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This book is a collection of selected papers presented in the 2012 annual meeting of the Association of American Geographers in New York honoring James O. Wheeler (1938-2010). The eight papers are informed and inspired by James O. Wheeler's many contributions to urban geography, particularly in the areas of urban hierarchy, information flows, cities in the telecommunications age, and cities as corporate command and control centers. They adopt and extend Jim Wheeler’s corporate and/or hierarchical approaches to discuss institutional investment in the U.S., corporate interlocking directorates and fast-growing firms in Canada, corporate intangible assets in South Korea, urban development in Beijing and Macau, and social and cultural diversity of global cities such as New York. Although these two approaches are not the fanciest ones in today's urban geography, they are essential to the understanding of how urban areas are connected and what drives this interconnectedness in this age of globalization. This book was previously published as a special issue of Urban Geography.
Stevens examines institutional frameworks for Crown corporations in Alberta, Saskatchewan, and Manitoba between the early 1970s and the mid 1980s, showing how each framework establishes different practices and offers distinct strategic advantages. Organizational approaches in Alberta most closely approximated what the author calls a "self-contained" design, in which corporate actors had the advantage and were most able to achieve their own objectives. In Manitoba, where "vertical information systems" prevailed, central bureaucratic monitoring agents tended, to some extent, to wield influence over the corporations. Saskatchewan practice was akin to a "lateral relations" pattern, with an equilibrium between corporate and bureaucratic goals. Stevens's comparison of Crown corporation organization designs suggests that, while no one form is inherently more efficient than another, each leads to qualitatively different outcomes. He concludes that the most important issue in problems of organization design is who is winning the Crown corporation "game" -- a finding of considerable interest to all students of government enterprise.
measure of the rate of innovation --research-and-development (R&D) expenditure per employee compared to new patents received per employee -- does not adequately capture a unique feature of SMEs, namely that owners and managers are often themselves innovators. For example, in Japan 52 per cent of SMEs' innovations reported in 1986 were created by employers, whereas in large firms 72 per cent of innovations were created by research technicians. Nevertheless, patchy evidence from Germany, the United Kingdom and the United States indicates that SMEs at least hold their own in terms of innovation compared to large firms. Perhaps most significantly, a recent study indicates that, while the total number of innovations is positively related to R&D expenditures, skilled labour and the degree to which large firms comprise the industry, in innovative industries innovative activity tends to emanate more from SMEs than large firms. This is probably because in industries where large firms dominate, SMEs need to be innovative to survive. There is much information to suggest that in technologies such as micro-electronics, new materials and biotechnology SMEs tend to be in the vanguard of innovation. Small and medium-sized enterprises as exporters. The contribution of SMEs to a national economy from exporting is generally small; for example, in Japan SMEs accounted for only 13 per cent of merchandise exports in 1990.
These biographies of Canadians are arranged chronologically by date of death. Entries in each volume are listed alphabetically, with bibliographies of source material and an index to names.