Relevant bibliographies by topics / Director

Academic literature on the topic 'Director'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "Director"

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González, Nurys del Carmen. "Perfil del director : competencias de la posición del director y directora de un centro educativo." Ciencia y Sociedad 31, no. 2 (June 1, 2006): 240–56. http://dx.doi.org/10.22206/cys.2006.v31i2.pp240-256.

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El papel del Director de un centro educativo, que busca mejoramiento cualitativo, incluye demandas del entorno interno como la priorización de los procesos educativos, la concepción del centro como Proyecto Educativo, el tomar en cuenta las distintas características generacionales de los sujetos del proceso educativo, pero también incluye demandas externas como la transparencia económcia ante la sociedad y la integración del centro a las necesidades de la comunidad De las demandas se deducen las competencias del Director y de éstas, las acciones.
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Schandy, Javier, Leonardo Steinfeld, Benigno Rodríguez, Juan P. González, and Fernando Silveira. "Enhancing Parasitic Interference Directional Antennas with Multiple Director Elements." Wireless Communications and Mobile Computing 2019 (February 21, 2019): 1–9. http://dx.doi.org/10.1155/2019/7546785.

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The Swedish Institute of Computer Science Parasitic Interference Directional Antenna (SPIDA) is an electrically switched directional antenna that uses switched beamforming techniques to shape the antenna radiation pattern focusing the transmitted power in a given direction, increasing the maximum gain, and simultaneously reducing interference in other directions. This work extends the use of the SPIDA antenna, showing that using multiple director elements results in an improved performance in terms of maximum gain, narrower Half Power Beamwidth (HPBW), and a lower module of the S11 parameter. Measurements show that using three directors improves the maximum gain about 1.4 dB (6.8 dBi for the single director element antenna against 8.2 dBi for the antenna with three directors); the input impedance matching was also improved, obtaining a module of S11 parameter of -9.8 dB at the central frequency (fc = 2.4525 GHz) against -7.5 dB for the antenna with a single director element. Finally, new intermediate directions of transmission can be achieved by using two successive director elements, where the power is focused in the bisectrix of the angle formed by the two directors. This converts a six-sector antenna like the SPIDA into a twelve-sector antenna without changing the hardware.
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Gray, Stephen, and John Nowland. "Director workloads, attendance and firm performance." Accounting Research Journal 31, no. 2 (July 2, 2018): 214–31. http://dx.doi.org/10.1108/arj-02-2016-0023.

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Purpose This paper examines whether increased director workloads are benefiting firms or are causing directors to become too busy, resulting in lower director attendance and weaker firm performance. Design/methodology/approach This paper conducts empirical analysis of the relationships between meeting frequency, director attendance rates and firm performance using archival data from Australia. Findings Attendance rates for both outside and inside directors decrease as they are required to attend more meetings. The benefits firms obtain from holding additional meetings are significantly eroded by lower director attendance. Originality/value This study brings together the literatures on meeting frequency, director busyness and firm performance to show that increased director workloads are only beneficial to firms if directors do not become too busy to fulfill their obligations to shareholders.
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Veltrop, Dennis B., Eric Molleman, Reggy Hooghiemstra, and Hans van Ees. "The Relationship Between Tenure and Outside Director Task Involvement: A Social Identity Perspective." Journal of Management 44, no. 2 (March 25, 2015): 445–69. http://dx.doi.org/10.1177/0149206315579510.

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Drawing from corporate governance research and social identity theory, the authors argue that the relationship between outside directors’ time in office and outside director task involvement is more complex than generally anticipated. By using a unique multisource data set composed of peer ratings provided by fellow outside directors rating a focal director’s task involvement, this study analyzes director task involvement at the individual director level of analysis. The authors propose and empirically demonstrate that outside director tenure has an inverted U-shaped relationship with outside director task involvement that is moderated by a director’s social identification with the organization. As such, the authors demonstrate that social identification with the organization provides a critical contingency for the curvilinear relationship between outside director tenure and outside director task involvement. Findings suggest that outside directors who socially identify with the organization are more likely to grow “stale in the saddle” at lower levels of tenure. These findings provide support for the merit of analyzing outside directors at the individual level of analysis and suggest that a “one-size-fits-all” approach may not be most appropriate in assessing the effects of tenure on outside director functioning.
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Ying, Chen, and Sidney Leung. "Director ownership, outside directors and commitment to corporate social responsibility." Corporate Board role duties and composition 7, no. 1 (2011): 66–78. http://dx.doi.org/10.22495/cbv7i1art6.

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This paper examines the effects of director ownership and the proportion of outside directors on firms’ commitment to corporate social responsibility (CSR). Using a sample of 453 Hong Kong listed companies for 2005, we find that there is a non-linear relationship between the level of director ownership and firms’ engagement in CSR behavior. Commitment to CSR first increases as the proportion of director ownership increases up to 50% and then decreases as that proportion of ownership grows higher. Further, the proportion of outside directors on the board exhibits a positive relationship with the level of CSR commitment. These results provide explanations for firms’ commitment to CSR from the corporate governance perspective.
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Taleska, Ana. "Activist Hedge Funds and Board Representation: A Comparative Analysis of the European and American Fiduciary Duties in the Context of Activist-Nominated Directors." European Company Law 18, Issue 3 (June 1, 2021): 84–96. http://dx.doi.org/10.54648/eucl2021011.

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Recently, a new breed of representative director has featured European and American corporate boards: activist-nominated directors. Activistnominated directors are sponsored by hedge funds in course of an activist campaign targeting a listed corporation in a bid to amplify hedge funds’ direct influence in board deliberations. Constituency directors are deeply rooted in (Continental) European corporate governance and activist-nominated directors may find that the decision-making processes and deliberations of multi-stakeholder (two-tier) boards are markedly different from majority-independent (unitary) boards, commonly featured at British and American firms. This dynamic in the (Continental) European corporate governance may significantly curtail activist directors’ influence in gaining support for their demands that are at odds with the interests of other (board-represented) stakeholder interests at (Continental) European firms. activist-nominated director, constituency director, nominee director, representative director
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McCabe, Margaret, and Margaret Nowak. "The independent director on the board of company directors." Managerial Auditing Journal 23, no. 6 (June 27, 2008): 545–66. http://dx.doi.org/10.1108/02686900810882101.

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Piscitelli, Anthony, and Sean Geobey. "Representative Board Governance: What Role Do Board Directors Have in Representing the Interest of Their Constituents?" Canadian Journal of Nonprofit and Social Economy Research 11, no. 1 (July 14, 2020): 12. http://dx.doi.org/10.22230/anserj.2020v11n1a323.

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The current ethos of most nonprofit boards of directors focuses on role clarity between board directors and the executive director. The board’s role is to collectively set strategic direction and provide oversight while leaving day-to-day operations to staff. Yet, many individual directors join a board to make an impact on the organization by addressing very specific operational concerns and/or to represent a stakeholder group, and this creates tension at the board table. This article explores whether there is necessarily a trade-off between the representative and good governance roles of a nonprofit board director. It will demonstrate that the tension between representing member interests and governing nonprofits is a false dichotomy. Reconciling these two interests offers some potential avenues for improved organizational accountability.
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Piscitelli, Anthony, and Sean Geobey. "Representative Board Governance: What Role Do Board Directors Have in Representing the Interest of Their Constituents?" Canadian Journal of Nonprofit and Social Economy Research 11, no. 1 (July 14, 2020): 12. http://dx.doi.org/10.29173/cjnser.2020v11n1a323.

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The current ethos of most nonprofit boards of directors focuses on role clarity between board directors and the executive director. The board’s role is to collectively set strategic direction and provide oversight while leaving day-to-day operations to staff. Yet, many individual directors join a board to make an impact on the organization by addressing very specific operational concerns and/or to represent a stakeholder group, and this creates tension at the board table. This article explores whether there is necessarily a trade-off between the representative and good governance roles of a nonprofit board director. It will demonstrate that the tension between representing member interests and governing nonprofits is a false dichotomy. Reconciling these two interests offers some potential avenues for improved organizational accountability.
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Leblanc, Richard W., and Mark S. Schwartz. "Effective boards of directors: an examination of director behavioral-types." Corporate Ownership and Control 5, no. 2 (2008): 154–67. http://dx.doi.org/10.22495/cocv5i2c1p1.

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The study sought to explore the role that director behavioral-type might play in leading to board effectiveness. The study involved direct observation of twenty-one boards of directors or committee meetings, together with interviews of 194 respondents. The study suggests that board process may be an equal if not more important factor than board structure in determining board effectiveness. The study’s data suggests that board processes, in turn, may be influenced by the behavioral-types of individual board members. Based on the three dimensions of dissent/consensus; individual/collective; and persuasiveness/non-persuasiveness, five director behavioral types leading to a functional board emerged from the study including: (i) change agents; (ii) consensus-builders; (iii) counsellors; (iv) challengers; and (v) conductors. Five director behavioral types leading to a dysfunctional board also emerged including: (vi) controllers; (vii) conformists; (viii) cheerleaders; (ix) critics; and (x) caretakers. The study concludes with its limitations
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Dissertations / Theses on the topic "Director"

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Elms, Natalie E. "Exploring the effect of director tenure on director monitoring: A case-based approach." Thesis, Queensland University of Technology, 2017. https://eprints.qut.edu.au/112190/1/Natalie_Elms_Thesis.pdf.

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This thesis addresses the unresolved question of how director tenure relates to director monitoring. Multiple sources of data, gathered over two interrelated qualitative studies, provide a unique and up close perspective of the phenomena. The results highlight the value of incorporating theories that explain director motivation into traditional corporate governance research. Overall, the relationship between tenure and director monitoring is shown to be more complex than generally assumed, and as such, policies using a single approach for director tenure may not be appropriate.
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Lai, Brian Y. "Are Independent Directors Effective Corporate Monitors? - An Analysis of the Empirical Evidence in the USA and Canada." Thèse, Université d'Ottawa / University of Ottawa, 2014. http://hdl.handle.net/10393/31018.

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This thesis explores whether independent directors in the USA and Canada are effective in holding management accountable by: (1) analyzing how the policy of relying on independent directors developed and operates; (2) introducing the main theoretical critiques of independent directors’ monitoring effect; and (3) examining whether empirical studies in the field of management science and financial economics support the policy in both countries of relying on independent directors as corporate monitors. Empirical evidence shows that boards with a majority of independent directors, in some circumstances, were associated with better firm performance (in the post-SOX period) and fulfilled certain board tasks effectively in the United States. Canadian studies, however, have not shown a positive association with improved firm performance. Audit committees composed entirely of independent directors have been effective in ensuring the quality of financial reporting in the United States, but this effect has not been found in Canada. Compensation committees composed fully of independent directors neither constrained the level of executive compensation nor tied CEO pay to firm performance in either country. US firms with an audit committee member who had accounting expertise, rather than financial analysis or supervisory expertise, were associated with a higher quality of financial reporting, while Canadian firms with an audit committee member who has financial expertise, instead of financial literacy, were associated with a similar effect. Studies also showed that independent directors perform better in certain circumstances. Based on empirical evidence, US regulators should consider: (1) changing the current mandatory requirements for an independent board and a completely independent compensation committee to a comply-or-explain requirement; (2) narrowing the qualification of a financial expert to an individual who has accounting expertise; and (3) recruiting independent directors who have two or fewer outside directorships, hold more of the corporation’s shares, have lower cost of acquiring corporate information, and have no social connections with the CEO. In Canada, weak evidence of the monitoring effectiveness of independent directors supports the existing comply-or-explain approach. Canadian regulators may only need to require or recommend that at least one audit committee member has financial expertise, instead of only financial literacy.
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org, stephen truscott@fullnessoflife, and Stephen Austin Truscott. "A study of the developmental influences that shape the contemporary practice of beginning and advanced spiritual directors." Murdoch University, 2007. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20070722.150153.

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This study explores the similar and different developmental influences that shape the practice of beginning and advanced spiritual directors. An examination of the contemporary literature on spiritual direction finds that in the main, two developmental influences shape the practice of contemporary spiritual directors: their capacity to adopt a contemplative stance towards their directees and their ability to be aware contextually of the factors that fashion the dynamic of accompaniment. While the review highlights the presence of these two influences, the literature is deficient in understanding the similarities and differences in how these two influences shape the practice of beginning and advanced spiritual directors. To address the deficiency, this study reviews three groups of Western Australian spiritual directors, Anglican, Churches of Christ and Roman Catholic. The investigation takes a qualitative, ethnographic approach, using focus groups. An analysis and discussion of the data confirms that the similarities and differences in the influences that shape their practice revolve around two key developmental influences namely, the capacity of directors to adopt a contemplative stance to their directees, and their ability to be aware contextually of the factors that fashion the dynamic of accompaniment. While both influences shape beginning and advanced directors, the former impacts more on the practice of beginning directors and the latter more affects advanced directors. Two factors may initiate and sustain the capacity of directors to adopt a contemplative stance. First, directors grow by noticing and attending to all the dimensions of their human experience. Second, directors develop by having their experience attended to in some form of therapeutic relationship or through participation in various developmental group processes. Directors may enhance their capacity to be aware contextually of the factors that fashion the dynamic of accompaniment through understanding paradigms about spiritual direction practice and spiritual development. Their appreciation of paradigms about spiritual direction may derive from two sources. The first is by how they distinguish more effectively spiritual direction from other therapeutic practices. The second is by how they grow in understanding relevant theological, philosophical, and psychological perspectives that inform good practice. Directors may further increase their comprehension of interpretive frameworks about spiritual development by redressing the attitudinal effects of fundamentalism and incorporating a multiplicity of approaches to spirituality. Training programmes are an important means to introduce and develop directors’ abilities to be aware contextually of the factors that fashion the dynamic of accompaniment. A person’s ecclesial role may influence the context in which a director commences practice. From this discussion, this study draws conclusions and offers recommendations applicable to practice and research.
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Bettington, Jacqueline J. "Unpacking director financial literacy." Thesis, Queensland University of Technology, 2015. https://eprints.qut.edu.au/86056/1/Jacqueline_Bettington_Thesis.pdf.

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The social and economic effects of high profile governance scandals such as the National Safety Council, HIH and Centro have triggered much debate, reform and research into predicting and preventing future failures. While this has meant director financial literacy is now recognised as a core capability required of each individual director, there has been little guidance on what this capability involves other than the very general statement of being able to 'read and understand financial statements'. This thesis presents the results of a Delphi study aimed at identifying the core concepts a director needs to master to be financially literate. Thirty-five experts drawn from accounting, education and practice agreed that to be financially literate a director must have a conceptual understanding of 24 basic accounting concepts and be able to independently apply this understanding to a strategic evaluation of the finances of the organisation they serve.
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Hanna, Stephanie R. "The Assistant Director." VCU Scholars Compass, 2006. http://hdl.handle.net/10156/1619.

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Valle, Ballón Julio Del. "Nota del Director." En Blanco y Negro, 2015. http://repositorio.pucp.edu.pe/index/handle/123456789/117327.

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Cisneros, Luis Jaime. "Palabras del director." Pontificia Universidad Católica del Perú, 2012. http://repositorio.pucp.edu.pe/index/handle/123456789/103241.

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Liu, Xingzhou. "Studies of UK director trading : in aggregate and by director role." Thesis, University of Exeter, 2013. http://hdl.handle.net/10871/14446.

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The topic of insider/director trading raises interesting questions and has generated much attention from researchers, market participants and regulators. The purpose of this thesis is to investigate the long-run director trading performance in the UK market. It examines relationship between aggregate director trading and indicators of the UK macroeconomy focus on the macro-aspects in Chapter 4 and 5. The extant empirical literature on aggregate director trading can be categorized into two parts: the first is the relationship between director trading and the stock market; and the second is the link between stock returns and future aggregate economic activities. Having examined the macro-picture, it goes to examine a more micro-picture. Chapter 6 examines long-run relationship between director trading and market reactions. This thesis is organized around three research studies which are presented in Chapters 4, 5 and 6 and which examine long-run director trading activities in the UK. Chapters 4 and 5 together investigate the evidence for director trading activities and the macroeconomy. There is little literature on aggregate director trading and the macro-economy: therefore Chapter 4 examines the relationship between aggregate director trading and future market excess returns. Empirical evidence is presented which demonstrates that the returns on stock market are significantly correlated to future economic growth. Chapter 5 then examines whether the forecasting ability can be improved by adding aggregate director trading as a measurement of business confidence into the forecasting model. Chapter 6 examines the long-run performance of market reaction to director roles. In order to examine the relationship between aggregate director trading and the macro-economy, the link between aggregate director trading and future market excess returns is investigated. This thesis considers the importance of the seasonality issue in UK director trading and employs a number of alternative seasonality adjustments to adjust the raw data on aggregate director trading. The positive correlation between aggregate director trading and future market excess returns is confirmed and evidence is provided that indicates directors are contrarian: in aggregate they purchase (sell) their own-company stock prior to general stock market increases (decreases). In the long-run, the empirical work demonstrates that aggregate director trading has forecasting power in terms of predicting future stock market excess returns. Additional findings are that aggregate director trading in large firms has a positive significant predictive ability for identifying future excess returns of large firms and aggregate director trading of some industries has positive significant forecasting ability for future excess returns of these industries. Having confirmed the relationship between aggregate director trading and future market movement, this thesis turns to examine the link between aggregate director trading and future UK economic growth. It measures economic growth of future real economic activity by the change in gross domestic product (GDP) and it documents a strong correlation between past aggregate director trading and future real economic activity. The predictability of future economic growth increases with both the length of forecasting horizon and past net number of director trading. In a multivariate regression analysis this thesis finds that aggregate director trading retains predicting power with respect to future GDP growth even after including popular business cycle variables (dividend yield of FTSE All share, growth rate of industrial production and term spread) as explanatory variables. This finding suggests that aggregate director trading captures things related to changes in real activity but not captured by market factors (Fama-French 3 factors: SMB, HML and RMRF) and business cycle variables. After examining the relationship between aggregate director trading, market returns and changes in GDP, the last empirical Chapter of the thesis concentrates director trading on the micro-aspects of director trading and stock movement. It examines the stock market reaction to director trading with firm characteristics and the effects of director trading pattern. Using long-run calendar-time abnormal returns (CTAR) methodology with Fama-French 3-factor model, evidence is presented that directors do have more valuable information allowing them to make significant abnormal returns than other market participants, the performance of CFOs supports the information hierarchy hypothesis in 1- and 6-month post-purchase trading time, and the director trading with firm characteristics has a significant effect on stock abnormal returns.
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Singhvi, Meghna. "Audit Committee Director Turnover." FIU Digital Commons, 2011. http://digitalcommons.fiu.edu/etd/448.

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Actions by both private sector organizations and legislators in recent years have highlighted the importance of the audit committee of the board of directors of corporations in the financial reporting process. For example, the Sarbanes Oxley Act of 2002 has multiple sections that deal with the composition and functioning of audit committees. My dissertation examines multiple issues related to the composition of audit committees. In the first two parts of my dissertation, I examine the stock market reactions to disclosures of audit committee appointments and departures in the 8-Ks filed with the SEC during 2008 and 2009. I find that there is a positive stock market reaction to the appointment of audit committee directors who are financial experts. The second essay investigates the cumulative abnormal return to departure of audit committee directors. I find that when an accounting expert leaves the audit committee, the market reaction is significantly negative. These results are consistent with regulators’ concerns related to having directors with audit, accounting and other financial expertise on corporate audit committees. The third essay of my dissertation examines the changes in audit committee composition in the last decade. I find that while the increase in audit committee size is relatively modest, there has been a significant increase in the number of audit committee experts and the frequency of audit committee meetings over the past decade; interestingly, such increase in the number of meetings has persisted even after the media focus on the auditing profession, in the immediate aftermath of the Enron and Andersen failures, have waned. My results show that audit committee composition and its role continues to evolve with regulatory and other corporate governance related changes.
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Beijer, Samuel. "Nätverksspel i Macromedia Director." Thesis, Linköpings universitet, Institutionen för teknik och naturvetenskap, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-97097.

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Detta examensarbete är utfört på Institutionen för teknik och naturvetenskap på Linköpings universitet som en avslutade del av mina studier i Medie- och Kommunikationsteknik. Målet med examensarbetet vär att utveckla ett datorspel med Macromedia Director i vilket man kan spela mot andra spelare över Internet. Examensarbetet ska också resultera i en presentation av några av de tillgängliga metoderna för att skapa nätverksapplikationer med Macromedia Director. Rapporten inleds med en teoridel som beskriver Macromedia Director och vad det kan användas till, samt en redovisning av olika metoder för att skapa nätverksapplikationer i Macromedia Director. Därefter följer en beskrivning hur spelet är uppbyggt och en genomgång av de viktigaste funktionerna. Programkoden till dessa funktioner finns i bilagorna till rapporten.
This degree thesis is the finishing part of my studies in Media and Communication Engineering at the the Department of Science and Technology at Linköping University. The goal of the degree thesis was to develop a computer game in Macromedia Director in which you could play against other players over the Internet. The second goal was to make a description of some of the available methods to create applications in Macromedia Director with network capabilities. The report consists of a theory part with a description of Macromedia Director and what it can be used for. It also contains the description of the methods for creating application with network capabilities in Macromedia Director. Following the theory part comes a part where I account for how I created the game and descriptions of the most important parts of the game. The program code of these parts can be found in the appendix.
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Books on the topic "Director"

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(Firm), Macromedia, ed. Macromedia Director 8: Lingo Directory. San Francisco, CA: Macromedia Inc, 2000.

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O'Neal, David E. Director networks/director selection: Keys to the strategic role of the Board of Directors. [Urbana, Ill.]: College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, 1993.

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M, Boretz N., ed. The director as artist: Play direction today. New York: Holt, Rinehart, and Winston, 1987.

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Roberts, Jason. Director demystified: Creating interactive multimedia withMacromedia Director. Berkeley, CA: Peachpit Press, 1995.

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(Firm), Macromedia, ed. Macromedia Director 8 shockwave studio: Using Director. San Francisco, Calif: Macromedia Inc, 2000.

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Hübner, Klemens, and Hans Seifert. Macromedia Director. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3.

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Sarah, Death, ed. The director. London, UK: Portobello Books, 2008.

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Seguí, Feliu Antúnez. Benvolgut director. Girona: Curbet Comunicació Gràfica, 2002.

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Observatory director. Ann Arbor, Michigan: Cherry Lake Publishing, 2015.

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The director. Leicester, UK: Ulverscroft, 2008.

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Book chapters on the topic "Director"

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Weik, Martin H. "director." In Computer Science and Communications Dictionary, 422. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/1-4020-0613-6_5167.

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Hübner, Klemens, and Hans Seifert. "Grundlagen Director." In Macromedia Director, 1–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3_1.

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Hübner, Klemens, and Hans Seifert. "Grundlagen der Programmierung." In Macromedia Director, 57–106. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3_2.

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Hübner, Klemens, and Hans Seifert. "Programmierung für Fortgeschrittene." In Macromedia Director, 107–232. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3_3.

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Hübner, Klemens, and Hans Seifert. "Medienarbeit." In Macromedia Director, 233–68. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3_4.

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Hübner, Klemens, and Hans Seifert. "Grafik." In Macromedia Director, 269–465. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3_5.

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Hübner, Klemens, and Hans Seifert. "Workshops." In Macromedia Director, 467–76. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3_6.

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Hübner, Klemens, and Hans Seifert. "Anhang." In Macromedia Director, 477–78. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-18694-3_7.

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Takoudes, Greg. "The director and assistant director department." In The Collaborative Director, 84–94. London ; New York : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429461392-6.

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Young, Suzanne. "Director Interlocks." In Encyclopedia of Corporate Social Responsibility, 798–801. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_215.

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Conference papers on the topic "Director"

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Betsworth, Liam, and Matt Jones. "Director." In CHI '15: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2702613.2732917.

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Mott, Bradford W., and James C. Lester. "U-director." In the fifth international joint conference. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1160633.1160808.

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Nguyen, Duong-Trung-Dung, Mukesh Saini, Vu-Thanh Nguyen, and Wei Tsang Ooi. "Jiku director." In the 21st ACM international conference. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2502081.2502277.

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de Lima, Edirlei Everson Soares, Bruno Feijó, Antonio L. Furtado, Cesar Tadeu Pozzer, and Angelo E. M. Ciarlini. "Director of Photography and Music Director for Interactive Storytelling." In 2010 Brazilian Symposium on Games and Digital Entertainment (SBGAMES). IEEE, 2010. http://dx.doi.org/10.1109/sbgames.2010.13.

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Osman, Silvia. "THE BECKETTIAN DIRECTOR." In SGEM 2014 Scientific SubConference on ARTS, PERFORMING ARTS, ARCHITECTURE AND DESIGN. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b41/s14.053.

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Meixner, Britta, Maxine Glancy, Matt Rogers, Caroline Ward, Thomas Röggla, and Pablo Cesar. "Multi-Screen Director." In TVX '17: ACM International Conference on Interactive Experiences for TV and Online Video. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3084289.3089924.

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Nguyen, Duong Trung Dung, Axel Carlier, Wei Tsang Ooi, and Vincent Charvillat. "Jiku director 2.0." In MM '14: 2014 ACM Multimedia Conference. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/2647868.2654884.

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Rajaram, R. "Message from director." In 2016 3rd International Conference on Advanced Computing and Communication Systems (ICACCS ). IEEE, 2016. http://dx.doi.org/10.1109/icaccs.2016.7586291.

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"Message from Director." In 2017 Second International Conference on Recent Trends and Challenges in Computational Models (ICRTCCM). IEEE, 2017. http://dx.doi.org/10.1109/icrtccm.2017.13.

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"Executive director letter." In 2017 IEEE Photonics Conference (IPC). IEEE, 2017. http://dx.doi.org/10.1109/ipcon.2017.8115971.

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Reports on the topic "Director"

1

Younger, F. C. Beam director design report. Office of Scientific and Technical Information (OSTI), August 1986. http://dx.doi.org/10.2172/6643062.

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Thoren, Roxi, and Andrew Louw. Simon and Helen Director Park. Landscape Architecture Foundation, 2013. http://dx.doi.org/10.31353/cs0630.

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Bailey, K. C., and M. E. Price. Director`s series on proliferation. Office of Scientific and Technical Information (OSTI), December 1994. http://dx.doi.org/10.2172/10108550.

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McQueary, Charles E. Director, Operational Test and Evaluation. Fort Belvoir, VA: Defense Technical Information Center, December 2007. http://dx.doi.org/10.21236/ada489271.

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Bailey, K. C., and M. E. Price. Director`s series on proliferation. Office of Scientific and Technical Information (OSTI), November 1995. http://dx.doi.org/10.2172/216294.

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Bailey, K. C. Director`s series on proliferation. Office of Scientific and Technical Information (OSTI), September 1993. http://dx.doi.org/10.2172/10188542.

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Bailey, K. C., and M. E. Price. Director`s series on proliferation. Office of Scientific and Technical Information (OSTI), October 1994. http://dx.doi.org/10.2172/10190132.

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Bailey, K. C., and M. E. Price. Director`s series on proliferation. Office of Scientific and Technical Information (OSTI), August 1994. http://dx.doi.org/10.2172/10181413.

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Redmond, James M., Randall D. Watkins, Craig Dickensheets, Georgia Marie Fernandez, Janise Baldo, and Wayne Scott McKenna. Center 1500 FY16-Q3 Director Assessment. Office of Scientific and Technical Information (OSTI), August 2016. http://dx.doi.org/10.2172/1432595.

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Younger, F. C. Beam director design report: Volume 1. Office of Scientific and Technical Information (OSTI), August 1986. http://dx.doi.org/10.2172/6643063.

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