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Abstract
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Abstract
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Abstract
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A joint Committee consisting of six members of the Royal Sanitary Institute and five members of the Society of Medical Officers of Health, Dr. Charles Porter presiding, was…
Abstract
A joint Committee consisting of six members of the Royal Sanitary Institute and five members of the Society of Medical Officers of Health, Dr. Charles Porter presiding, was appointed in October, 1924, to consider the methods adopted in this country in regard to the handling of food. The report of the Committee, which has just been issued, affords interesting reading. In order to obtain information with regard to methods adopted in relation to particular foods, each member of the Committee undertook to make investigations and to prepare a monograph on some special aspect of the problem. The subjects investigated and the members taking responsibility tor the preparation of the monographs were:—Meat and Meat products— J. R. Hayhurst, M.R.C.V.S. Fish—Professor H. R. Kenwood, C.M.G., M.B. Fruit and Vegetables—J. Fenton, M.D. Bread and Confectionery—Joseph Cates, M.D. Milk, Ice Cream, &c.—Thomas Orr, M.D., D.Sc. Groceries—Sir William Beveridge, K.B.E., C.B., D.S.O. Restaurants and Cafés‐Francis J. Allan, M.D. Premises where Prepared Food is made—T. W. Naylor Barlow, O.B.E., M.R.C.S., L.R.C.P. Imported Foods—W. M. Willoughby, M.D. Food Regulations, Licensing and Registration of Premises—Francis J. Allan, M.D.
Elizabeth J. Allan and David J. Kerschner
This chapter reviews literature on hazing and hazing prevention specific to university athletics, with an emphasis on US and Canadian contexts. A synthesis of studies related to…
Abstract
This chapter reviews literature on hazing and hazing prevention specific to university athletics, with an emphasis on US and Canadian contexts. A synthesis of studies related to the nature and extent of student-athlete hazing and gender, sexuality and hazing is shared followed by a summary of public health-based approaches to hazing prevention and athlete-specific hazing prevention strategies.
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Shiaw‐Wen Tien, Yi‐Chan Chung, Chih‐Hung Tsai and Chung‐Yun Dong
In the competitive global market, firms have to keep profit from innovation activities. A firm makes profits by offering products or services at a lower cost than its competitors…
Abstract
In the competitive global market, firms have to keep profit from innovation activities. A firm makes profits by offering products or services at a lower cost than its competitors or by offering differentiated products at premium prices that more than compensate for the extra cost of differentiation. The IC Package and Testing technology industries were the first high technological industry to build in Taiwan. The Package and Testing industries in Taiwan adopted competitive innovation activities to become stronger. In our study, we want to know how innovation activities influence a firm operating in the IC Package and Testing industries. Our study used a questionnaire and Likert five‐point scale to survey the innovation activities, customer and feedback in innovation performance in the IC Package and Testing industry. The wafer level chip size packing technology in our study indicates the innovation activities. Because we need to compare the difference between the wafer level chip size packing technology and wire bonding technology to recognize innovation and how the innovator and customer were influenced. Our conclusions are described below: (1) When the innovator adopts innovation activities that can be maintained using experiments and knowledge, using machine and decision variables more quickly will produce success; (2) Innovators should adopt innovation activities that focus on customers that use knowledge and experimentation, training time and cost. If an innovation forces customers to spend much time and cost to learn new technology or applications, the innovation will not be adopted; (3) Innovators that create innovation performance higher than his customers must also consider the impact upon their customers. We have to remind innovator to focus on why their customers have a different level of evolution in the same innovation activities.