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The way in which both the interviewer and collaborator have categorised the constructs is now recorded by placing construct codes into their appropriate cells; just four examples, the same ones which appeared in Table 72, are shown above 3 Construct 58, there s a demand for a textbook like this no demand for this topic , was categorised under popularity of topic in the interviewer s analysis, and as current fashion in the collaborator s analysis, so it s placed in row 1, column 1, in this table: a construct on which both are agreed Construct 61, ring-bound covers: bookshop buyers don t like conventional cover: bookshop buyers will accept , was categorised under buyer characteristics by the interviewer but under layout and design by the collaborator Construct 7.

Differentiation between rights and duties, functions and roles that stresses: general and fuzzy role de nitions, not specialised and clear ones; adaptation rather than the attempt to absorb uncertainty; impermanent rights and duties rather than permanent ones; and an orientation on innovation rather than ef ciency Schilling & Steensma (2001, pp 1149 1150) note that despite the wealth of attention being paid to the disaggregration of rms and the formation of inter rm networks, there are few explicitly causal models of this process and even fewer empirical tests In an attempt to address the theoretical underpinnings of the changes taking place in organisational form, Child & McGrath (2001) identify four core theoretical issues associated with these new more loosely coupled organisational forms: 1 Interdependence The scope and depth of interdependence prevalent in business today is at unprecedented levels (Whitman, 1999).

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Advances in information and communication technologies, coupled with changes in regulatory regimes and control over capital ows, have made interdependent operations both more desirable and cost-effective The outcomes for all parties in a transaction are fundamentally entwined with the actions and outcomes of other parties The management of interdependent systems becomes more complex as authority is dispersed, and coordination of changes becomes more unpredictable The presumption that there is advantage in controlling resources within the boundaries of the rm is challenged 2 Disembodiment The traditional link between ownership and control of assets and performance has been broken It is not necessary to physically own an asset to utilise it, and.

Most large companies don t make new employees wait to sign up anymore; in our 2000 survey of nearly 100 big companies, 92 percent reported that employees can join the 401(k) plan immediately That percentage drops dramatically, however, to 25 percent, when you look across the board Vesting periods, though, are a common thing at many companies: In 2000, 35 percent of the companies we surveyed enforced some kind of vesting period And nearly half of those made employees wait ve years or more (sometimes seven) to get their money The good news is that the maximum waiting period, by law, is now six years Companies enforce their vesting schedules in one of two ways: cliff or graded In a cliff schedule, the funds typically become 100 percent vested at completion of ve full years of service.

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tap is left in place by running a wire to the listening post, and is too close to the target s residence or office, it could be detected by physical search or with advanced equipment such as TDRs or phone analyzers, if countermeasures sweeps were performed Inductive Coupled Line Pick Up: This is virtually the same type of hardwire tap as above, however no direct connection is actually made to the line An inductive probe is simply clipped around the telephone wire and the emanations from the wire are picked up by the probe Since no actual electrical contact is made during the tap, not even the most advanced equipment could detect such devices As with the hardwire tap, if a permanent induction tap is left in place too close to the target s residence or office, a thorough physical search could find the tap.

4, advertised heavily in the trade press not advertised in the trade press was placed in the promotion category by the interviewer, but in the trade announcements category by the collaborator Construct 41, big advertising budget small advertising budget was categorised under promotion by the interviewer but under advertising budget by the collaborator..

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