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Die European Values Study (EVS) und die World Values Survey (WVS) sind zwei groß angelegte, länderübergreifende und längsschnittliche Umfrage-Forschungsprogramme. Sie umfassen eine große Anzahl von Fragen zu moralischen, religiösen, gesellschaftlichen, politischen, beruflichen und familiären Werten, die seit Anfang der achtziger Jahre repliziert wurden.

Beide Organisationen vereinbarten, ab 2017 bei der gemeinsamen Datenerhebung zusammenzuarbeiten. Der EVS war verantwortlich für die Planung und Durchführung von Umfragen in europäischen Ländern unter Verwendung des EVS-Fragebogens und der methodischen Richtlinien des EVS. Der WVSA war für die Planung und Durchführung von Umfragen in Ländern außerhalb Europas verantwortlich, wobei der WVS-Fragebogen und die methodischen Richtlinien des WVS verwendet wurden. Beide Organisationen entwickelten ihre Entwürfe für Master-Fragebögen unabhängig voneinander. Die gemeinsamen Items definieren den gemeinsamen Kern beider Fragebögen.

Der Gemeinsame EVS/WVS wird aus den beiden Quellendatensätzen des EVS und des WVS erstellt:
- European Values Study 2017 Integrated Dataset (EVS 2017), ZA7500 Data file Version 5.0.0, doi:10.4232/1.13897 (https://doi.org/10.4232/1.13897).
- World Values Survey: Round Seven–Country-Pooled Datafile. Version 5.0.0, doi: 10.14281/18241.20

Joint ventures aid firms in accessing new markets, knowledge, capabilities, and other resources. Yet they can be challenging to manage, largely because they are owned by two or more parent companies. These companies may have competing or incongruent goals, differences in management style, and in the case of international business, additional complexities associated with differing government policies and business practices. We examine research on joint venture (JV) performance in order to identify prominent academic discussions established over the last 25 years. From this research, we draw implications from past research and areas for future research on successfully managing JVs, taking into account the decisions JV partners must make throughout the partnering process, from initial motivations through partner selection and negotiation of terms to implementation and ongoing management. Key implications include the necessity of honesty, trust, and commitment for the success of the JV, settling disputes by focusing on what is best for the JV rather than individual partner objectives, and division of managerial responsibilities according to the functional expertise of each partner.

Includes index. ; Second ed. first pub. in 1918. ; Mode of access: Internet.

In most aspects of establishment and operation, joint venture corporations do not differ from any other corporate enterprise. A joint venture operating in a foreign country encounters daily problems of negotiable instruments law, property law and insurance law, to name but a few, in the same way that every corporation in that country does. Thus, it may seem presumptuous to write about joint ventures in a particular country unless one is willing and able to produce a comprehensive survey of that country's legal system. There are several areas of the foreign law, however, which are primary, in terms both of importance and of chronology, since the ground rules in these areas will govern the methods of establishment and operation and, indeed, are fundamental to the basic management decision of whether or not a joint venture operation would be practicable and profitable. Clearly, primary consideration must be given to matters of foreign exchange and foreign capital, company law, taxation, and in most cases matters of industrial property rights, as well as any special laws or aspects of laws relating to foreigners. The structuring of a joint company in the maze of interrelating rules in these legal areas might become quite a special problem. Not infrequently aspects of property law, anti-monopoly law and social and labor legislation also require special attention prior to establishment.

A small revolution has begun in child custody law, and as yet its dimensions and ultimate direction are uncertain. Joint custody, the sharing of legal authority by divorced or separated parents over their children, is gaining acceptance as the best arrangement for most children when their parents divorce. The legal system is embracing this arrangement with remarkable enthusiasm, although until recently it was viewed as being of questionable legality and antithetical to the best interest of the child. Today, thirty states have joint custody laws, most of which have been enacted since 1980. A growing number of the more recent statutes present joint custody not only as an acceptable option that cooperative parents may choose, but as the preferred arrangement, which should be encouraged or even required by the law. Although even joint custody advocates once rejected the viability of court-ordered joint custody against the will of either parent, 8 this option is available under most of the new laws. The implications of this trend are disturbing. The principal goal of custody law is to further the best interest of the child. Joint custody legislation purports to realize this goal by encouraging both parents to remain actively involved in their child's life. Two important assumptions are implicit in the recent trend: first, that parents will be able to cooperate in raising their child, regardless of whether or not they freely decided upon joint custody, and second, that the harm to the child caused by any interparental conflict will be outweighed by the benefit of continuing a parent-child relationship with both parents. Both of these assumptions are problematic. The first has no empirical support and is questionable as a general proposition. Substantial doubts about the second are raised by the growing body of social science research on divorce and interparental conflict. The potential for unfortunate results in a scheme in which courts are authorized or directed to compel joint custody also includes its less obvious but significant coercive effect upon the bargaining behavior of divorcing parents. By motivating reluctant parents to agree to joint custody, the law may produce results that are contrary to the primary objective that it is attempting to promote – the well-being of children. This Article examines joint custody and explores its implications for legal policy. Part I traces the social, cultural, and legal variables that have created an environment receptive to joint custody. Part II examines the movement toward a legal presumption favoring joint custody, and explores the impact of a legal preference for joint custody on negotiations by parties and on decisionmaking by courts. Part III explores the fairness of a joint custody presumption as a decision principle and the extent to which it promotes the best interest of children. Our analysis is based on the application of relevant empirical and theoretical social science research. We conclude in part IV that although some form of joint custody may benefit many families, the emerging legal rule is neither fair nor likely to benefit children. We propose an alternative rule that would limit the authority of courts to order joint custody to cases in which the parties voluntarily agree.

The Joint Venture bankruptcy which is a limited liability company has been regulated both in Law Number 40 of 2007 on Limited Liability Companies and Law Number 37 Year 2004 concerning Bankruptcy and Postponement of Obligation of Debt Payment. The form of a Joint Venture business entity has also been specified in several regulations. This is in contrast to the related Joint Operation rules which are a joint venture of two or more companies to run a project within a certain period of time and do not establish a new legal entity in accordance with Indonesian legislation. Lack of Joint Operation arrangements either in terms of definition, the form of the business entity or in the event of a bankruptcy petition against Joint Operation by a third party, it creates a legal void. Uncertainty in bankruptcy of Joint Operation is about the position of Joint Operation whether as the legal subject of bankruptcy and / PKPU, and result in responsibility for debt which is not paid by Joint Operation. Moreover, there have been cases of bankruptcy and PKPU against Joint Operation with Case Number 54 / PKPU / 2012 / PN. Jkt.Pst between PT. Putra Sejati Indomakmur to Joint Operating Body (JOB) Pertamina-Golden Spike Energy Indonesia Ltd.Keywords: bancrupty, business entity, Joint Operation ; Kepailitan Joint Venture yang merupakan perseroan terbatas telah diatur baik pada Undang-Undang Nomor 40 tahun 2007 tentang Perseroan Terbatas maupun dalam Undang-Undang Nomor 37 Tahun 2004 tentang Kepailitan dan Penundaan Kewajiban Pembayaran Utang. Bentuk badan usaha Joint Venture pun juga telah ditentukan dalam beberapa peraturan. Hal ini berbeda dengan peraturan-peraturan terkait Joint Operation yang merupakan bentuk usaha bersama dari dua atau lebih perusahaan untuk menjalankan sebuah proyek dalam kurun waktu tertentu dan tidak membentuk badan hukum baru sesuai peraturan perundang-undangan di Indonesia. Kurangnya pengaturan mengenai Joint Operation baik dari segi definisi, bentuk badan usaha yang dimaksud maupun dalam hal jika terjadi ...

Description based on: 25 Apr. 1995; title from cover. ; Mode of access: Internet. ; Electronic serial mode of access: World Wide Web.

Acquisition research (Graduate School of Business & Public Policy) ; MBA Professional Report ; The purpose of this Master Business Administration (MBA) Professional Report is to investigate and analyze the means by which Contingency Contracting Officers (CCO) can effectively operate in a Joint contingency environment and to validate the Defense Contract Management Agency's (DCMA) entry and exit criteria for contingency contracting missions. Joint contingencies encompass regional conflicts, humanitarian and peacekeeping missions, and international or domestic disaster relief missions supported with the immediate deployment of military forces. This research was accomplished by reviewing the current guidance, policies, and doctrine pertinent to contingency contracting operations and conducting personal interviews. The researchers conducted interviews with representatives of the Joint Staff, J4 (Logistics), each Service Component's acquisition headquarters, U.S. Central Command's J4 (Logistics), U.S. Pacific Command's J4 (Logistics, Engineering, and Security Assistance), and the DCMA to explore how contingency contracting operations are planned and executed; current issues and lessons learned; and understand the current structure/organization of Service Component and Combatant Command for accomplishing contingency contracting. Conclusions and recommendations address perceived shortfalls in the methodologies the Services use to plan, communicate, integrate and execute contingency contracting operations. Three possible solutions to these shortfalls include adoption of the Yoder Three-Tier Model, establishment of the Joint Contingency Contracting Command (JCCC), and the creation of universal language for conducting contracting in contingencies. ; http://archive.org/details/jointcontingency10945460 ; Approved for public release; distribution is unlimited.

In this paper, we discuss the relationship between responsibility and joint production. Responsibility mirrors our ability to act freely. We can act freely only if we can assume responsibility for our actions and their consequences; the limits of our responsibility are therefore also the limits of our liberty (part I). Thus, a problem of responsibility arises from our partial ignorance with respect to the consequences which our actions entail. Since this ignorance is at least partly irreducible, we are often not able to control our actions sufficiently. As will become clear, this does not only hold for the social world. Correspondingly, a problem of responsibility emerges in nature and the environment from the phenomenon of joint production (part II). The implications hereof with regard to different forms of responsibility will be discussed in part III of the paper. Part IV draws conclusions and offers a perspective for the future.

The following article is taken as an excerpt from the proceedings of the annual Acquisition Research Program. This annual event showcases the research projects funded through the Acquisition Research Program at the Graduate School of Business and Public Policy at the Naval Postgraduate School. Featuring keynote speakers, plenary panels, multiple panel sessions, a student research poster show and social events, the Annual Acquisition Research Symposium offers a candid environment where high-ranking Department of Defense (DoD) officials, industry officials, accomplished faculty and military students are encouraged to collaborate on finding applicable solutions to the challenges facing acquisition policies and processes within the DoD today. By jointly and publicly questioning the norms of industry and academia, the resulting research benefits from myriad perspectives and collaborations which can identify better solutions and practices in acquisition, contract, financial, logistics and program management. For further information regarding the Acquisition Research Program, electronic copies of additional research, or to learn more about becoming a sponsor, please visit our program website at: www.acquisitionresearch.org. For further information on or to register for the next Acquisition Research Symposium during the third week of May, please visit our conference website at: www.researchsymposium.org. ; Second Annual Acquisition Research Symposium ; Approved for public release; distribution is unlimited.

In Taipei, more than 70% of buildings are older than 30 years. 1 The rate of illegal additions to existing buildings (wei zhang jian zhu) in Taipei is over ten percent.2 Excluding legal issues, illegal construction can potentially lead to significant safety issues. As a response, the Taiwan government is undergoing demolitions on illegal additions throughout the city. In recent years, the number of demolished building additions has surpassed the number of that being constructed. Despite this radical effort, Taipei city is finding that illegal additions continue to be a mainstream practice.3 Illegal additions and the issue of renovating old buildings highlight the vitality and dynamism of the Taipei, but also shows its risks. Illegal additions reduce the resiliency of the city, as a whole, to natural disasters such as typhoons, earthquakes, and building hazards. While the building code requires structural reinforcement, fire escapes, and resistant materials, illegal additions will typically not comply; Instead, the intentions of the additions are focused on increasing space through the use of inexpensive and temporary materials. This thesis seeks to revisit the role of illegal additions in order to satisfy government regulations while providing new freedoms and opportunities for building inhabitants and the city's aesthetic identity. Specifically, it investigates how an "adaptive joint framework" can leverage current code regulations in order to provide resilient structural reinforcement and safety, allow new spaces to emerge within the seams of the urban fabric, and create new freedoms that were previously challenging under current policies. Making use of the government's intention to promote urban renewal opportunities, improve the beauty of urbanscape and enhance disaster resilience could be implemented simultaneously, which presents a design opportunity. However, from my perspective, typical urban renewal goes the result of "Creative Cities" or "Design Cities" that radically reduce the creativity of the city because of the design consistency through the entire city. If we look back to the feature of the old building and illegal addition together in Taipei. People are adding into the building's total area and utility without comprehensive planning or through structural and safety considerations. Illegal additions to old buildings exacerbates the public health and safety concerns. The largest number of buildings in Taipei are four stories high double sided apartments, and three stories shop houses be connected by the continuous arcade.4 All illegal additions can be sorted into three categories: (1) penthouse additions; (2) window extensions; and (3) arcade occupancy. These additions are typically tacked onto the building's facade and roof as needed. For example, a rooftop area can be turned into a semi-outdoor clothesline area or a new residential unit, the window extension could be turn into a small farm and the arcade on the first floor be occupied by a semi-outdoor restaurant. In this study can see a house being inflated by illegal additions throughout the time. On the other hand, the illegal addition occupied the back side of the building. Deconstruct the entire block as pure massing will find the small fire lane all be occupied by illegal additions. The fire lane only appears with the old building which was following the old building code. The space for fire lane usually be remained from one to six meters wide. Fire lane space provides an opportunity for the "adaptive joint framework", which not only addresses space needs of building inhabitants, but has potential for urban renewal and structural improvement. Here is a regulatory loophole. Current ground condition arcades are built by private entities but inhabit public domain -- As long as the physical built structure does not inhibit the pedestrian right of way and provides a "fire exit" per city code, it is legally allowed to be constructed; Private expenditure in this case is afforded permission under the guise of 'supporting' the public domain. As such, the construction of a so-called "illegal addition" can in fact be made legal through a re-framing of its regulatory public and private status. This provides the opportunity for this project to intervene.

This thesis focuses on the cooperative and communicative aspects of control over dynamic situations such as emergency management and military operations. Taking a stance in Cognitive Systems Engineering, Decision making and Communication studies, the role of information systems as tools for communication in dynamic situations is examined. Three research questions are examined; 1 ) How new forms of information technology affects joint control tasks in dynamic situations, and how/if microworld simulations can be used to investigate this. 2 ) What the characteristics of actual use of information systems for joint control are in dynamic situations? 3 ) What the pre-requisites are for efficient communication in joint control tasks and especially in dynamic, high-risk situations? Four papers are included. A study performed with a microworld simulation involving military officers as participants is presented, and the method of using microworlds for investigating the effects of new technology is discussed. Field observations from an emergency call centre are used to exemplify how information systems actually are used in a cooperative task. An interview study with military officers from a UN-mission describes the social aspects of human-human communication in a dynamic, high risk environment. Finally, an elaborated perspective on the role of information systems as tools for communication, and especially the relation between the social, organisational and technical layers of a joint control activity is presented.

Indien ist eine junge Republik, die nach ungefähr 250 Jahren kolonialer Fremdbestimmung im Jahre 1947 gegründet wurde. Nachdem die britischen Kolonialherren jahrzehntelang die indische Wirtschaftspolitik bestimmt und deutlich zu Gunsten Großbritanniens ausgelegt hatten, war es nicht verwunderlich, dass die junge Republik Indien sich zunächst gegenüber einem starken ausländischen Einfluss abschottete. "Self reliance" ist das Stichwort, in dem die Idee einer autarken indischen Republik Ausdruck findet, die auf ihre eigenen Stärken vertraut. Einer der geistigen Väter dieser Politik war Mahatma Gandhi. Das Streben nach Unabhängigkeit in der jungen Republik, auch in wirtschaftlicher Hinsicht, äußerte sich in einer starken Beschränkung ausländischen Engagements. Insbesondere die Devisenbewirtschaftung und der sogenannte Foreign Exchange Regulation Act (FERA) behinderten ausländische Unternehmen in Indien.

On July 27,1971, the Commission of the European Communities has submitted a memorandum on a Joint European development policy to the governments of the EEC's member states. It has thereby called for a beginning of the discussion on cooperative action by the Communities also in the field of development policies.

none ; 1 ; Autori: J. Peltier, G. Piolanti (*) et al.; (*) = autori ENEA. - Pubblicato su: Proceedings of FISA-99, Symposium on EU Research in Reactor Safety, Luxembourg, November 29 - December 1, 1999 ; The aim of the Joint Safety Research Index (JSRI) concerted action is to issue an index for the light water reactor safety research and diffuse it to all the interested organisations of the European Union (EU), in order to inform them about the programmes realised by the EU partners and to help the European Commission (EC) to prepare the future work. All the contributions received until December 31st,1998 are included in the final 1999 issue of the JRSI index. It represents 504 projects from 10 countries and 12 organisations. The final release of the JSRI index has been implemented in the SINTER Network on INTERNET in May 1999 and is now available for all JSRI partners. ; none ; 10840/3065 ; Piolanti, G. ; Piolanti, G.; Peltier, J.