Найти книгу: "Exploring the Capital"

The many and varied threads of Canada’s national life come together in its capital region. Where the Rideau River flows into the Ottawa River, an Algonquin community was visited by French explorers and settled by British colonists. The town grew into a city, spilled over a provincial border, and now represents Canada to the world.Ottawa is a seat of government and has all the official edifices to show for it. But as Andrew Waldron shows you in Exploring the Capital, it’s a lot more than that. Follow the twelve guided-tours covering all corners of the region in Ontario and Quebec and you’ll encounter homes and schools, cultural sites and green spaces, houses of worship and shrines to commerce. Early houses, humble or magnificent, from the era of the lumber barons can be found steps away from the latest in sleek condominiums and office towers built for sustainability. Waldron takes you behind the doors of more than 390 diverse structures to learn who made them, how, and why.Exploring the Capital is for architectural experts and amateurs, and for residents and visitors alike. Visit Ottawa’s landmarks and neighbourhoods through its stories, maps, and photographs, and learn how great design and engineering turn landscapes into cityscapes.

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.

Education, healthcare and pension system are the key sources of modern economic growth. They stand in need of a profound transformation if they are to meet post-industrial challenges. The new principles of transformation of these sectors include individualization of services, their privatization (an increased role for private spending), life-long demand for these services, globalization (international competition) and the development of radically new technologies.

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