Town of Porter Maine Ordinances

Ordinances Cover: Land Use; Mailbox Placemen

Modeling the adoption and use of social media by nonprofit organizations

This study examines what drives organizational adoption and use of social media through a model built around four key factors - strategy, capacity, governance, and environment. Using Twitter, Facebook, and other data on 100 large US nonprofit organizations, the model is employed to examine the determinants of three key facets of social media utilization: 1) adoption, 2) frequency of use, and 3) dialogue. We find that organizational strategies, capacities, governance features, and external pressures all play a part in these social media adoption and utilization outcomes. Through its integrated, multi-disciplinary theoretical perspective, this study thus helps foster understanding of which types of organizations are able and willing to adopt and juggle multiple social media accounts, to use those accounts to communicate more frequently with their external publics, and to build relationships with those publics through the sending of dialogic messages.Comment: Seungahn Nah and Gregory D. Saxton. (in press). Modeling the adoption and use of social media by nonprofit organizations. New Media & Society, forthcomin

Porter's contribution to more general and dynamic strategy frameworks

Introduction. Understanding why firms are successful is a very basic question in strategy both from a practitioner and a research perspective. In the strategy and management literature, however, we are confronted with different analytical frameworks, applicable at different levels of analysis such as the industry and the national level, providing different answers! Needless to say there is a clear necessity to create more integrative strategy frameworks. This concluding chapter is devoted to this topic by briefly describing Porter's contribution to a more integrated and dynamic strategy framework

Distribution of the invasive bryozoan Schizoporella japonica in Great Britain and Ireland and a review of its European distribution

The bryozoan Schizoporella japonica Ortmann (1890) was first recorded in European waters in 2010 and has since been reported from further locations in Great Britain (GB) and Norway. This paper provides a new earliest European record for the species from 2009, a first record from Ireland and presence and absence records from a total of 231 marinas and harbours across GB, Ireland, the Isle of Man, France and Portugal. This species is typically associated with human activity, including commercial and recreational vessels, aquaculture equipment, and both wave and tidal energy devices. It has also been observed in the natural environment, fouling rocks and boulders. The species has an extensive but widely discontinuous distribution in GB and Ireland. Although found frequently in marinas and harbours in Scotland, it inhabits only a few sites in England, Wales and Ireland, interspersed with wide gaps that are well documented as genuine absences. This appears to be a rare example of a southward-spreading invasion in GB and Ireland. The species has been reported from the Isle of Man and Norway but has not been found in France or Portugal. In the future we expect S. japonica to spread into suitable sections of the English, Welsh and Irish coasts, and further within Europe. The species’ capability for long-distance saltatory spread and potential for negative impact on native ecosystems and economic activity suggests that S. japonica should now be considered invasive in GB and Ireland. As such, it is recommended that biosecurity procedures alongside effective surveillance and monitoring should be prioritised for regions outside the species’ current distribution

Exploring the use of strategic frameworks in dental practice

This paper explores the use of strategic frameworks in NHS and private dental practice. It reviews the policy context of dentistry and suggests the challenges in this context will require dental practices to prioritise understanding and engagement with a strategic approach. A strategic approach will be required in order to enhance and improve performance. Two specific strategic frameworks will be explored in terms of their relevance to NHS and private dental practic