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High technology development and innovation transfer process is one of the backgrounds for economic developmentand modernization. The state and regional (local) administrative bodies are concerned in this field, becausethey go by the assumption that science and technology fuel economic growth. But they misconstrue the transformationof an innovative success to a market success process. The state and regional programs support explanations ofthe innovation process that are relatively simple and linear. But the relationship of science to technology and technologyto economic growth is complex, interactive and iterative. To explain them the system approach is needed. Toooften government programs address the initial transfer of technology that leads to new products, but they do notaddress the process improvements that are needed by firms for them to maintain a competitive status. The economicimpact and development are the end purpose of state and regional innovation transfer support initiatives. But statetechnology transfer efforts should be viewed more in terms of a response to concerns over the competitiveness crisis.The primary objective of local (regional) economic development policies, including technology–based policies, is toprovide jobs. It is obviously that entirely initiatives of state or private forces don't suffice to make the technologytransfer process effective. But the participation of the state and local administration bodies in innovation transfer isessential. The discussion whether the state is loosing its role in the regional development and innovation transferprocess area or not has no answers. There are some fields where the state has more competence, and some problemsthat must be solved by regions themselves. The most effect can be getting participatory by state, local or regionaladministration and business organizations or local communities.

Some well-established patterns in the education of American public managers are discussed in the article.Peculiarities of the Master of Public Administration Degree and intensive, short-term Public Management Educationprograms are described. Taking in account "government reinvention" or "high performance government" movements andstating that the content of public manager education is not constant, but must evolve to remain relevant, some recenttrends in the programmatic content of education are analyzed.

Die Studie wurde von einem interdisziplinärzusammengesetzten Evaluationsteam aus Politologenund Ökonomen während des Zeitraums 1997bis 2001 angefertigt. Sie richtet sich nach folgendenevaluationstheoretischen Ansätzen: ZielorientierterAnsatz, formative und summative Evaluation sowieImpact-Analyse. Es wurden Datenerhebungen auffünf Ebenen durchgeführt: (1) Reformumsetzungauf der Ebene der politischen Steuerung (zwei Ratskammerndes Eidgenössischen Parlaments), (2)Exekutivebene (Regierung und Ministerien), (3)Ebene der betrieblichen Steuerung (Amtsleitungen),(4) Ebene des betrieblichen Wandels (Mitarbeitende),(5) Wirkungsebene bei Leistungsempfängern(Amtskunden). Die Evaluation untersuchtein einer umfassenden Studie die drei FLAGPilotämterSchweizerische Landestopographie,Schweizerische Meteorologische AnstaltMeteoSchweiz sowie die SozialversicherungskasseZentrale Ausgleichsstelle Genf und als Vergleichsamtin fortgeschrittenerem Reformstadium dasEidgenössische Institut für Geistiges Eigentum.Ergänzend wurden alle restlichen acht FLAG-Amtsstellenin einer weiteren Evaluationsphase einbezogen.Das dafür eingesetzte Evaluationsdesign erhobDaten im Rahmen von 92 teilstrukturierten Interviews,einer Parlamentsumfrage, Kundenbefragungenbei zwei Ämtern, sieben Mitarbeiterbefragungenbei vier Ämtern (inkl. Längsschnittvergleich),Sekundäranalyse von Vergleichdaten aus einerPersonalbefragung der Bundesverwaltung sowieDokumentenanalysen.

All the sciences and even philosophical, ethic thinking and also practice are grounded by so called "line -thinking", which is efective in only limited sphere and time as synergetic paradigmus born in the 20 century. Unfortunatelypropositions under "line thinking" influence gave miserable results as much in politics as in government.The article shortly deals with some paradoxical synergetic confirmities (regularities) and the first observed resultsand chances of their using in the prevention of crimes, goverment in connection with the problem of theory andpractice. It is suggested to change "strategic planing" conception into "strategic thinking" concept which joins theoryand practice most effectively. In conclusion, connect of theory and practice are visible in teleonomy of emergeticevolution of social processes which are expressed namely by "strategic thinking" as intentionality obeyed to thesame synergetic laws.

This paper investigates local government budgeting and local debt with three preoccupations(i) the existence of any legal requirement for a local balanced budget,(ii) a possible control from higher government levels on local budgeting and borrowing and(iii) the implementation of the Maastricht convergence criteria for local public finance.The framework of discussion is given in six sections. The introductory section recalls two issues, Maastrichtand recurring public deficits, which give the general background to the paper. Ten key issues are formulated insection 2. Owing to the heterogeneity of the accounting systems of local finance in Europe, some common definitionsare necessary and are given in section 3. Section 4 presents a sequence of six questions with the intent ofassessing the degree of budget discipline in the particular country. Questions about how the budgetary rules influencethe budgetary position and the fiscal outcome of the communes in one country are presented in section 5.Tentative results are discussed in section 6.

A -- AAON, Inc. -- ABB Asea Brown Boveri Ltd. -- ABC Supply Co., Inc. -- Adtran Inc. -- AirTran Holdings, Inc. -- Aktiebolaget Electrolux -- AlliedSignal Inc. -- American Greetings Corporation -- American Stores Company -- ARBED S.A. -- Armstrong World Industries, Inc. -- Aspect Telecommunications Corporation -- Avis Rent A Car, Inc. -- B -- Bachman's Inc. -- Badger Meter, Inc. -- Baker Hughes Incorporated -- B.A.T. Industries PLC -- Beckman Coulter, Inc. -- Beringer Wine Estates Holdings, Inc. -- Bestfoods -- Black & Veatch LLP -- Borden, Inc. -- Boston Acoustics, Inc. -- Boston Properties, Inc. -- Broken Hill Proprietary Company Ltd. -- Brooks Brothers Inc. -- Brunswick Corporation -- Burton Snowboards Inc. -- C -- Calvin Klein, Inc. -- Carlson Companies, Inc. -- Cedar Fair, L.P. -- Celebrity, Inc. -- CH2M Hill Ltd. -- CIGNA Corporation -- The Clorox Company -- CompDent Corporation -- Corporate Express, Inc. -- The Cosmetic Center, Inc. -- Cox Enterprises, Inc. -- CSX Corporation -- D -- Dal-Tile International Inc. -- Deckers Outdoor Corporation -- Defiance, Inc. -- Deluxe Corporation -- Diebold, Incorporated -- Donaldson, Lufkin & Jenrette, Inc. -- E -- EMI Group plc -- ESS Technology, Inc. -- F -- Fallon McElligott Inc. -- First Team Sports, Inc. -- Fleetwood Enterprises, Inc. -- Fort James Corporation -- French Fragrances, Inc. -- Frigidaire Home Products -- Frontier Airlines, Inc. -- G -- G-III Apparel Group, Ltd. -- GAF Corporation -- Gainsco, Inc. -- Gencor Ltd. -- Gianni Versace SpA -- Giant Food Inc. -- Goya Foods Inc. -- H -- Harold's Stores, Inc. -- Hawaiian Airlines, Inc. -- Health Care & Retirement Corporation -- Henkel Manco Inc. -- Hercules Inc. -- Hooper Holmes, Inc. -- Horace Mann Educators Corporation -- Hughes Markets, Inc. -- Hvide Marine Incorporated -- Hyperion Software Corporation -- I -- Illinois Tool Works Inc. -- Industrias Penoles, S.A. de C.V. -- In Focus Systems, Inc. -- Information Builders, Inc. -- The Interpublic Group of Companies, Inc. -- K -- Kal Kan Foods, Inc. -- Kerr-McGee Corporation -- Kerry Properties Limited -- Kitty Hawk, Inc. -- L -- The Liberty Corporation -- Lloyd's of London -- Lojas Arapua S.A. -- Lost Arrow Inc. -- Lund Food Holdings, Inc. -- M -- Mack Trucks, Inc. -- Makita Corporation -- Malt-O-Meal Company -- Manufactured Home Communities, Inc. -- Marie Brizard & Roger International S.A. -- Marvin Lumber & Cedar Company -- Maytag Corporation -- The Middleby Corporation -- The Miner Group International -- Minntech Corporation -- Moulinex S.A. -- Murphy Family Farms Inc. -- N -- Nantucket Allserve, Inc. -- National Instruments Corporation -- National Railroad Passenger Corporation -- New Holland N.V. -- NordicTrack -- Nutrition for Life International Inc. -- O -- Oak Technology, Inc. -- Omnicom Group Inc. -- Orbital Sciences Corporation -- P -- Paine Webber Group Inc. -- Palomar Medical Technologies, Inc. -- Paris Corporation -- Park Corp. -- Perkins Family Restaurants, L.P. -- Pete's Brewing Company -- PHP Healthcare Corporation -- Piper Jaffray Companies Inc. -- Players International, Inc. -- PPG Industries, Inc. -- President Casinos, Inc. -- Primedia Inc. -- Princess Cruise Lines -- R -- Reeds Jewelers, Inc. -- Reuters Holdings PLC -- Revere Ware Corporation -- Riddell Sports Inc. -- Ride, Inc. -- Roadhouse Grill, Inc. -- ROHN Industries, Inc. -- Royal Caribbean Cruises Ltd. -- S -- The Scotts Company -- Scotty's, Inc. -- Shakespeare Company -- Shiseido Company, Limited -- Sierra Pacific Industries -- The St. Paul Companies, Inc. -- Sylvan, Inc. -- T -- Teva Pharmaceutical Industries Ltd. -- Thiokol Corporation -- Thorn Apple Valley, Inc. -- TLC Beatrice International Holdings, Inc. -- Trend-Lines, Inc. -- Tribune Company -- U -- Ugly Duckling Corporation -- Uncle Ben's Inc. -- U.S. Delivery Systems, Inc. -- V -- Value Vision International, Inc. -- Vistana, Inc. -- W -- Waddell & Reed, Inc. -- Walter Industries, Inc. -- Western Beef, Inc. -- Y -- Young & Rubicam Inc.

"In this revised edition of his 1979 classic Political Theory and International Relations, Charles Beitz rejects two highly influential conceptions of international theory as empirically inaccurate and theoretically misleading. In one, international relations is a Hobbesian state of nature in which moral judgments are entirely inappropriate, and in the other, states are analogous to persons in domestic society in having rights of autonomy that insulate them from external moral assessment and political interference. Beitz postulates that a theory of international politics should include a revised principle of state autonomy based on the justice of a state's domestic institutions, and a principle of international distributive justice to establish a fair division of resources and wealth among persons situated in diverse national societies."--

Selected by the Times Literary Supplement as one of the "hundred most influential books since the war"How can we benefit from the promise of government while avoiding the threat it poses to individual freedom? In this classic book, Milton Friedman provides the definitive statement of his immensely influential economic philosophy-one in which competitive capitalism serves as both a device for achieving economic freedom and a necessary condition for political freedom. The result is an accessible text that has sold well over half a million copies in English, has been translated into eighteen lang

The front page article discusses political art at CCAC in early 2002, focusing on Jose Galindo's Ethnic Studies undergraduate course "Mexican Muralism" and the mural that the class created on the Martinez Hall mural wall. Several student muralists are quoted.

[First paragraph of introduction]: In a recently published document entitled "Charities doing Commercial Ventures: Societal and Organizational Implications", (1998), Brenda Zimmerman and Ray Dart point out that even though charities have been undertaking commercial ventures for years, it would appear that we a poised for a dramatic increase in commercial activity. In response to government support radically decreasing, the phenomenon of nonprofit organizations taking on entrepreneurial ventures to generate additional resources is gaining momentum. Keywords: CVSS, Centre for Voluntary Sector Studies, Working Paper Series,TRSM, Ted Rogers School of Management Citation: ; Fitzrandolph, S. and Miller, L. (1999) Entrepreneurial Ventures in Nonprofit Organizations: Determining Probability for Success. (Working Paper Series Volume 1999 (2)). Toronto : Ted Rogers School of Management, Centre for Volunteer Sector Studies, Ryerson University.

[Paragraph 1 of Introduction]: Significant shifts have been taking place in Canada's social philosophy in the last decade or so which are having a major impact on the voluntary sector (McBride and Shields, 1997). These changes in Canada involve decreasing government participation in the provision of the social welfare net that Canadians are used to. At the same time, economic constraints are changing the nature of the partnership between government and the voluntary sector. During the post-war decades there was close cooperation between governments and the voluntary sector, with many government programs encouraging the growth of the sector through the provision of grants; today the government is down loading social services and forcing the sector to seek their funding elsewhere, while encouraging greater reliance on volunteering to provide for social services. Keywords: CVSS, Centre for Voluntary Sector Studies, Working Paper Series,TRSM, Ted Rogers School of Management Citation: ; Meinhard, A.G. & Foster, M. K. (1998). Community Service Programs in Toronto's Secondary Schools. (Working Paper Series Volume 1998 (2)). Toronto : Ted Rogers School of Management, Centre for Volunteer Sector Studies, Ryerson University.

A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a legislative requirement, GAO followed up on its report on the Air Force's F-22 engineering and manufacturing development (EMD) program, focusing on whether: (1) the Air Force is likely to complete the EMD program without exceeding the cost limitation established by the National Defense Authorization Act for Fiscal Year 1998; and (2) GAO had access to sufficient information to make informed judgments on matters covered by this report."

[First paragraph of Introduction]: In Canada the last two decades of the 20th century have been characterized by government policies that focus on stimulating the economy as a strategy for improving overall quality of life. This Ahard right turn@ has made tax cuts a priority over social program expenditures, and private sector efficiencies have been promoted as the most effective response to financial challenges (Jeffrey, 1999; McBride & Shields, 1997; Tester, 1996). Voluntary organizations in Canada have had to adapt to this new environment. Both federal and provincial governments have been withdrawing from direct service provision in several areas of social welfare with the expectation that the voluntary sector will fill any resulting gaps in the social safety net. At the same time, a decrease in government support for the voluntary sector has limited its capacity to respond to an increased demand for its services (Hall & Banting, 2000). In Canada, on average 64% of revenues for voluntary organizations have come from government grants and payments (Hall & Macpherson, 1997). The federal government limited transfer payments for various social programs (Tester, 1996), and as a result, the provinces began a systematic retrenchment of these programs (Torjman, 1996). With such intense dependence on the government, any change in transfer payments is bound to have a noticeable impact on the sector (Rice & Prince, 2000). This paper focuses on interorganizational activities among voluntary organizations as a response to the funding changes being experienced by the sector. Specifically, we develop a model that presents collaborative behaviour as a function of organizational characteristics, environmental pressures and organizational attitudes. Keywords: CVSS, Centre for Voluntary Sector Studies, Working Paper Series,TRSM, Ted Rogers School of Management Citation: ; Foster, M. K. & Meinhard, A.G. (2001). A Regression Model Explaining Predisposition to Collaboration. (Working Paper Series 2001 (2)). Toronto : Ted Rogers School of Management, Centre for Volunteer Sector Studies, Ryerson University.

[First paragraph of Introduction]: Until recently the discipline of Public Administration, and the Social Sciences more generally, have been remarkably silent about the role of nonprofit organizations in the provision of 'public services' and their contribution toward public benefit. In fact, an understanding of the place which nonprofit organizations play within society has been an ignored subject matter; the state of affairs is such that one commentator has tellingly referred to the voluntary realm as the "invisible sector" (Hall 1997: 74). Keywords: CVSS, Centre for Voluntary Sector Studies, Working Paper Series,TRSM, Ted Rogers School of Management Citation: ; Evans, B. M. & Shields, J. (2000). Neoliberal restructuring and the third sector: reshaping governance, civil society and local relations. (Working paper Volume 2000(1)). Toronto : Ted Rogers School of Management, Centre for Volunteer Sector Studies, Ryerson University.

[First paragraph of Introduction]: The neo-liberal assault on the Keynesian welfare state and the demand that government be 'reinvented' has come to focus increased attention upon the so-called `third sector'. This has occurred because of the moves by neo-liberal governments to downloading former public responsibilities onto the market, nonprofit organizations and individuals; their desire to forge new partnership relationships with non-state actors like voluntary bodies in order to develop alternative service delivery options; and the neo-liberal assertion that intrusive government has worked to undermine voluntary citizen participation, charitable giving, and self-help. Keywords: CVSS, Centre for Voluntary Sector Studies, Working Paper Series,TRSM, Ted Rogers School of Management Citation: ; Evans, B. M. & Shields, J. (1998). 'Reinventing' the Third Sector: Alternative Service Delivery, Partnerships and the New Public Administration of the Canadian Post-Welfare State. (Working paper Volume 1998 (1)). Toronto : Ted Rogers School of Management, Centre for Volunteer Sector Studies, Ryerson University.