Improved sugar-cane farming systems

This project - Improved Sugarcane Farming Systems (BSS286) - was designed to build on the outcomes of phase 1 and 2 or the Sugar Yield Decline Joint Venture (STDJV). Thus its main focus was on issues that had been identified in the SYDJV that were not fully researched in the earlier programs and/or required further development.

Tipología de las spin-offs en un contexto universitario: una propuesta de clasificación

[ES] En los últimos tiempos existe un énfasis creciente en la comercialización de la investigación universitaria a través de la creación de empresas (spin-offs). Ahora bien, los fenómenos que el concepto de spin-off universitaria trata de abarcar no son homogéneos. Por esta razón, parece conveniente dilucidar las múltiples realidades que abarca organizándolas mediante tipologías.

Reflexiones en torno a las formas de implantación de empresas extranjeras en Cuba (especial referencia al derecho español)

En los años 90, con la caída del comunismo, Cuba perdió los mercados de los que importaba gran parte de sus bienes tanto de equipo como de consumo. Esta situación fue el punto de partida de numerosas reformas legislativas cuya fi nalidad era hacer atractiva la inversión por parte de empresas provenientes de países con un sistema político distinto. Sin embargo, el Gobierno cubano analiza caso por caso cada forma de inversión extranjera y solamente se autoriza si favorece el desarrollo del país y respeta la soberanía y la independencia nacionales. La forma de implantación más estable es crear una sucursal desde la que se pueden gestionar toda clase de negocios e inversiones que pueden tener forma de contrato de depósito bajo régimen de aduana, o consignación en almacén cubano. Sin embargo la forma más duradera y que permite una mayor penetración del mercado es la asociación con otra empresa cubana sea a través del contrato de producción cooperada o de la joint-venture en su forma contractual o societaria.

U.S. Fisheries Management and Foreign Trade Linkages: Policy Implications for Groundfish Fisheries in the North Pacific EEZ

The groundfish resources of the U.S. Exclusive Economic Zone (EEZ) off Alaska, dominated by Alaska or walleye pollock, Theragra chalcogramma, Pacific cod, Gadus macrocephalus, and flatfishes, Pleuronectidae, can sustain annual commercial harvests well in excess of 2 million metric tons (t). As recently as 1979, foreign fisheries took 99 percent of the annual harvest supported by these resources. This has changed dramatically during the 1980's. The foreign fisheries have received rapidly decreasing allocations, first as joint venture fisheries expanded and, more recently, as the domestic fisheries have grown. Joint venture fisheries are fisheries in which domestic fishing vessels deliver their catch directly to foreign processing vessels in the EEZ. By 1986, the joint venture and domestic fisheries accounted for 66 percent and 8 percent, respectively, of the annual harvest. The preliminary corresponding figures for 1987 are 78 and 18 percent.

An assessment of the stock of scad and mackerel at Sofala Bank and Boa Paz, Mozambique

The fishery for scad and mackerel along the coast of Mozambique began as a licensed fishery in 1977. In 1980, Mosopesca, a joint venture between Mozambique and the Soviet Union was formed and the licensed fishery ceased. Mosopesca started fishing with four vessels, but since 1984 the number of vessels has gradually been increased and at the end of 1985 a total of seven vessels was in operation. This report contains an updated assessment based mainly on information collected from July 1984 to May 1986.

Catch assessment surveys in Lake Victoria

The purpose of this report is to describe very briefly the new program of catch assessment surveys in Lake Victoria. The CAS program, less than a year old is a joint venture of EAFFRO and the Fisheries Departments of the partner states, with assistance from FAO Statistician. The program arose out of the need to establish uniform statistically sound system of data collection in Victoria fisheries, has a topic of discussion at past meetings of the Fisheries Technical Committee.

企业经营风险决策的组织行为学研究

This thesis has investigated the risk preferences of the Chinese company managers in kinds of simulated decision situations and their perceptions of risk concerning types of business decisions. Four studies are conducted: Study I is utility analysis. 214 company managers and 46 middle - school headmasters have responded to Utility Measurement Survey. The results indicate: (1) The risk preferences of the managers vary in the different decision situations. In most of the situations, most of the managers are risk aversion; In few situations, they are risk-seeking. (2) In some of the decision situations, there are significant differences on risk preference between business managers and school headmasters, male managers and female managers, senior managers and junior managers, managers with high qualifications and managers with low qualifications, non-state-owned firms' managers and state-owned firms' managers, medium-small sized firms' managers and large-sized firms' managers. In the other situations there aren't significant differences between them. (3) In all of the decision situations, so significant differences on risk preference are found among managers with different marriage, experience, age and education. Study II is risky decision simulation. The Risky Decision Situations Simulation Survey is administered to 82 company managers. The result indicates that firm culture, business condition, survival limit and risk preference of the superior influence the managers' risk decision-making behavior. Study III is perceptions of business decision risks. 68 company managers have filled in Decision Cases Risk Perception Inventory. The results indicate: (1) Inaccurate market analysis and prediction, instable politics and the changes of economic policy are the more risky elements to strategy decision. (2) Erroneous market analysis and prediction, appearance of new technology and the changes of market demands are the more risky elements to investment decision. (3) Poor quality control, backward technology and too large stocks are the more risky elements to production decision. (4) Shortage of development fund, wrong choice in development project and limitation of the development ability are the more risky elements to new production development decision. (5) No payment of the foreign partner's capital, the changes of national relevant policy, difficulty in marketing, too high selling prices of foreign partner's equipments are the more risky elements to joint-venture decision. (6) Unfamilarity with oneself and misjudgement in qualification of oneself are the more risky elements to personnel decision. (7) Bad market of the product, defects in product quality and the changes of consumers demands are the more risky elements to marketing decision. (8) Wrong strategy and ambiguous goals are the more risky elements to public relation decision. (9) Violation of the law, ambiguous goals and poor creation are the more risky elements to advertisement decision. (10) Deterioration of diplomatic relations, unsuitable products for foreign consumers and unfamilarity with foreign market are the more risky elements to international business decision. Study IV is structured interview. 5 company managers have answered all questions of the Interview Questionnaire. The results indicate: (1) The managers think that risks are the possible unfavourable consequences of decisions; (2) The self-ratings of the managers coordinate with the results of utility measurement; (3) The managers admit that risks always accompany bussiness decision; (4) Individual difference is found among managers on risk perception. This thesis has also pointed out the important implications of the research and discussed several further questions.

Organizational and financial transparency in the website of the foundations: an empirical study for Spain

Transparency in nonprofit sector and foundations, as an element to enhance the confidence of stakeholders in the organization, is a fact shown by several studies in recent decades. Transparency can be considered in various fields and through different channels. In our study we focused on the analysis of the organizational and economic transparency of foundations, shown through the voluntary information on their Website. We review the theoretical previous studies published to put to the foundations within the framework of the social economy. This theoretical framework has focused on accountability that make foundations in relation to its social function and its management, especially since the most recent focus of information transparency across the Website.In this theoretical framework was made an index to quantify the voluntary information which is shown on its website. This index has been developed ad hoc for this study and applied to a group of large corporate foundations.With the application of these data are obtained two kind of results, to a descriptive level and to a inferential level.We analyzed the statistical correlation between economic transparency and organizational transparency offered in the Website through quantified variables by a multiple linear regression. This empirical analysis allows us to draw conclusions about the level of transparency offered by these organizations in relation to their organizational and financial information, as well as explain the relation between them.

Manutenção ferroviária

Relatório de Estágio para obtenção do grau de Mestre em Engenharia Civil

How to monitor and improve Unilever JM Supply Chain processes to become the best of Portugal’s sector in 2015?

Unilever Jerónimo Martins is a Portuguese joint-venture leading firm in what concerns the supply chain industry of fast-moving consumer goods in Portugal. The scope of analysis of this Work Project is focusing on Unilever-JM operations and services in the Portuguese market regarding quality, efficiency and effectiveness over B2B customers. It will be analysed the possibility of development and implementation of a performance measurement system, Tableau de Bord, which will be crucial for the identification of potential opportunities of improvement with impact in the supply chain processes. This will be completed through the establishment of KPI’s to monitor and manage periodically logistics, planning and customer service processes’ performance, which are the ones where the bottlenecks are impacting more in the supply chain. In this work project the nexus causality for the problems will also be discussed and some recommendations will be prepared to tackle the inefficiencies found through the monitoring of the previous core processes, in order to improve efficacy and quality service of the supply chain.

Burgoyne Centre for Entrepreneurship fonds

An Entrepreneurship Centre was established at Brock University in 1988 as a joint venture between the University and the City of St. Catharines. In Januaray 1989, a generous donation was made to the Centre by the Burgoyne family, proprietors of the St. Catharines Standard. The Centre subsequently became known as the Burgoyne Centre for Entrepreneurship (BCE). The Centre’s mission was to “promote excellence in research, education and training for entrepreneur development and new venture creation”. To achieve this objective, it was necessary for the BCE to become a community focal point and serve as a link between academic, private and government sectors in the Niagara Region that were involved in entrepreneurial activities. This was primarily done with the provision of educational programs offered through cooperating organizations. Funding for the Centre came from multiple sources, including fees for services and contract research, endowments and grants, as well as Brock University. An Advisory Council, composed of local prominent businesspeople and chaired by Henry Burgoyne, assisted the Centre with promotion and fundraising. The partnerships established by the BCE with other community bodies such as the Lincoln County Board of Education and the Niagara Region Development Corporation resulted in important collaborative community initiatives such as the Niagara Enterprise Agency and the New Enterprise Store. Such collaborations increased the Centre’s profile without duplicating or competing with services offered by existing agencies. The BCE was also instrumental in establishing an entrepreneurship curriculum for secondary school students, and collaborated with the Faculty of Education at Brock University to offer an Ontario Secondary School Entrepreneurship Specialist Teaching Certificate Program to teachers. As the BCE became more prolific in the community, and the iniatives it fostered in the community began to thrive, the Centre’s leadership required the authority to make instantaneous decisions. This was at odds with the hierarchical structure of the University, to which the BCE was accountable. Ultimately, this situation led to the demise of the Centre. The university focused its efforts on academic research and undergraduate courses, while the community partners took responsibility for any joint programs.

Thorold Tunnel opening ceremony photographs, September 18,1968.

Construction on the Thorold tunnel began in 1965 and was completed in 1967. It was designed by H. G. Acres & Company Ltd. and built by Pitts-Atlas, a joint venture of C.A. Pitts, General Contractor Ltd., and Atlas Construction Company Ltd. The tunnel replaced two lift bridges (Bridge 9 at Ontario Paper Co. and Bridge 7) that carried traffic over the Welland Canal. The majority of the construction occurred during the winter months, when the canal was closed to shipping. The water was drained and concrete sections shaped liked tubes were poured, creating the tunnel. During the summer months, the end sections of the tunnel were constructed so that shipping could continue uninterrupted. The 24 million dollar project was financed jointly by the Department of Highways and the St. Lawrence Seaway Authority. The tunnel was officially opened on September 18, 1968.

Four Seasons Hotel (Sheraton) records, 1974 – 1980, 1982, n.d.

The Four Seasons Sheraton is located on 5 acres of land in downtown Toronto, Ontario. It opened in October of 1972 as part of a joint venture with the Four Seasons chain. At that time, it was the second largest hotel in Toronto boasting 1,450 rooms. The hotel was advertised as a “city within a city”. The connection with the Four Seasons chain was severed in 1976 when Isadore Sharp (founder) sold his 49% share in the hotel.

Les sociétés de personnes et la problématique de l'intuitus personae, en France et au Québec

"Mémoire présenté à la Faculté des études supérieures en vue de l'obtention du grade de maîtrise en droit (LL.M.)"

Investir en République Populaire de Chine : l'environnement légal et les formes juridiques d'entreprises

L'économie de la Chine a connu au cours des trois dernières décennies une effervescence sans précédent. Dorénavant ouvert sur le monde, ce nouveau marché de près de 1,3 milliard d'individus possède un potentiel commercial et des perspectives de croissance n'ayant aucun équivalent en Occident. Toutefois, partir à la conquête de l'Empire du Milieu peut s'avérer être une aventure périlleuse pour celui qui ne maîtrise pas le cadre contextuel et légal dans lequel les affaires s'opèrent en ces lieux. Le présent mémoire se veut une étude en deux parties des considérations afin de mener à terme avec succès un projet d'investissement en sol chinois. Dans un premier temps, la présente étude tente de démystifier le climat économique, social et légal entourant le monde des affaires en Chine. L'investisseur étranger a tout intérêt à comprendre cet environnement dans lequel nos repères occidentaux sont parfois inexistants. Il s'agit donc, initialement, de comprendre l'évolution récente de ce pays et les transformations profondes que la Chine a connues dans les dernières décennies. Du socialisme à l'économie de marché, le plus grand marché potentiel sur terre s'est ouvert progressivement sur le monde. Sans délai, l'investissement étranger a alors afflué massivement en ces lieux. Fort de l'évolution de son environnement légal, qui se poursuit d'ailleurs toujours à l'heure actuelle, quels sont les principaux enjeux et défis pour un investisseur étranger en Chine? Parmi différentes considérations, l'investisseur étranger doit s'intéresser particulièrement à la place qu'occupent les autorités gouvernementales dans les transactions privées, à la force obligatoire des ententes commerciales et à la résolution de conflits éventuels. Dans un second temps, la présente étude couvre les principales formes juridiques d'investissement accessibles aux investisseurs étrangers afin d'exploiter ou de participer à l'exploitation d'une entreprise en sol chinois. Il s'agit, pour chacune d'entre elles, d'analyser le droit positif posé par le législateur ainsi que de le compléter avec certains éléments pratiques soulevés par des observateurs en la matière. Il s'ensuivra une analyse des différents mécanismes d'acquisition d'entreprise par les investisseurs étrangers. Ultimement, l'étude de cette seconde partie mènera à une analyse comparative des incidences pratiques relativement aux différentes formes d'établissement ou d'acquisition d'entreprise.