The Epstein-Glaser causal approach to the light-front QED(4). I: Free theory

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

The Epstein-Glaser causal approach to the light-front QED(4). II: Vacuum polarization tensor

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

Jüdischer Glaser [Illustration] : Kohlezeichnung

Henryk Glicenstein

Rabbi M. Glaser [Illustration] : aus Klausenburg (Transsylvanien), ein Führer der religiös-traditionellen Zionisten (Misrachi)

Scan von Monochrom-Mikroform

Eduard Glaser

S. Lichtenstädter

Dr. Eduard Glaser und Dr. J. S. Bloch

Die Welt / Redaktion

Da heut durch Gottes Gnad der frohe Tag erscheint, und sich die Glaser-Kunst zwei hundert Jahr vereint, will dieses Ehrenmaal mit innigsten Ergötzen, aus Pflicht und Schuldigkeit, der spaten Nachwelt setzen ...

Gottlieb Siegmund Wolf, Poes. Cult. auch Lobspr. [Stecherzeichen im Kupferstich:] A H

Uber die anomale Anderung des longitudinalen Elastizitatsmoduls einiger Glaser mit der Temperatur und die Uberfuhrung des nach Erhitzungen sich ergebenden Akkommdationszustandes in einen elastischen Normalzustand mittels gewisser Schwingungen.

Thesis (doctoral)--Jena.

Ueber einige derivate der zimmtsaure und der beiden glaser'sche...

Thesis (doctoral)--

The importance of organisational culture to improve a project selection process : case of public infrastructure project in Indonesia

Project selection is a decision-making process that is not merely influenced by technical aspects but also by the people who involved in the process. Organisational culture is described as a set of values and norms that are shared by people within the organisation that affects the way they interact with each other and with stakeholders from outside the organisation. The aim of this paper is to emphasize the importance of organisational culture on improving the quality of decisions in the project selection process, in addition to the influence of technical aspects of a project. The discussion is based on an extensive literature review and, as such, represents the first part of a research agenda investigating the impact of organisational culture on the project selection process applicable specifically to road infrastructure contracts. Four existing models of organisational culture (Denison 1990; Cameron and Quinn 2006; Hofstede 2001; Glaser et al 1987) are discussed and reviewed in view of their use in the larger research project to investigate the impact of culture on identified critical elements of decision-making. An understating of the way organisational culture impacts on project selection will increase the likelihood in future of relevant government departments selecting projects that achieve their stated organisational goals.

The impact of organisational culture on the project selection process : The case of public infrastructure project in Indonesia

Project selection is a complex decision-making process as it involves multiple objectives, constraints and stakeholders. Understanding the organisation, in particular organisational culture, is an essential stage in improving decision-making process. The influences of organisational culture on decision-making can be seen in the way people work as a team, act and cooperate in their teamwork to achieve the set goals, and also in how people think, prioritize and decide. This paper aims to give evidence of the impact of organisational culture on the decision-making process in project selection, in the Indonesian context. Data was collected from a questionnaire survey developed based on the existing models of organisational culture (Denison 1990, Hofstede 2001, and Glaser et al 1987). Four main cultural traits (involvement, consistency, mission and power-distance) were selected and employed to examine the influence of organisational culture on the effectiveness of decision-making in the current Indonesian project selection processes. The results reveal that there are differences in organisational cultures for two organisations in three provinces. It also suggests that organisational culture (particularly the traits of ‘involvement’, ‘consistency’ and ‘mission’) contribute to the effectiveness of decision-making in the selected cases.

Introduction to grounded theory

Grounded theory, first developed by Glaser and Strauss in the 1960s, was introduced into nursing education as a distinct research methodology in the 1970s. The theory is grounded in a critique of the dominant contemporary approach to social inquiry, which imposed "enduring" theoretical propositions onto study data. Rather than starting from a set theoretical framework, grounded theory relies on researchers distinguishing meaningful constructs from generated data and then identifying an appropriate theory. Grounded theory is thus particularly useful in investigating complex issues and behaviours not previously addressed and concepts and relationships in particular populations or places that are still undeveloped or weakly connected. Grounded theory data analysis processes include open, axial and selective coding levels. The purpose of this article was to explore the grounded theory research process and provide an initial understanding of this methodology.