Faba bean is self- and cross-fertilized species. The consequences of self-fertilization are important factors determining the germplasm management in such species with levels of heterogeneity and heterozygsity. Effect...Faba bean is self- and cross-fertilized species. The consequences of self-fertilization are important factors determining the germplasm management in such species with levels of heterogeneity and heterozygsity. Effects of self-fertilization on floral, yield and yield components characters were evaluated by comparing two levels of selfing, produced in bee-proof cages, in open-pollination at two locations in Sudan. Selfing process results in no significant differences in yield and yield components within each cultivar. Autofertile lines with reduced partial dependence on insects for seed set could be produced. Spatial isolation should be used to maintain the genetic purity of such lines. An alternate strategy for entries multiplication should focus on increasing heterozygosity and the maintenance of cross-fertilization inside the entries to prevent contamination with foreign pollens. Our results follow the previous knowledge on faba bean genetic resources conservation and management.展开更多
The paper presents to managers＇ and scholars＇ reasons for using models to determine the strategic importance of innovation and its potential value creation. The model of value based innovation （VBI） provides a cle...The paper presents to managers＇ and scholars＇ reasons for using models to determine the strategic importance of innovation and its potential value creation. The model of value based innovation （VBI） provides a clear definition of the adequate value curve to be pursued in any innovation action, from strategic definition to operational product conceptualization and production. The VBI model has been applied in strategic planning in over 100 SMEs throughout Portugal and USA by the authors and other consultant companies. The VBI model provides the practitioners and scholars with a pragmatic tool to determine innovation＇s value creation. Connecting this information with strategic thinking and planning will reduce risk and avoid failure. The theoretical model when converted into a technological application provides an immediate insight into the most adequate strategic innovation to be chosen by top management and operational product developers. The paper demonstrates the relation between innovation and value creation.展开更多
The point under study is the first of such a nature. This paper investigates the management of innovation adopted by the European leader in sports equipment： Decathlon （Oxylane Group）. In recent years, vertical int...The point under study is the first of such a nature. This paper investigates the management of innovation adopted by the European leader in sports equipment： Decathlon （Oxylane Group）. In recent years, vertical integration push and innovation have secured the company＇s leadership and success in a number of sports markets throughout Europe. It now has 909 stores located globally. Oxylane Group designs, manufactures, and sells sports products for sports people worldwide. It offers fitness, dance, gymnastics, and combat sports products; bicycles, equipment, and accessories; team sports products; nautical and water sports products （surf sports, diving, sailing, and kayaking products）; swimming products; mountain sports products （for hiking, mountain trailing, camping, skiing, and snow shoe hiking）; skiing and snowboarding products （for snowboarders and skiers）; and climbing and mountaineering products. The company is now a direct challenger for world sports leaders. Since the end of the 1990＇s, Decathlon different sports brands have not taken a unique and rational path to success. The company has built insights about its customers, identified and evaluated unique market opportunities, and prepared a bold game plan to seize them. By doing so, Decathlon has developed a stream of winning products. The process of new business creation generally splits into two parts： an upstream process （sensing and creating opportunities） and a downstream process （converting the selected opportunities into successful products）. Most businesses have a formal process implemented to manage the downstream part. Few that people know of have set up an equivalent process like Oxylane and Decathlon to sense and create new opportunities in the sports equipment industry. The aim of the paper is to examine how the brand has developed two of its successful product： the tent two seconds and the wetsuit ＂Inergy＂. These two products are chosen as examples to understand how the upstream process articulate with the downstream one.展开更多
文摘Faba bean is self- and cross-fertilized species. The consequences of self-fertilization are important factors determining the germplasm management in such species with levels of heterogeneity and heterozygsity. Effects of self-fertilization on floral, yield and yield components characters were evaluated by comparing two levels of selfing, produced in bee-proof cages, in open-pollination at two locations in Sudan. Selfing process results in no significant differences in yield and yield components within each cultivar. Autofertile lines with reduced partial dependence on insects for seed set could be produced. Spatial isolation should be used to maintain the genetic purity of such lines. An alternate strategy for entries multiplication should focus on increasing heterozygosity and the maintenance of cross-fertilization inside the entries to prevent contamination with foreign pollens. Our results follow the previous knowledge on faba bean genetic resources conservation and management.
文摘The paper presents to managers＇ and scholars＇ reasons for using models to determine the strategic importance of innovation and its potential value creation. The model of value based innovation （VBI） provides a clear definition of the adequate value curve to be pursued in any innovation action, from strategic definition to operational product conceptualization and production. The VBI model has been applied in strategic planning in over 100 SMEs throughout Portugal and USA by the authors and other consultant companies. The VBI model provides the practitioners and scholars with a pragmatic tool to determine innovation＇s value creation. Connecting this information with strategic thinking and planning will reduce risk and avoid failure. The theoretical model when converted into a technological application provides an immediate insight into the most adequate strategic innovation to be chosen by top management and operational product developers. The paper demonstrates the relation between innovation and value creation.
文摘The point under study is the first of such a nature. This paper investigates the management of innovation adopted by the European leader in sports equipment： Decathlon （Oxylane Group）. In recent years, vertical integration push and innovation have secured the company＇s leadership and success in a number of sports markets throughout Europe. It now has 909 stores located globally. Oxylane Group designs, manufactures, and sells sports products for sports people worldwide. It offers fitness, dance, gymnastics, and combat sports products; bicycles, equipment, and accessories; team sports products; nautical and water sports products （surf sports, diving, sailing, and kayaking products）; swimming products; mountain sports products （for hiking, mountain trailing, camping, skiing, and snow shoe hiking）; skiing and snowboarding products （for snowboarders and skiers）; and climbing and mountaineering products. The company is now a direct challenger for world sports leaders. Since the end of the 1990＇s, Decathlon different sports brands have not taken a unique and rational path to success. The company has built insights about its customers, identified and evaluated unique market opportunities, and prepared a bold game plan to seize them. By doing so, Decathlon has developed a stream of winning products. The process of new business creation generally splits into two parts： an upstream process （sensing and creating opportunities） and a downstream process （converting the selected opportunities into successful products）. Most businesses have a formal process implemented to manage the downstream part. Few that people know of have set up an equivalent process like Oxylane and Decathlon to sense and create new opportunities in the sports equipment industry. The aim of the paper is to examine how the brand has developed two of its successful product： the tent two seconds and the wetsuit ＂Inergy＂. These two products are chosen as examples to understand how the upstream process articulate with the downstream one.
