Analysis of forecasting capabilities of ground surfaces valuation using artificial neural networks

Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

Development of technological capabilities in an extremely volatile economy. The industrial sector in Argentina

Includes bibliography

Creating capabilities in local environments and production networks

Includes bibliography

Measuring technological capabilities in Mexican industry

Includes bibliography

Structural change and domestic technological capabilities

Includes bibliography

Capabilities and gender: a sum or system of inequalities? The case of Chile

Includes bibliography

Report on activities of the Caribbean Council for Science and Technology: Workshop on Methodology for Assessment of National Science and Technology Capabilities

Informe de la reunion sobre metodologia para la evaluacion de las capacidades nacionales en ciencia y tecnologia, realizada en Suriname, del 12 al 15 de octubre de 1981. Presenta un resumen de los debates, conclusiones y recomendaciones.

Measuring the information society in the Caribbean: an assessment of the capabilities of statistical offices in CDCC member states

Includes bibliography

Las potencialidades de las capacidades tecnológicas actuales en el sector de los productos básicos de América Latina = The potentialities of present technological capabilities in the Latin American commodity sector

Incluye Bibliografía

Expanding the horizontal capabilities of CRT monitors using artificial inter-pixel steps for neuroscience experiments

This article describes the development of a visual stimulus generator to be used in neuroscience experiments with invertebrates such as flies. The experiment consists in the visualization of a fixed image that is displaced horizontally according to the stimulus data. The system is capable of displaying 640 x 480 pixels with 256 intensity levels at 200 frames per second (FPS) on conventional raster monitors. To double the possible horizontal positioning possibilities from 640 to 1280, a novel technique is presented introducing artificial inter-pixel steps. The implementation consists in using two video frame buffers containing each a distinct view of the desired image pattern. This implementation generates a visual effect capable of doubling the horizontal positioning capabilities of the visual stimulus generator allowing more precise and movements more contiguous. (C) 2011 Elsevier Inc. All rights reserved.

From core rigidities to dynamic capabilities: the role of external knowledge. A multiple case study

This study focuses on the processes of change that firms undertake to overcome conditions of organizational rigidity and develop new dynamic capabilities, thanks to the contribution of external knowledge. When external contingencies highlight firms’ core rigidities, external actors can intervene in change projects, providing new competences to firms’ managers. Knowledge transfer and organizational learning processes can lead to the development of new dynamic capabilities. Existing literature does not completely explain how these processes develop and how external knowledge providers, as management consultants, influence them. Dynamic capabilities literature has become very rich in the last years; however, the models that explain how dynamic capabilities evolve are not particularly investigated. Adopting a qualitative approach, this research proposes four relevant case studies in which external actors introduce new knowledge within organizations, activating processes of change. Each case study consists of a management consulting project. Data are collected through in-depth interviews with consultants and managers. A large amount of documents supports evidences from interviews. A narrative approach is adopted to account for change processes and a synthetic approach is proposed to compare case studies along relevant dimensions. This study presents a model of capabilities evolution, supported by empirical evidence, to explain how external knowledge intervenes in capabilities evolution processes: first, external actors solve gaps between environmental demands and firms’ capabilities, changing organizational structures and routines; second, a knowledge transfer between consultants and managers leads to the creation of new ordinary capabilities; third, managers can develop new dynamic capabilities through a deliberate learning process that internalizes new tacit knowledge from consultants. After the end of the consulting project, two elements can influence the deliberate learning process: new external contingencies and changes in the perceptions about external actors.