Tatler (Volume 14 1916)

The Winthrop yearbook was published from 1898 to 2002. It has been known as the Tatler since its inception except for 1904 (Lang Syne) and 1918 (Tatler a la Guerre). No yearbook was published in 1900, 1902, 1903, 1905,1906.

Type 14 Design F Port Side; Santa Luisa

Print No: 66

Type 14 Design F Starboard Side; Santa Luisa

Print No:80

Type 14 Design E Port Side; Santa Louisa

print no 66; Initials Lower Right: ELW (Everett Longley Warner)

Type 14 Design E Starboard Side; Santa Louisa

print number 80; Initials Lower Right: ELW (Everett Longley Warner)

Type 14 Design D Port Side; Santa Louisa

red pencil gp?

Type 14 Design D Starboard Side; Santa Louisa

print no 66

Type 14 Design C Starboard Side; Santa Louisa

print no 73

Type 14 Design C Port Side; Santa Louisa

print no 78

Type 14 Design B Starboard Side; Santa Louisa

print no 77

Type 14 Design B Port Side; Santa Louisa

print no 78, discoloration in upper half of print

Type 14 Design A Port Side; Santa Louisa

Print No:163; Discontinued stamp AUG 26 1918

Type 14 Design A Starboard Side; Santa Louisa

Print No.154

O impacto da orientação empreendedora na performance das empresas brasileiras: evidências de um estudo híbrido

The subject entrepreneurship has been gaining strength within the area of strategy, as the entrepreneurial activity represents one of the gears of economic growth and a political social and economic response of the entrepreneur¿s capital. Nevertheless, there are not many studies that investigated if entrepreneurial orientation influences firm performance in Brazil. The objective of the research is to understand and conclude on the relationship between entrepreneurial orientation and firm performance. To achieve this objective, qualitative research through in-depth interviews with 14 managers was followed by quantitative research through data collection involving 104 managers in a heterogeneous sample of 104 companies. The research used the model of Lumpkin; Dess (1996) for entrepreneurial orientation in five dimensions (autonomy, innovativeness, risk taking, proactiveness and competitive aggressiveness), to which two more dimensions were added: strategic alliances and market orientation ¿ that emerged during the qualitative phase of the study. As a result a generic model was obtained ¿ composed of one variable (proactiveness) which positively impacts the firm performance. Proactiveness was also the key factor that positively impacted the firm performance for the service sector and small businesses. For the commercial sector, the model was composed by three dimensions (innovativeness, risk taking and market orientation). While the industry / construction sectors showed no linear relationship between entrepreneurial orientation and firm performance. Competitive aggressiveness is the key factor that impacts positively on firm performance for big companies, whereas for mediumsized companies it is the market orientation which relates positively to firm performance. Finally, there are no significant differences depending on the sector in which the firm operates or its size.