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Autore: Grafiati
Pubblicato: 26 luglio 2024
Ultima modifica: 26 luglio 2024

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1

Mason, Jane B. Apple-y ever after. New York: Scholastic, 2005.

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2

Carlton, Jim. Apple, the inside story of intrigue, egomania, and business blunders. New York: HarperBusiness, 1998.

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3

Carlton, Jim. Apple: The inside story of intrigue, egomania, and business blunders. New York: Times Business/Random House, 1997.

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4

Carlton, Jim. Apple: The inside story of intrigue, egomania, and business blunders. London: Century, 1998.

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5

Malone, Michael S. Infinite loop: How the world's most insanely great computer company went insane. New York: Currency/Doubleday, 1999.

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6

Carlton, Jim. Apple: The inside story of intrigue, egomania, and business blunders. New York: Times Business/Random House, 1997.

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7

Cotter, Kay. Industrial buyer-supplier relationships: A case study. Dublin: University College Dublin, 1993.

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8

Cotter, Kay. Industrial buyer-supplier relationships: A case study. Dublin: University College Dublin, 1993.

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9

Vitiello, Andrew P. CEO succession: Theory and reality at IBM, Apple and Compaq. Dublin: University College Dublin, 1997.

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10

Menuez, Doug. Defying gravity: The making of Newton. Hillsboro, Or: Beyond Words Pub., 1993.

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11

Alan, Balter. Divided apple: A story about teaching in Chicago. Dubuque, Iowa: Kendall/Hunt Pub. Co., 1994.

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12

Amelio, Gil. On the firing line: My 500 days at Apple. New York: HarperBusiness, 1998.

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13

Amelio, Gil. On the firing line: My 500 days at Apple. Oxford: Capstone, 1998.

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14

Downey, Patrick. Bad seeds in the Big Apple: Bandits, killers, and chaos in New York City, 1920-1940. Nashville, Tenn: Cumberland House, 2008.

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15

Garsten, Christina. Apple world: Core and periphery in a transnational organizational culture. Stockholm: Dept. of Social Anthropology, Stockholm University, 1994.

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16

Lashinsky, Adam. Inside Apple: Sådan fungerer verdens mest succesrige og hemmelighedsfulde virksomhed. [Valby]: Libris Business, 2012.

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17

Richardson, Warnie. Silk purses, recast dies, and peripatetic apples: Narratives of risk and resilience from within the academy. Champaign, Ill: Common Ground Pub., 2012.

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18

Cavaleri, David P. The law of war: can 20th century standards apply to the global war on terrorism? Fort Leavenworth, Kan: Combat Studies Institute Press, 2005.

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19

Cusumano, Michael A. Staying power: Six enduring principles for managing strategy and innovation in an uncertain world (lessons from Microsoft, Apple, Intel, Google, Toyota and more). Oxford: Oxford University Press, 2010.

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20

Towns, Elmer L. An inside look at 10 of today's most innovative churches: What they're doing, how they're doing it & how you can apply their ideas in your church. Ventura, Calif., U.S.A: Regal Books, 1990.

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21

Lashinsky, Adam. Inside Apple: The secrets behind the past and future success of Steve Job's iconic brand. London: John Murray, 2012.

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22

Aryal, Kul Prasad. The right to practice shifting cultivation as traditional occupation in Nepal: A case study to apply ILO Conventions nos. 111 (employment and occupation) and 169 (indigenous and tribal peoples). Kathmandu: International Labour Organization, 2008.

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23

Carlton, Jim. Apple. Random House Value Publishing, 1997.

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24

Ferguson, Margaret W. Fatal Cleopatras and Golden Apples. A cura di Jonathan Post. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199607747.013.0004.

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Abstract (sommario):
This chapter argues that Shakespeare’s wordplay is integral to his communication of ideas in audible and/or visual signs that must be interpreted by a reader or audience member. The essay builds on and counters Samuel Johnson’s famous critique of Shakespearean ‘quibbles’ as excessive deviations from a proper communicative path. Shakespeare’s theory and practice of wordplay does not accept the Johnsonian view that a word has a single or even a predominant ‘proper’ meaning. Paradoxically marked both by a concern for ‘measure’ (in syllable or line counting) and by a tendency toward transgression of rules, Shakespeare’s interest in ‘numbers’—a figure for poetry in metrical forms—shows his awareness of wordplay as a game requiring at least three players: a historically situated writer, a text (in Shakespeare’s case, usually an unstable one); and an interpreter. Key examples of wordplay come from As You Like It,Love’s Labours Lost, and the Sonnets, particularly 135, which plays on the word ‘will’ in ways some have found excessive.
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25

Carlton, Jim. Apple:: The Inside Story of Intrigue, Egomania, and Business Blunders. Crown Business, 1997.

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26

Carlton, Jim. Apple: The Inside Story of Intrigue, Egomania, and Business Blunders. Diane Pub Co, 1997.

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27

Kimball, Linda Hoffman. Apple Pies & Promises: Motherhood in the Real World. CFI, 2005.

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28

What Would Apple Do How You Can Learn From Apple And Make Money Inspirations And Ideas. Biteback, 2013.

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29

Amelio, Gil, e William L. Simon. On the Firing Line: My 500 Days at Apple. Collins, 1999.

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30

(Editor), Vernon Boggs, a cura di. The Apple Sliced: Sociological Studies of New York City. Waveland Press, 1988.

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31

Kunkel, Paul. Appledesign: The Work of the Apple Industrial Design Group. Watson-Guptill Publications, 1997.

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32

Abdul Rahman, Nora Azureen. Case Studies in Management and Business. Volume 5. UUM Press, 2020. http://dx.doi.org/10.32890/9789672363040.

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Abstract (sommario):
Institute for Management and Business Research (IMBRe) Universiti Utara Malaysia is pleased to present this book, which contains a compilation of management and business case studies. The cases in the book are meant for teaching and learning and could be used at both undergraduate and postgraduate levels.Specifically, the first case about Damai Industries Sdn Bhd requires students to apply their knowledge of how to manage a business with respect to corporate governance, marketing, financial management and strategic management in order to sustain the business in the long run. The second case study, which is about the credit challenge faced by Mesra Motel, requires students to apply their knowledge of banking and financial management to come up with capital-raising strategies to ensure that the hotel project runs smoothly. The third case about Credit Card Usage, requires students to apply their knowledge of personal finance, credit management and bank management to reduce financial problems due to mismanagement of credit cards. The fourth case about Classy Tech Machinery Sdn Bhd requires students to apply their knowledge of insurance concepts and principles, such as insurance contracts and claims, in making decisions on the liabilities of the company.The fifth case about 5Ds Enterprise requires students to apply their knowledge of human resource management with regards to recruitment, development and management to come up with strategies to retain the companys workforce. The sixth and last case is about Persuasive Communication. It requires students to apply their knowledge of how to communicate effectively to ensure that ideas, information, knowledge and values reached the target audience.
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33

Chee Chee, Lim. Case Studies in Management and Business (Volume 3). UUM Press, 2017. http://dx.doi.org/10.32890/9789672064428.

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Abstract (sommario):
Institute for Management and Business Research (IMBRe) is pleased to put forward this book which contains a compilation of business management case studies.The cases in this book are meant for teaching and learning purposes which could be used for both the undergraduate and postgraduate levels.In specific, the first case about Lang Buana Museums requires students to apply their knowledge of how to manage an entity in public sector with respect to its accountability, financial management and accounting to address the Museums problems in trying to improve the operation and financial conditions of the Museums. The second case about Regular Care insurance and Critical Care insurance requires students to apply their knowledge of insurance management and also financial management about time value of money (TVM) concept in making purchase decisions for different needs of medical care and for different premium payment terms.The third case about BFN Bank Berhad requires students to apply their knowledge of bank management with respect to commercial banks operations and its lending activities to come up with turnaround strategies in reducing the banks non-performing loans (NPLs) to enable the bank to generate high return. The fourth case about Langkawi Buffalo Park requires students to apply their knowledge of how to manage a farm to improve its performance with respect to management, marketing and finance by conducting SWOT analysis and re-establishing the length of time expected to break even.The fifth case about a small family business requires students to apply their knowledge of strategic management by performing SWOT analysis, explaining how business creates values under cost-leadership strategy, discussing the disadvantages of resource-based model and identifying exit barriers. The sixth and last case about Knots Group Café requires students to apply their knowledge of human resource management with regard to the recruitment, development (talent management) and retention of employees for business sustainability.
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34

Downey, Patrick. Bad Seeds in the Big Apple: Bandits, Killers, and Chaos in New York City, 1920-40. Cumberland House Publishing, 2008.

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35

Johnson, Benjamin. How I Would Apply Change Principles in Psychotherapy with Three Cases of Depression. A cura di Louis G. Castonguay, Michael J. Constantino e Larry E. Beutler. Oxford University Press, 2019. http://dx.doi.org/10.1093/med-psych/9780199324729.003.0004.

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Abstract (sommario):
This chapter describes how the author would implement each of the empirically based principles of change identified in Chapter 2, as they are specifically related to the three cases of depression presented in Chapter 3. The chapter begins with the author’s initial reaction to the list of principles, as well as to the task of describing their implementation in his day-to-day clinical work. Also included in the chapter are the author’s case formulation and treatment for each case, which serve as the general context for the author’s detailed explanation of why and how he would apply the principles in ways that are best attuned to the needs of particular clients. The chapter ends with the description of the author’s thoughts and experience about writing this chapter.
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36

Silk purses, recast dies, and peripatetic apples: Narratives of risk and resilience from within the academy. Champaign, Illinois: Common Ground Publishing, 2014.

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37

Lashinsky, Adam, e Carsten Roth. Inside Apple: Das Erfolgsgeheimnis des Wertvollsten, Innovativsten und Verschwiegensten Unternehmensder Welt. Wiley & Sons, Incorporated, John, 2012.

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38

Lashinsky, Adam, e Carsten Roth. Inside Apple: Das Erfolgsgeheimnis des Wertvollsten, Innovativsten und Verschwiegensten Unternehmensder Welt. Wiley & Sons, Incorporated, John, 2012.

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39

Trevor C, Hartley. Part I General and Introductory, 2 International and Territorial Application. Oxford University Press, 2017. http://dx.doi.org/10.1093/law/9780198729006.003.0002.

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Abstract (sommario):
This chapter discusses the scope of the Brussels 2012, Lugano 2007, and the Hague Convention. This is an important issue because if a case is outside their scope, they will not apply. It considers the international and territorial aspects: the rule that the instruments apply only in situations with an international element; and the fact that they apply only to particular territories. All three instruments apply in the European Union as part of EU law. Their territorial scope is, first and foremost, to be determined by looking at the EU Treaties. In the non-EU Parties to Lugano and Hague, the position is different. In those States, the instruments apply by virtue of international law.
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40

Lashinsky, Adam. Inside Apple: How America's Most Admired--and Secretive--Company Really Works. Business Plus, 2012.

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41

Lashinsky, Adam. Inside Apple: How America's Most Admired--And Secretive--Company Really Works. Grand Central Publishing, 2012.

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42

Lashinsky, Adam. Inside Apple: How America's Most Admired--and Secretive--Company Really Works. Business Plus, 2013.

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43

Lashinsky, Adam. Inside Apple: How America's Most Admired, and Secretive, Company Really Works. Hodder & Stoughton, 2012.

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44

Lashinsky, Adam. Inside Apple: How America's Most Admired--And Secretive--Company Really Works. Grand Central Publishing, 2012.

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45

Inside Apple: How America's Most Admired--And Secretive--Company Really Works. Headline Publishing Group, 2016.

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46

Lashinsky, Adam. Inside Apple: The Secrets Behind the Past and Future Success of Steve Jobs's Iconic Brand. Hodder & Stoughton, 2012.

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47

Murad Sani, Azlina. Academic writing essentials: A guide for postgraduate students. UUM Press, 2016. http://dx.doi.org/10.32890/9789670876450.

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Abstract (sommario):
Academic Writing Essentials is a writing reference for masters and doctoral students whose first language is not English.This book will assist you in adjusting to the expectations of writing in English for a higher degree.It offers guidance on strategies and conventions that apply in most forms of postgraduate-level writing. Features: Planning writing, Developing ideas, Integrating sources,Documenting sources, Synthesizing literature, Writing analytically Highlights: Research proposal, Article review, Case analysis report, Literature review paper. Academic Writing Essentials is designed to facilitate self-study.Annotated examples from journal articles, writing frames and simple explanations help you to understand language, style and organizational features, and to apply the knowledge directly in your own writing.
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48

Rumfitt, Ian. Bivalence and Determinacy. A cura di Michael Glanzberg. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780199557929.013.17.

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Abstract (sommario):
The principle that every statement is bivalent (i.e. either true or false) has been a bone of philosophical contention for centuries, for an apparently powerful argument for it (due to Aristotle) sits alongside apparently convincing counterexamples to it. This chapter analyzes Aristotle’s argument, then, in the light of this analysis, examines three sorts of problem case for bivalence. Future contingents, it is contended, are bivalent. Certain statements of higher set theory, by contrast, are not. Pace the intuitionists, though, this is not because excluded middle does not apply to such statements, but because they are not determinate. Vague statements too are not bivalent, in this case because the law of proof by cases does not apply. The chapter goes on to show how this opens the way to a solution to the ancient paradox of the heap (or Sorites) that draws on quantum logic.
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49

Amelio, Gil, e William L. Simon. On the Firing Line. Capstone Publishing Ltd, 1998.

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50

Trevor C, Hartley. Part III Recognition and Enforcement, 18 Brussels and Lugano: Grounds for Refusal of Recognition and Enforcement of Judgments. Oxford University Press, 2017. http://dx.doi.org/10.1093/law/9780198729006.003.0018.

Testo completo
Abstract (sommario):
The general rule in Brussels 2012 and Lugano 2007 is that all judgments from other Member States or Lugano States must be recognized unless there is a reason why they should not be. This chapter discusses those reasons. The grounds for refusal set out in the instruments apply to both recognition and enforcement of a judgment. However, in the case of enforcement, the judgment-debtor may also invoke grounds that apply under national law for the non-enforcement of national judgments — for example, that the judgment has been satisfied. This is not possible with regard to recognition: recognition may be refused only on the grounds set out in the instruments. The principal grounds are set out in Brussels 2012, Article 45, and Lugano 2007, Articles 34 and 35.
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