Solidariedade: a união que faz a diferença.

bitstream/CPAP/56432/1/ADM033.pdfFormato eletrônico

O melhor fungicida contra a ferrugem asiática da soja.

bitstream/item/40715/1/O-melhor-fungicida-alexandre.pd

Eficiência de fungicidas no controle da ferrugem-asiática-da-soja, safra 2009-2010.

Apresenta o resultado da avaliação da eficiência de diferentes fungicidas indicados pela RPSRCB no controle da ferrugem-asiática-da-soja.bitstream/item/25871/1/COT2010162.pd

From PowerPoints to Reality - Managing Strategic Change in the Paper Packaging Industry

This thesis explores and describes strategic change towards increased customer orientation and innovation in the Swedish forest and paper packaging industry, an industry which has been subject to calls for new strategic directions for more than two decades. The large-scale and cost-efficient strategy, which has been the industry's hallmark, is in need of a more customer based and innovative emphasis. The research is inspired by different schools of thought in strategy and motivated by the limited longitudinal studies; on the link between customer orientation, innovation and strategy, and on this empirical setting. The link is of particular relevance given the emerging paradigms of dual and ambidextrous strategies in literature and practice, integrating strategies focused on cost and differentiation, efficiency and innovation – at the same time. This development further adds to the need for more insight into the gap between strategy development and implementation. A qualitative and longitudinal case study of one actor in the Swedish forest and paper packaging industry is carried out. Crossing several theoretical boundaries, the research contributes to knowledge on what strategic change towards increased customer orientation and innovation entails: what the challenges are, how they can be managed, and how change can be measured. In the case study, strategic change is found to be a time-consuming, incremental yet revolutionary process. Far from a linear journey, it is challenged by paradoxes on a strategic and organisational level formed by dual and seemingly opposing strategic intents. It is managed by expanding the perspective of the value chain and using traditional levers such as the organisational structure. But more interestingly, it is also managed by means of less orthodox ways for market learning, development and featuring of new offerings combined with faith in the direction aimed for. This thesis argues that being able to manage a strategic change towards this end requires an integration of rational and pragmatic thinking and doing that combines levers and measures of cultural and cognitive change with more traditional ones. It contributes to a further understanding of this challenging endeavour and to future research on competitive and sustainable development of mature industries

Agricultura urbana.

bitstream/CPAP/56429/1/ADM036.pdfFormato eletrônico

Planejamento é essencial para uma lavoura saudável.

bitstream/item/42083/1/Roese-Planejamento.pdfSIDE 024/10 - Agrosoft Brasil, 15 dez. 2010; SIDE 024/10A - Página Rural, dez. 2010; SIDE 024/10B - Agronegócios Online, 17 dez. 2010; SIDE 024/10C - Cultivar, 15 dez. 2010; SIDE 024/10D - Infoagronegócio, 16 dez. 2010; SIDE 024/10E - Agora MS, 14 dez. 2010; SIDE 024/10F - Agronline, 14 dez. 2010

The Functional Basis Of Counterfactual Thinking

The functional role of counterfactual thoughts ( might have been reconstructions of the past) was explored in three laboratory experiments. Specifically, counterfactual thoughts were posited to serve two possible functions: an affective function (feeling better) and a preparative function (preparing for the future via avoiding the recurrence of negative events). It is argued that counterfactuals as a generic class of cognitions generally serve these two functions, but that specific types of counterfactuals may in particular do so. Two dimensions are described alone which counterfactuals may be classified: direction (upward vs downward) and structure (additive vs subtractive). Upward counterfactuals focus on an alternative that is better than reality, whereas downward counterfactuals focus on an alternative that is worse than reality. Additive counterfactuals focus on the addition of antecedent elements that were not present in the past, whereas subtractive counterfactuals focus on the deletion of antecedent elements that were present in the past.;In all three experiments, these two variables are manipulated, forming, along with self-esteem, 2 x 2 x 2 factorial designs. In Experiment 1, subjects recalled negative life events, generated counterfactuals, and rated their current affect. Direction but not structure influenced affect ratings, such that downward counterfactuals resulted in more positive affect than upward counterfactuals. In Experiment 2, subjects recalled a disappointing examination performance, generated counterfactuals, rated their current affect, and rated their intentions to perform success-facilitating behaviours. Again, direction but not structure influenced affect rating in their same manner as in Experiment 1. Direction but not structure also influenced intention ratings, such that upward counterfactual generation resulted in stronger intentions to perform success-facilitating behaviours. In Experimental 3, subjects engaged in a computer-administered anagram task. Although the affective effects were not significant, both direction and structure influenced performance: upward as well as additive counterfactual generation resulted in greater improvement on the anagram task.;These findings provide initial support for a functional theory of counterfactual thinking: people may strategically use downward counterfactuals to make themselves feel better (an affective function), and they may strategically use upward and additive counterfactuals to improve performance in the future (a preparative function). The present studies suggest that the mechanism underlying the preparative function represents a causal link from counterfactuals to intentions to overt behaviours. Implications for current theory and future research are considered

Body camera footage leads to lower judgments of intent than dash camera footage.

Police departments use body-worn cameras (body cams) and dashboard cameras (dash cams) to monitor the activity of police officers in the field. Video from these cameras informs review of police conduct in disputed circumstances, often with the goal of determining an officer's intent. Eight experiments (N = 2,119) reveal that body cam video of an incident results in lower observer judgments of intentionality than dash cam video of the same incident, an effect documented with both scripted videos and real police videos. This effect was due, in part, to variation in the visual salience of the focal actor: the body cam wearer is typically less visually salient when depicted in body versus dash cam video, which corresponds with lower observer intentionality judgments. In showing how visual salience of the focal actor may introduce unique effects on observer judgment, this research establishes an empirical platform that may inform public policy regarding surveillance of police conduct