Carolin Decker develops and empirically applies a framework in which business exits serve the purpose of re-establishing a firm’s previously harmed legitimacy. Her findings support the idea that legitimacy needs drive the likelihood of fit-enhancing business exits in divesting firms.
English lexicography and linguistics have always shared close ties, yet the potential of cognitive linguistics for lexicography has only been hesitantly acknowledged in the literature. This is what cognitive lexicography attempts to change by using insights gained in cognitive semantic research for the development of new dictionary features. After a short survey of the history and practice of English monolingual learner lexicography, as well as an outline of the relationship between linguistics and lexicography, three new dictionary features are developed. They cover three different cognitive semantic theories as well as three different parts of the monolingual dictionary entry, each time for a new set of lexemes. Frame semantics, conceptual metaphor theory, as well as cognitive conceptions of polysemy, are used to create a new example section for agentive nouns, a new defining structure for emotion terms and a new microstructural arrangement for particle entries. Dictionary analyses on all, as well as user studies on two of the features, complement these suggestions. The monograph thus presents a new approach to lexicography that incorporates into its description of lexical items how humans perceive and conceptualise language.
Seize control of your company's future--even in times of business disruption and market turmoil From expanding global markets to an intensifying "war" for human resources, disruptive shifts are now a fact of business life. The ability to anticipate and adapt to such changes is what will separate the winners from the losers in the very near future. Creating the organizational agility necessary to compete in this new environment doesn't begin with the brute force of spending huge sums of money. Nor will a "bulletproof" business strategy or a culture of innovation magically transpire without the right foundations in place. You have to begin where all business success starts--with Leadership Pure and Simple. Leadership Pure and Simple gives you the tools to turn today's toughest business challenges into transformative opportunities for profitability and growth. By approaching leadership in a number of ways--including as a strategist, an innovator, a decision maker, a critical thinker, and a process manager--you can lead your company to profitability and growth no matter what the global economy throws your way. Leadership Pure and Simple addresses the broadest and most important changes occurring in society today to help you: Develop strategies built around a central core that are refl ective of local strategic variables Inspire greater degrees of innovation Eschew a defensive "batten down the hatches" approach and look ahead to exploit new opportunities when economic conditions improve Develop a business model for attracting and retaining the best people to meet your goals Foresee how everything from climate change to the expanding gap between rich and poor will affect your particular industry The fallout from our rapidly changing global economy hasn't occurred in force yet. But it's coming. Read Leadership Pure and Simple and learn how to adapt your company to the upheaval going on around it and lead it to ultimate success. Praise for Leadership Pure and Simple "[DPI's] process has been a key catalyst of our growth." -- THOMAS CHUA, chairman, Teckwah Industrial Corporation "The DPI process requires the organization and all its key managers to quite extensively draw on their collective knowledge and experience to formulate answers to the challenging questions framed. We found it easier to do [innovate and change the game] based on the methodology, because the leadership itself had crafted the new strategy and the new business concept." -- CHONG SIAK CHING, CEO, Ascendas "All the knowledge you need [to create a strategy] resides in the head of your own people, and all you need is a process to extract that and look at it differently. It is a powerful concept and the right concept for every organization. I've used it at three organizations and in each case the results have been spectacular." -- STEVE BONNER, CEO, Cancer Treatment Centers of America "New products are the lifeblood of our company. We put this process into place about 18 months ago. And after 18 months, 30 percent of our sales come from new products." -- NEIL McDONOUGH, CEO, Flexcon "Once again, the capable team at DPI has taken a difficult topic and applied their extensive experience in strategic thinking and execution to provide a well-structured, simple, and easy-to-follow approach to building a winning organization." -- MARTIN BANNER, CEO, National Airways Corporation "We thought that if we went through this process, we would get a common understanding and buy-in to our business philosophy. And it defi nitely achieved that objective." -- LAURIE DIPPENAAR, Chair, First Rand Limited
Attention is fundamental to how we experience reality, and yet this notion has been understood and practised in very different ways across history. This interdisciplinary study explores the dynamic relationship between attention and its supposed opposite, distraction, as it unfolds from the eighteenth century to the present day. Its primary focus is on twentieth-century Germany and Austria, where matters of (in)attention gained a unique urgency during a period of social change and political crisis. Building on Enlightenment practices of self-observation, nineteenth-century Germany was the birthplace of experimental psychology, a discipline which sought to measure and potentially enhance human attention. This approach was also adopted outside the psychological laboratory—for instance in the First World War, when psychological testing was used to select soldiers for particular strategic positions. After the war these techniques filtered through into everyday life. Weimar Germany was unique in the western world in rolling out the methods of 'psychotechnics' across civilian society—in fields such as work and education, advertising and mass entertainment. This state-sponsored programme aimed to reshape people's minds and behaviour in order to build a more efficient, streamlined society. But as this study shows, this initiative also had profound repercussions in the fields of thought, literature, and culture. New readings of leading writers and intellectuals of the period—Kafka, Musil, Kracauer, Benjamin, and Adorno—are interspersed with broader cultural-historical chapters dedicated to the history of psychology and psychiatry, to Weimar self-help literature, portrait photography, and musical culture.
Carolin Decker develops and empirically applies a framework in which business exits serve the purpose of re-establishing a firm’s previously harmed legitimacy. Her findings support the idea that legitimacy needs drive the likelihood of fit-enhancing business exits in divesting firms.
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