 1 . 85 Japan .81 China .88 .80 . 81 . 79 .77 . 71 . 57 .79 . 66 . 70 .65 3. 04 14. 4 .44 1. 68 8. 0 .67 2. 64 12. 6 .79 . 78 . 78 . 77 . 71 2. 51 12. 0 70 . 81 . 69 . 73 . 78 4. 36 20. 7 .95 . 95 . 94 . 95 . 90 . 86 5. 69 27. 1 .95 . 86 . 94 . 93 . 83 . 83 5. 39 25. 7 .90 . 89 .83 . 80 .75 . 66 . 74 1. 66 7. 9 .85 . 65 . 57 5. 08 24. 2 .46 . 67 . 63 1. 75 8. 3 18 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto countries are internally lucid and well defined by the measurement items. We provide the final set of included measurement items in Appendix A and the construct reliabilities (as measured by Cronbachs ? ) and item-to-total correlations in Appendix B. All 12 construct reliabilities (three countries ? four constructs) exceeded the . 70 level that Peter (1979) recommends.To test H1H4 in each of the three country settings, we performed multivariate analyses of variance (MANOVAs) to compare the scores on each of the four multi-item relative capability scales across all four strategic types using SAS general linear model procedure. For each capability scale, we obtained a multiple-item scale by a simple average of the items. As Table 2 shows, the MANOVA F-statistic was significant for all four relative capabilities and in all three countries, so we computed pairwise comparisons to examine the nature of the differences in relative capabilities among the four strategic types. We also include the t-test results of the pairwise comparisons in Table 2.The results in Table 2 provide support for H1H4 in all three countries. (A hypothesis is supported if at least one pairwise comparison is significant and the direction is in t he hypothesized direction. ) As H1 hypothesized, the relative marketlinking capabilities of defenders and analyzers are significantly greater than those of prospectors in all three countries, though the difference between defenders and analyzers is not significant. For example, in the United States, mean scores on market-linking capabilities are 2. 69, 2. 35, and 1. 67 for defenders, analyzers, and prospectors, respectively. The F-statistic from the analysis of variance is 3. 52, which is significant at p . 05.T-tests of the paired comparisons showed that both the defender mean and the analyzer mean were significantly larger than the prospector mean (D P A P) at the p . 05 level. We obtained similar results for the Japanese and Chinese samples. These findings are consistent with H1. Prospectors have lower market-linking capabilities than defenders and analyzers because the latter two strategic types rely primarily on their market-sensing and -linking abilities to serve their cu rrent markets with their current products and technologies. The results also support H2 (prospectors have greater technical capabilities than defenders) in all three countries.For the United States, the prospector and defender means were 3. 42 and 2. 25, respectively, significantly different at p . 05. Both prospectors and analyzers technical capabilities are greater than those of defenders in Japan. The means for prospector, analyzer, and defender were 8. 75, 8. 47, and 7. 84, respectively both prospector and analyzer means were significantly Tests of H1H4 Possession of Capabilities by Different Strategic Types Information Technology Capabilities and Strategic Types 19 20 Table 2. Analysis of Variance Results Relative Capabilities and Strategic Types Strategic Type Prospector 1. 67 (1. 67) 3. 42 (2. 70) 1. 75 (1. 50) 7. 5 (1. 49) 6. 72 (1. 79) 5. 48 (1. 09) 5. 05 (1. 72) 2. 37 (1. 75) 3. 26 (1. 99) 1. 98 (2. 38) 2. 78 (2. 46) 2. 25 (2. 59) 2. 46 (2. 90) 2. 16* 7. 47** 31. 96** 2. 35 (1. 82) 2. 69 (1. 79) 2. 46 (2. 01) 3. 52** Univariate Defender Reactor F-Value Paired Comparisons Hypothesis (t-Tests)a D P A P PD D A D P D R A P P A P D P R A D A R Countries/Relative Capabilities Analyzer Supportedb Yes Yes Yes Yes United States Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Japan 1. 03 (. 91) 8. 75 (1. 23) 3. 58 (2. 36) 9. 48 (. 87) 9. 00 (1. 01) 3. 9 (2. 88) 8. 47 (1. 20) 7. 84 (1. 35) 3. 68 (2. 73) 8. 72 (1. 09) 1. 96 (1. 12) 2. 07 (1. 19) 2. 51 (1. 56) 7. 42 (1. 42) 4. 82 (2. 29) 8. 46 (1. 28) 19. 17** 12. 02** 2. 24* 11. 28** D P A P R D R A R P P D P R A D A R R D R A R P P A P D P R A R Yes Yes No Yes Market-linking capabilities Technical capabilities Marketing capabilities Michael Song, Robert W. Nason, and C. Anthony Di Benedetto IT capabilities Strategic Type Prospector 1. 21 (1. 28) 8. 53 (1. 27) 2. 92 (2. 20) 8. 96 (1. 10) 8. 58 (1. 13) 7. 94 (1. 33) 7. 59 (1. 60) 13. 38** 3. 37 (2. 52) 3. 9 (2. 82) 4. 13 (2. 45) 2. 30* 7. 81 (1. 28) 7. 43 (1. 19) 6. 79 (1. 85) 15. 69** 2. 17 (1. 52) 2. 22 (1. 49) 2. 71 (1. 74) 11. 21** Univariate Defender Reactor F-Value Paired Comparisons Hypothesis (t-Tests)a D P A P R A R P P A P D P R A R D R D P R P P A P D P R A D A R Countries/Relative Capabilities Analyzer Supportedb Yes Yes Yes Yes China Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Information Technology Capabilities and Strategic Types *p . 10. **p . 05. aSignificant differences at p . 0 are reported. bA hypothesis is supported if at least one pair is significantly different in the hypothesized direction. Notes Each cell shows the mean standard deviations are in parentheses. P = prospector, A = analyzer, D = defender, and R = reactor. Table 2. Continued 21 higher than the defender mean at p . 05. In China, prospectors scored higher than analyzers and defenders on this capability (prospector, analyz er, and defender means were 8. 53, 7. 81, and 7. 43, respectively the prospector mean was significantly higher than the other two means at p . 05). H3 was supported in the United States and China samples. For the U. S. ample, defenders had significantly greater marketing capabilities than analyzers, and analyzers had significantly greater marketing capabilities than prospectors. The defender, analyzer, and prospector means on relative marketing capabilities in the United States were 3. 26, 2. 37, and 1. 75, respectively, all significantly different from one another at p . 05 according to the pairwise t-tests. For the Chinese sample, the only differences are the pair between defenders and prospectors and the pair between reactors and prospectors. However, for the Japanese samples, the hypothesis was not supported. The three archetypal strategic types were insignificantly different and, notably, rather low.The reactors had significantly greater marketing capabilities than all other three strategic types. Finally, H4 was also supported in all three countries. approximately without exception, prospectors had greater IT capabilities than analyzers, which in turn had greater IT capabilities than defenders. For example, in the U. S. sample, the relative IT capabilities for prospectors, analyzers, and defenders were 7. 95, 6. 72, and 5. 48, respectively, all significantly different from one another at p . 05. Similar results were found in Japan and China. In summary, our expectations, expressed in our hypotheses, were that prospectors would be strongest in technical and IT capabilities and defenders in market-linking and marketing capabilities.We find support for all these hypotheses in all three countries, and all significant findings were in the hypothesized directions. The next set of hypotheses involves expected cross-national differences in terms of the relationship between capabilities and strategic types due to cultural or business environment differences. Before discussing the direct empirical testing of these hypotheses, however, we explain some preliminary findings regarding cross-national differences using data from Table 2. Market-Linking Capabilities. Reactors had significantly greater relative market-linking capabilities than did other strategic types in both Japan and China, but not in the United States. Market-linking capability = 2. 51 and 2. 71 in Japan and China, respectively in each case, this is the highest capability mean. ) Miles and Snow (1978) find that reactors Tests of H5H8 Cross-National Similarities and Differences 22 Michael Song, Robert W. Nason, and C. Anthony Di Benedetto did not implement strategies consistently and therefore did not fully develop internal capabilities that would enable them to compete successfully. Our results suggest that this expectation is not borne out in Japan or China, possibly because some firms in these countries have well-developed market-linking capabilities but choose to compete as reactors rather than defenders.That is, superior market-sensing skills enable these firms to act successfully as prospectors in certain markets and as adapters or defenders in others. This finding appears to be supported by the H3 results, at least for Japanese firms. Reactors in Japan have significantly greater relative marketing capabilities than all other strategic types. Leaders of a multinational organization doing business against a Japanese competitor should keep in mind that a firm apparently lacking a consistent strategy (i. e. , displaying reactive behavior) may be nonetheless highly skilled in marketing and market linking and, therefore, a surprisingly formidable opponent. Technical Capabilities.Although H2 was largely supported, it is worthwhile to note that across all four strategic types, managers from U. S. firms rated their technical capabilities (relative to competitors) substantially lower than did their Japanese or Chinese counterparts. The means for the United States were 2. 23. 4 on a ten-point scale, and comparable means in Japan and China were 79. This finding suggests that in Japan and China, all strategic types (including defenders and reactors) have well-developed relative technical capabilities. Again, a U. S. firm in competition against, for example, a Japanese defender should not infer low technical capabilities from its competitors defensive posture. Marketing Capabilities.Finally, it was surprising to note that H3, which involves relative marketing capabilities, was not supported in Japan and only partially supported in China. As we renowned previously, Japanese reactor firms have the greatest relative marketing capabilities all other firms are insignificantly different on this capability. In China, defenders rate significantly higher than prospectors in this (as hypothesized), but we found no other significant differences among the archetypal strategic types. Cross-National Differences. To test the cross-national hypotheses (H5H8), we performed additional analyses to compare the means on each relative capability construct across countries for each of the four strategic types using SAS general linear model procedure.We used the same procedure described previously a MANOVA followed by a series of pairwise t-tests to identify significant differences. As Table 3 shows, the F-statistic was significant for 13 of the 16 possible comparisons. Information Technology Capabilities and Strategic Types 23 Consider first the technology and IT capability hypotheses (H6 and H8). Table 3 shows that across all four strategic types, Japanese and Chinese SBUs rate significantly higher than U. S. SBUs in relative technical capabilities. As an example, technical capabilities for prospectors were rated as 8. 75, 8. 53, and 3. 42 for Japan, China, and the United States, respectively (significant at p . 05).This is directly supportive of H6. Japanese and Chinese SBUs also rated significantly higher than their U. S. counterpar ts in relative IT capabilities across all four strategic types therefore, we find only partial support for H8. For prospectors, IT capabilities were 9. 48, 8. 96, and 7. 95 for Japan, China, and the United States, respectively (significant at p . 05). High relative IT capability among Japanese SBUs was expected according to H8, but the high relative IT capability among Chinese SBUs was unanticipated and is worthy of further research. We found less support for the market-linking and marketing capability hypotheses (H5 and H7).Cross-national differences are not very pronounced in the case of relative marketlinking capabilities. As Table 3 shows, U. S. prospector SBUs rate significantly higher than their Japanese and Chinese counterparts, and U. S. defenders rate significantly higher than their Japanese counterparts. These findings are contradictory to the expectations of H5. Given the evidence of Japanese market-linking expertise, it is surprising that Japanese SBUs rate significantl y higher than U. S. or Chinese competitors in market linking only in the case of reactors. In addition, H7 is only partially supported. Japanese and Chinese prospectors and analyzers rate significantly higher than their U. S. ounterparts on relative marketing capabilities. For example, in the case of prospectors, marketing capabilities are rated as 4. 58, 2. 92, and 1. 75 for Japan, China, and the United States, respectively (significant at p . 05). Although we expected high relative marketing capability for Japan, we did not expect the significantly lower marketing capabilities among U. S. SBUs. Nevertheless, consistent patterns appear with respect to the cross-national hypotheses and suggest directions for further research. word AND CONCLUSION According to the Miles and Snow (1978) typology, organizations adopt certain mechanisms to respond to environmental changes.That is, they choose to be pioneers in product or market development or to protect existing positions within their niches, or they seek some kind of intermediate position between these two extremes. As a result, firms exhibit relatively consistent strategies, or patterns of product-market innovation decisions, in response to environmental shifts. Furthermore, a firm that pursues a granted strategy develops certain capabilities that help it implement that strategy, thus increasing the likelihood that it will continue to use the same strategy in response to future tense environmental shifts. As Ham- 24 Michael Song, Robert W. Nason, and C. Anthony Di BenedettoStrategic Types/ Relative Capabilities United States 1. 67 3. 42 1. 75 7. 95 9. 48 8. 96 33. 14** 3. 58 2. 92 13. 91** 8. 75 8. 53 202. 00** 1. 03 1. 21 4. 74** area Japan China Univariate F-Value cross country Comparisonsa U. S. China U. S. Japan Japan U. S. China U. S. Japan China Japan U. S. China U. S. Japan China Japan U. S. China U. S. Prospectors Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Analyzers 2. 35 2. 78 2. 37 6. 72 9. 00 8. 58 3. 59 3. 37 8. 47 7. 81 230. 38** 5. 46** 58. 07** 1. 96 2. 17 1. 16n. s. Japan China Japan U. S. China U. S. Japan U. S. China U. S. Japan China Japan U. S. China U. S. Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Defenders 2. 69 2. 25 3. 26 5. 48 8. 72 3. 68 3. 69 7. 94 7. 84 7. 43 2. 07 2. 22 2. 70* 163. 99** . 54n. s. 121. 94** U. S. Japan Japan U. S. China U. S. Japan China Japan U. S. China U. S. Market-linking capabilities Technical capabilities Marketing capabilities Information Technology Capabilities and Strategic Types IT capabilities Table 3. Analysis of Variance Results Cross-National Comparisons 25 26 Table 3.Continued Country United States 2. 46 2. 46 1. 98 5. 05 8. 46 7. 59 4. 81 4. 13 7. 42 6. 79 2. 51 2. 71 . 17n. s. 38. 68** 7. 99** 28. 82** Strategic Types/ Relative Capabilities Japan China Univariate F-Value Cross-Country Comparisonsa Ja pan U. S. China U. S. Japan U. S. China U. S. Japan China Japan U. S. China U. S. Reactors Market-linking capabilities Technical capabilities Marketing capabilities IT capabilities Michael Song, Robert W. Nason, and C. Anthony Di Benedetto *p . 10. **p . 05. aSignificant differences at p . 10 are reported. Notes n. s. = not significant. brick (1983, p. ) notes, prospectors tend to want to continue prospecting defenders tend to want to continue defending. Among the capabilities Miles and Snow investigate are technology, structure, management processes, and power distribution. As we noted previously, the Miles and Snow (1978) typology is, above all, a typology of innovation strategies. In this study, we mapped four capabilities of interest to innovating firms (market-linking, technical, marketing, and IT capabilities) onto the Miles and Snow strategic typologies. We hypothesized (in H1H4) that prospectors, which typically pursue a first-mover strategy through product-ma rket innovation, would need to build up technical and IT capabilities.Similarly, defenders, which are most concerned with preserving protected market segments with existing technology, must develop market-linking and marketing capabilities. We found supporting evidence for all these hypotheses in firms from all three countries. We then developed and tested a set of cross-national hypotheses (H5H8), based on cultural and business environment differences existing among the United States, Japan, and China. Our development and empirical testing of these hypotheses represent a significant advance of the literature beyond the contributions of DeSarbo and colleagues (2005, 2006). We found clear support for one of the four hypotheses (H6), partial support for two others (H7 and H8), and no support for the last (H5).In general, the cultural and business environment general in Japan and China has given SBUs in those countries relative advantages in technology and IT capabilities (H6 and H8), yet we did not observe anticipated advantages in market-linking and marketing capabilities (H5 and H7). This study has some implications for theory development and further research. In general, the results support the hypotheses that relative to other organizations, prospectors develop greater technical and IT capabilities so that they can pursue first-to-market initiatives and that defenders develop greater market-linking and marketing capabilities so that they can respond effectively to marketplace changes.These findings lend support to the Miles and Snow (1978) typology and to the contention that organizations tend to respond in certain, consistent ways to environmental change. Therefore, our findings can be interpreted as further empirical support of the Miles and Snow typology, originally conceived after an exploratory study of a limited number of industries but empirically supported in other settings (Hambrick 2003). Our findings are also consistent with Hambricks (1983) cont ention that prospectors want to keep prospecting and consequently develop the capabilities most closely related to Information Technology Capabilities and Strategic Types 27 prospecting more than do other firms. Because IT has evolved only in the past hardly a(prenominal) years, further research should explore the impact of IT on strategic choices.Because no existing theories are sufficient to enable us to predict a priori the nature of cross-national differences in the relationship between the four capabilities and strategic types, further research also should examine further our preliminary results regarding cross-national differences in relative capabilities. In addition, note that our model provides evidence of the validity of Conant, Mokwa, and Varadarajans (1990) 11-item scale for assessing strategic type in both Japan and China. We believe that this is the first application of this scale in China and one of the first in Japan (for an earlier Japanese application, see Dyer an d Song 1997). There are several notable managerial implications. The Miles and Snow (1978) typology suggests that organizations must do a sincere internal and external assessment when planning strategic moves for future competition.The external assessment should include analysis not only of likely opportunities or developments in product, market, and technology but also of past moves by primary competitors classified by strategic type. In the internal assessment, the organizations leaders must identify honestly the firms strengths and recognize its weaknesses in light of external challenges. They must then choose a strategic stance, deciding how it can best capitalize on the strengths and overcome the weaknesses. Although this recommendation is hardly new, it is important in this context to recognize that there is a mutually complementary relationship between capabilities and strategies.Relative strengths in technology and IT capabilities might suggest that a prospector (or even an analyzer) strategy could be a more appropriate choice than a defender strategy. Consistent, successful pursuit of a prospector strategy over time should help a firm develop these relative strengths and enable it to retain its competitive advantage. This implicitly suggests also that a firm that recognizes itself as a reactor type should use its internal assessment to decide which archetypal strategic type it should strive to become. Cross-national differences in strategic type also carry managerial implications. Previously, we noted several

Phu Quoc

To Yen Ngan ELP 6 Lecturer Mr. James Topic Tourism in Phu Quoc Island Phu Quoc Island is regain in Thailand Bay, lies in front of the Cambodia cost, 45km from Ha Tien to the West and 15 km from S come onh Cambodia. Phu Quoc is located in the tropics and is affected by oceanic climate. These are the reasons why Phu Quocs climate is always macrocosm temperate with average temperature from 24oC 27oC.The ideal time for tourist to visit Phu Quoc Island is from November to January (Lunar calendar) because in this time the sea is so calm and the amount of tourist lead decrease thats why the price of hotel and food bequeath be more reasonable for everybody. Phu Quoc Island is an attractive island with not only fresh and wide virgin forests only when also the most sightly and clearest beaches. The island like an armed fortress of the Vietnamese navy, and 80% of the island is protected as the Phu Quoc National Forest.Phu Quoc is a beautiful island, bathed in the warm tropical sun the se a is clear and green. hobby are some famous attraction about Phu Quoc Island. Firstly is Coi Nguon museum. This is an interesting place to discover and sack out more about the culture and the history of Phu Quoc. This museum displays lots of ceramics, bronze and stone tools, and animal and sea mammalian skeletons. Besides, there is some art work made by people from Phu Quoc using materials that are particularised to Phu Quoc like sea shells and drift wood.Secondly is Phu Quoc Pearl Farm. Visiting this place, everybody have chance to find out about the way how pearl is cultivated. There is also displayed area with lots of pearl collections for your contemplation and shopping. At night, tourists can enjoy the night market in Duong dingdong. Night Markets is located in the middle of Duong Dong and it bustles with trade in fish, fruit, and vegetables. There are many activities in Phu Quoc Island. After enjoying swimming in the ost beautiful and clearest beaches, you can hire a boat t o go fishing or do sightseeing in fresh and wide virgin forests or join a boat tour discovering the ocean, experience the fishermen chance(a) life for snorkeling around some coral reefs, having lunch onboard, enjoy sea urchin a forte of Phu Quoc. Phu Quoc is also famous for impressive and colorful coral islands. Moreover, tourists can free at leisure for diving event to discover the habitats of corals and fishes, or participating sports on the beach such as water Moto, parachuting glide, kayaking, semivowel boats njoy fresh local seafood. In conclusion, a visit to Phu Quoc Island is a good, an ideal and affordable opportunity to decompress after hard working or studying and learn many new things in life. Tourists will be received many benefits from the trip to Phu Quoc Island such as make new friends, increase knowledge, seek the historical and cultural traditional of Vietnam many historical and cultural monuments that are connected closely with diverse stage of the Mekong D elta and countrys development. increase significantly self-confident and love natural, etc. List of References * http//www. phuquocexplorer. com (Phu Quoc explorer 2010, All rights reserved Design by IT-DULICHPHUQUOC. INFO) * http//www. dulichphuquoc. com/2010/03/02/di-cau-ca-va-kham-pha-dao-hoang/ (2005 2010 Du Lich Phu Quoc) * http//www. mekongstay. com/vietnaminformations/phuquocisland/18. html (MekongStay co. Ltd 2007)

Figure of Speech and Ancient Greece Essay

Modernity has certainly evolved from the time of the quaint Greece. However, the advancements in technology have not necessarily created a Utopian society. In Icarus, a poem by Edward Field, a mythological fount is placed in the bustling and oxymoronic reality of the modern world. Figurative language, irony, syntax, and perspectives are essential elements of Fields relocation of Icarus, whose relocation exposes an alienating and unrelenting 20th century setting. Irony and contrast are at present evident as Icaruss story unfolds in the second millennium of the common era.Beginning be depicting the setting and its inhabitants, the speaker highlights some oxymorons in current behavior. Witnesses to Icaruss mishap run mop up to a gang war, a cruel satire of urban life and ironical reversion of roles in just one line. Furthermore, Icaruss report at the police station is filed and forgotten, one element denying the direct of the other. In addition to this, modern practices appear to contrast those of Icaruss original setting in ancient Greece, tales were not written solely sang, and they certainly werent forgotten.Thus, though lacking mention to the protagonist, the first stanza subtly implies immediate differences between Icaruss traditional home and his new one. The second stanza begins with yet another apposition of the original and the modified while the foolish Icarus would have been deemed disobedient in his times, he becomes nice Mr. Hicks in modernity. As the speaker begins to describe Icarus directly, another allusion to modern tenets is made Icaruss suit concealed arms, which we in brief find out though that they are not the arms utilise in gang wars but those with which he attempted flight.Icaruss neighbors cannot perceive his sadness at the failure of his deed, though, and the gentle time (and air) traveler does not wish to upset them by revealing the truths. In this case, a metonymic front yards is used by the speaker to symbolize the suburban l ifestyle and moralistic attitude of the people surrounding Icarus. In creating the final analogies and contrasts between the past and present Icaruses, the speaker draws into the tragic hero side of the protagonist and uses it in a rhetorical question at the end of the second stanza.Unfortunately for Icarus, it seems, he did not communicate to his death but to the middling stature of the merely talented he cannot find serenity in an environment where personal judgment (Icaruss neighbors) cannot reconcile with the group activities (participating in committees and riding commuter trains). apply anaphora, the first two lines of the third stanza convey Icaruss longing for tragic departure, juxtaposing nightly reflection and effortless attempts at flight.Lacking the success he had in the past, even though it had cost him, Icarus comes to the conclusion that his role would have been much more satisfactory had he drowned. Field employs techniques of content (contrast and irony) and of h ow the content is shaped (anaphora and tropical language). In doing so, he conveys both poetically personal reflections and an effective change of Icaruss setting, shaping this bend as an even more tragic story for the protagonist than his death in had been.

The Hunters: Phantom Chapter 2

Dear Diary,I AM alkali I can hardly d are to believe it, only if here I am.I woke with the strangest feeling. I didnt know where I was and just lay here smelling the clean cotton-and-fabric-softener scent of the sheets, trying to foresee out why everything steped so familiar.I wasnt in Lady Ulmas mansion. There, I had slept nestled in the smoothest satin and softest velvet, and the blood had smelled of incense. And I wasnt at the boardinghouse Mrs. Flowers washes the bedding there in some weird-smelling herbal mixture that decorous says is for protection and good dreams.And suddenly, I knew. I was home. TheGuardians did it They brought me home.Everything and nothing has changed. Its the same room I slept in from when I was a tiny baby my polished cherry-wood dresser and rockingchair the niggling stuffed black-and-white dog phlegm won at the winter carnival our junior year perched on a shelf my rolltop desk with its cubbyholes the rhetorical antique mirror above my dresser an d the Monet and Klimt posters from the museumexhibits Aunt Judith took me to in Washington, DC. Even my comb and brush are lined up neatly side by side on my dresser. Its all as it should be. I got out of bed and used a silver letter opener from the desk to pry up the enigmatical board in my closet floor, my old hiding clothe, and I found this diary, just where I hid it so many months ago. The last entry is the one I wrote ahead Fo follow upstairss Day rearward in November, before I died. Before I left home and neer came back. Until now.In that entry I critical our plan to steal back my other diary, the one Caroline took from me, the one that she was planning to read out loud at the Founders Day pageant, knowing it would ruin my spiritedness. The very next day, I drowned in Wickery Creek and arise again as a vampire. And then I died again and returned as a human, andtraveled to the deplorable Dimension, and had athousand adventures. And my old diary has been sitting right here where I left it under the closet floor, just waiting for me.The other Elena, the one that the Guardiansplanted in everyones memories, was here all these months, dismission to school and living anormal life. That Elena didnt write here. Im relieved, true(a)ly. How creepy would it be to see diary entries in my handwriting and not remember any of the things they recounted? Although that might have been helpful. I have no intellect what everyone else in Fells Church thinks has been happening in the months since Founders Day. The whole town of Fells Church has been given a good start. The kitsune destroyed this town out of sheer malicious mischief. Pitting children against their parents, reservation people destroy themselves and everyone they loved. notwithstanding now none of it ever happened.If the Guardians made good on their word,everyone else who died is now alive again shortsighted Vickie Bennett and Sue Carson, murdered byKatherine and Klaus and Tyler Smallwood back in the winter disagreeable Mr. Tanner those innocents that the kitsune killed or caused to be killed. Me. All back again, all starting over. And, move out for me and my closest friends Meredith, Bonnie, Matt, my darling Stefan, and Mrs. Flowers no one else knows that life hasnt gone on as usual ever since Founders Day.Weve all been given another chance. We did it. We saved everyone.Everyone except Damon. He saved us, in theend, but we couldnt save him. No matter how hard we tried or how desperately we pleaded, there was no way for the Guardians to bring him back. And vampires dont reincarnate. They dont go to Heaven, or Hell, or any pleasing of aft(prenominal)life. They just disappear.Elena stopped writing for a moment and took a deep breath. Her eyeball fil ed with tears, but she bent over the diary again. She had to tel the whole truth if there was going to be any channelize to keeping a diary at al . Damon died in my arms. It was agonizing towatch him slip off from me. besi des Ill never let Stefan know how I genuinely felt about his brother. It would be venomous and what good would it do now?I still cant believe hes gone. There was no one as alive as Damon no one who loved life more than he did. Now hell never know At that moment the door of Elenas bedroom suddenly flew open, and Elena, her heart in her throat, slammed the diary shut. But the intruder was only her younger sister, Margaret, dressed in pink flower-printed pajamas, her cornsilk hair standing straight up in the middle like a thrushs feathers. The five-year-old didnt decelerate until she was almost on top of Elena and then she launched herself at her through the air.She landed squarely on her older sister, knocking the breath out of her. Margarets cheeks were wet, her eyes shining, and her little hands clutched at Elena. Elena found herself holding on just as tightly, feeling the weight of her sister, inhaling the wise scent of baby shampoo and Play-Doh.I preoccupied you Margaret said, her voice on the verge of sobbing. Elena I missed you so muchWhat? Despite her effort to make her voice light, Elena could hear it shaking. She realized with a dork that she hadnt seen Margaret really seen her for more than eight months. But Margaret couldnt know that. You missed me so much since bedtime that you had to come travel rapidly to find me?Margaret drew slightly away from Elena and stared at her. Margarets five-year-old clear blue eyes had a look in them, an intensely knowing look, that sent a shiver drink Elenas spine.But Margaret didnt say a word. She simply tightened her grip on Elena, curling up and letting her head rest on Elenas shoulder. I had a bad dream. I dreamed you left me. You went away. The last word was a quiet wail.Oh, Margaret, Elena said, smooching her sisters warm solidity, it was only a dream. Im not going anywhere. She closed her eyes and held on to Margaret, praying her sister had truly only had a nightmare, and that she hadnt slipped thr ough the cracks of the Guardians spel .Al right, cookie, time to get a move on, said Elena after a few moments, gently tickling Margarets side. Are we going to have a fabulous breakfast together? Shal I make you pancakes?Margaret sat up then and gazed at Elena with wide blue eyes. Uncle Roberts making waffles, she said. He always makes waffles on Sunday mornings. Remember?Uncle Robert. Right. He and Aunt Judith had gotten married after Elena had died. Sure, he does, bunny, she said lightly. I just forgot it was Sunday for a minute.Now that Margaret had mentioned it, she could hear someone down in the kitchen. And smel something delicious cooking. She sniffed. Is that bacon?Margaret nodded. Race you to the kitchenElena express joyed and stretched. Give me a minute to wake al the way up. Il meet you down there. Ill get to talk to Aunt Judith again, she realized with a sudden burst of joy. Margaret bounced out of bed. At the door, she paused and looked back at her sister. You real y a re coming down, right? she asked hesitantly.I real y am, Elena said, and Margaret smiled and headed down the hal .Watching her, Elena was struck once more by what an amazing second chance third chance, real y shed been given. For a moment Elena just soaked in the essence of her dear, darling home, a place shed never thought shed live in again. She could hear Margarets light voice chattering away merrily downstairs, the deeper rumble of Robert answering her. She was so lucky, despite everything, to be back home at last. What could be more wonderful?Her eyes fil ed with tears and she closed them tightly. What a stupid thing to think. What could be more wonderful? If the crow on her windowsil had been Damon, if shed known that he was out there somewhere, ready to flash his faineant smile or even purposely aggravate her, now that would have been more wonderful.Elena opened her eyes and blinked hard several times, wil ing the tears away. She couldnt fal apart. Not now. Not when she w as about to see her family again. Now she would smile and laugh and hug her family. Later she would col apse, indulging the sharp ache inside her, and let herself sob. After al , she had al the time in the world to mourn Damon, because losing him would never, ever stop hurting.

FISCAL POLICY Essay Example | Topics and Well Written Essays - 2000 words

FISCAL POLICY - Essay Example3). Towards meeting the objectives, the UK government take two fiscal rules (HM Treasury 2008, p. 3). The first rule is the golden rule that holds government must scoop let out only to invest and non fund current spending (HM Treasury 2008, p. 3). The second rule is expound as the sustainable investment rule and requires that the public sector as a proportion of gross domestic product would be held over the economic cycle at a stable grade and prudent aim (HM Treasury 2008, p. 3). In general, under the second rule, net debt would be maintained below 40 per centime of GDP over the economic cycle (HM Treasury 2008, p. 3). The Economist Online Magazine reported January 20th this course of study that an important component of UKs fiscal management is the UK governments constitution of opening up the public services to competition and hush-hush providers to much greater extent than any of its predecessors. As shown by the graph captured by Figure 1, however, despite opening up the public services to competition and private providers, both the real and nominal measure out of public services have been on the rise in the United Kingdom since 1996. ... According to Adam et al. (2010, p. 2), UK gross in the last thirty years is not much different from the policies that other countries have implemented worldwide government has increased the share of value added taxes but reduced both specific and income taxes. Yet at the same time, Adam et al. (2010, p. 2) described the UK taxation has been unusual to some extent in the following respects UK imposed zero VAT to umpteen goods compared to other countries. UK abolished tax relief for mortgage interests. UK has only a small share of tax revenues from favorable security contributions. UK has an unusually large share from recurrent taxes on buildings. Even if indeed thither was redistribution in favour of the poor through taxation, Adam et al. (2010, p. 3) were unsure if inequality in the UK has decreased. This observation appears indicative that lessening of inequality does not constitute to be a main cornerstone of the UKs tax policy in the UKs fiscal framework. According to Adam et al., the redistribution in favour of the poor that has taken settle was done to strengthen financial work incentives before anything else (2010, p. 3). In summarizing the main tax reforms from 1978 to 2008, Adam et al. (2010, p. 11) pointed out the following The basic rate from income tax was reduced from 33% to only 20% The top rate of 98% from unearned income and 83% of earnings was reduced to a significantly low 40%. The high value-added tax higher rate of 12.5% was abolished but the standard rate increased from 8% to 17.5% (recall however that there are relatively many item that are zero-rated in terms of VAT taxes). Capital gains taxes returned to a flat rate. Inheritance taxes replaced capital transfer