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To paraphrase, the creation of privileged resource positions depends on both time and choice. According to the authors, such path dependence interferes with imitation through time compression diseconomies, asset mass ef ciencies, interconnectedness of asset stocks, and causal ambiguity (1989, 1507 1510). Heterogeneity A basic assumption of resource-based work is that the resource bundles and capabilities underlying production are heterogeneous across rms (Peteraf 1992, 180). This may represent the capture of scarce resources to produce Ricardian rents, the attainment of market power through monopoly, a divergent response to an ambiguous competitive environment (Rumelt 1984 in Foss 1997), or path-dependent evolution of the rm (Dierickx and Cool 1989). Implications for Outsourcing Overall, the RBV suggests that: Fundamental resources should not be considered for outsourcing, because the strategic imperative is continued asset stock accumulation. Connections between resources, which may not be readily apparent, mean that even generic functions might require the support of the rm s resource environment. Cultural dimensions within the rm might be crucial in molding performance to customer expectations inviting degradation of products and services if managers use outsourcing. 199

In addition to the listed battery of assessment instruments, Gage s parents provided developmental history information via interview. For some of the comprehensive instruments listed, only selected subtests were administered in order to gain information about discrete domains of functioning. Wechsler Intelligence Scale for Children, Fourth Edition (WISC-IV) Kaufman Assessment Battery for Children, Second Edition (KABC-2) Wide Range Achievement Test, Fourth Edition (WRAT-4) Neuropsychological Assessment (NEPSY) Peabody Picture Vocabulary Test, Third Edition (PPVT-III) Clinical Evaluation of Language Fundamentals, Fourth Edition (CELF-IV) Test of Written Language, Third Edition (TOWL-3) Gray Oral Reading Test, Fourth Edition (GORT-4) Detroit Tests of Learning Aptitude, Fourth Edition (DTLA-4) Boston Naming Test (BNT) Delis-Kaplan Executive Function System (D-KEFS) Developmental Test of Visual-Motor Integration, Fifth Edition (DTVMI-V) Children s Memory Scale (CMS)

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Integrating tracking tags into ads 264 Validating that ad tracking is working properly 266 Tracking Flash ads 266 Measuring display and rich media campaign history 267 Analyzing Display Ad Performance 267 Assessing display ad performance at a high level 267 Comparing display ads to other mediums 268 Analyzing campaign outcomes 268 Using Advanced Segments to analyze display ads 273 Using custom reports with display ads 273 Troubleshooting Common Display Ad Tracking Problems 274 What happens when ads aren t tagged 274 Tracking Engagement at PBSkidsorg 274 Identifying problems at the ad-server level 275 Avoiding common, costly mistakes 276.

(9.1)

Several themes were repeated throughout this book, such as the need for managers and employees to understand the strategy, and why technology is no longer the impediment to implementing PM but, rather, it is the thinking. The theme I d like to conclude with is why making trade-off decisions is the central message underlying this book. Life, business, commerce, and government are a continuous process of making choices. Strategy, which I described as of paramount importance, is all about making choices. When making choices and decisions, con icts are naturally competing, and they are weighed among options when the nal decision is made. Computers, data management, quantitative analysis, and analytical theory have made huge strides that facilitate making performance management pay off. PM provides managers and employees clear direction and the computational horsepower to measure and weigh the trade-off decisions to always point to the highest value creation. In Part One, a blending of the two basic managerial approaches and orientations was advocated: Newtonian quantitative and Darwinian behavioral. People are what it s all about, so I honor and respect the importance of applying the principles of behavioral change management. However, my love for quantitative analysis in uences me to conclude with a short narration by the great Princeton University mathematician and Nobel Prize winner, John Nash. Nash introduced a theory describing how rational human beings should behave if there is a con ict of interests. In the Academy Award winning movie about Nash s life, A Beautiful Mind, he said:

As with their home environment (or work environment), students with PWS need constant monitoring to restrict their eating behaviors. This means that even restroom behavior needs to be monitored to ensure that they are not eating soap or other objects that may have been left there by other children. Lunch and snack time will have to be monitored carefully.

Figure 6.7 shows an approximation map for a 3 3 neighborhood of an image. A pixel at (i, j) with its value given by fi,j is updated to f i,j using the Sobel method based on the values of its eight neighboring pixels, as shown in the figure. The following equation performs this operation:

= k0 rmn kx0 xmn ky0 ymn = k0 r + k0 sin cos kx0 xmn + k0 sin sin ky0 ymn (2.66)

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