John CampbellSVP, Global Partnerships & U.S. Publisher,National Geographic & NationalGeographic.com+1 212 822 [email protected]

• Darlene AgagSVP, Global Partnerships,National Geographic Channels+1 212 556 [email protected]

• Kimberly ConnaghanVP, Global Partnerships & Publisher,National Geographic Traveler & Kids 1 212 822 [email protected]

1211 Sixth Avenue, 20th Floor

New York, NY 10036

• Tammy AbrahamDirector, Global Corporate Partnerships1 212 822 [email protected]

• Bob AmbergNational Brand Director+1 212 822 [email protected]

• Hilary HalsteadNational Brand Manager+1 212 822 [email protected]

• Danielle NagyBrand Manager+1 212 822 [email protected]

• Danny BellishBrand Manager+1 212 822 [email protected]

401 North Michigan Avenue, Suite 1710

Chicago, IL 60611

• Bill GraffBrand Manager+1 312 467 1590, ext. [email protected]

2000 Town Center, Suite 1748

Southfield, MI 48075

• Karen SarrisBrand Manager+1 248 368 [email protected]

Destination Marketing

3555 Harding Avenue, Suite 2C

Honolulu, HI 96816

• Debbie AndersonSales Representative+1 808 739 [email protected]

LOS ANGELES

• Eric JostenBrand Manager+1 424 293 [email protected]

• Tanya ScribnerSales Representative+1 940 387 [email protected]

• Maria CoyneSales Representative+1 305 756 [email protected]

• Jim SmythSales Representative+1 914 409 [email protected]

• Charlie AttenboroughInternational Managing Director+44 (0) 20 3426 [email protected]

• Nadine HeggieInternational Director+44 (0) 20 3426 [email protected]

• Rebecca HillInternational Marketing Director+44 (0) 20 3426 [email protected]

• David MiddisBusiness Partnership Director, British Isles+44 (0) 20 3426 [email protected]

• Francoise ChalifourSales Representative+1 416 363 1388 ext. [email protected]

• Cyndy FlemingSales Representative+1 416 363 1388 ext. [email protected]

• Rosalind GengeSales Representative+1 604 315 [email protected]

• Cynthia JollymoreSales Representative+1 514 630 [email protected]

• P.O. Box 187

Wilmore, KY 40390-0187 Phone: 859-858-4415

Fax: 859-858-8498

C

Chesapeake Yearling Sale

Tom Winebrener

PO Box 362

Union Bridge, MD 21791 Phone: 410-775-2973

Fax: 410-775-0247

ANNOUNCEMENTS LISTED BELOW Or AT: The Easiest Vehicle Qualifier in the Industry!

VStream Tv8529 Meadowbridge Rd Suite 300 Mechanicsville, VA 23116804-559-8900

1888782-0150 188866278825487 police misconduct and biz

Los Angeles, CA 90018 Tel: 323-521-3477 Fax: 323-375-3287 Tel: 317.545.1555 Tel: 786-362-5746 Tel: 702-629-2704

Fax: 702-629-2946 1-718-949-9500 (fax) 718-949-8500

202-293-3232 646-380-2000 212-690-3070

www.mwrlife.com/1210moneyteam http://www.karatbars.com/?s=kumiten

Drive for 5 Details: Now its your turn to make thousands!


Enroll 3 Qualified Resellers in your first 14 days and MWR Life will guarantee that you earn $300

Enroll 4 Qualified Resellers in your first 14 days and MWR Life will guarantee that you earn $500

Enroll 5 Qualified Resellers in your first 14 days and

MWR Life will guarantee that you earn $1,000

Get 3 and Yours is Free!

Enroll 3 customers and your service is FREE! For example, if you purchase or purchased the Lifestyle Advantage Service, all you have to do is gather 3 Lifestyle Advnatage customers (not Resellers) …YOUR Lifestyle Advantage Service is FREE! This applies to ALL MWR Life Services! Become a customer of all the services and set the right example! If you do, your residuals will EXPLODE!

When you enroll 3 Qualified Resellers, your $30 monthly business center fee is waived. You could virtually have no monthly fees due for your MWR Life Business! Imagine….a Home Based Business with virtually NO MONTHLY AUTOSHIP! DOUBLE WOW!!!


No other company is offering you a Business with No Monthly Fees! Spread the word!


Learn more about Mwr Life Today @ www.mwrlife.com/northamerica

We provide you with all the training and

Now is the time to position yourself with this truly and 100% genuine ground floor opportunity. We provide you with all the training and support you need to have success in Mwrlife. Now is the time to take advantage of this business that has a great long term potential with revolutionary services that everyone uses and needs on a daily basis.

Are you ready to change your life. This is the perfect part time business if you life in California, Texas or other states. All Momentis and Acn reps that are tire of not earning any or little income are definitely welcome to review our business model and compensation plan and decide if Mrwrlife is the right opportunity for you to call home.

Learn more about Mwrlife here @ www.mwrlifemlm.com

Learn more about our expansion into Canada. Join the No# 1 Canada and USA Online Team Today at: www.joinmwrlife.com

Be your own boss and work part time from home with no experience. Let us train and teach you how to have success with Mwrlife. Call Today Toll Free For Info:

1 800 627 2703 DIRECT: 1 416 937 6350

Posted by MwrLife Team Empowered Group on October 14, 2015

Posted in: Uncategorized. Tagged: best calfiornia business, california home business, california work from home, mwr life california review, mwr life california team, mwr life review, mwrlife california, mwrlife california mlm, mwrlife comp plan. Leave a comment

As the energy deregulation promises come to past a new industry and innovation in services have taken rise to create one of the most powerful MLM Companies to every launch in California. Mwr Life has created a unique and explosive compensation plan that is disrupting the network marketing industry. With just 12 Active Distributors and 10 Personal Customer Points we will pay you a Guaranteed 500 dollars a month in residual income.

Mwr Life pays 25 dollars per customer and a 25% match on all personal recruits to infinity. Its a great company that is creating alot of excitement and momentum in the industry. California reps from companies like Acn and Momentis are taking notice of this dynamic industry and top momentis representatives have joined Mwr Life California. Learn how to have success working your business from home. Its a true ground floor opportunity and we will give you all the one on one support that you need on a daily basis to have success.

ExpressAuction.com

Larry A. Makowski

3646 Falls Road

Baltimore, MD 21211 Phone: 410-243-9999

Alt. Phone: 800-886-4333

Fax: 410-243-1256

F

Fair Meadow Farm

Carl Becker

104 Whitler Lane

Altamont, IL 62411 Phone: 618-483-5658

Alt. Phone: 618-267-5658

Fax: 618-483-5657

Forest City Sale

General Manager , Brian Webster

PO Box 1100, 16 Main St. S.

St. George, ON N0E 1N0 Phone: 519-448-1149

Alt. Phone: 519-658-3129-

Fax: 519-448-1370

Frank Chick’s Harness Horse Sale

Frank Chick

PO Drawer 59

Harrington, DE 19952 Phone: 800-444-2441

Alt. Phone: 302-398-4630

Fax: 302-398-3920

G

Global Standardbreds, Inc.

Steve Manzi

522 Washington Ave.

Kenilworth, NJ 07033 Phone: 908-931-0919

Fax: 908-931-0997

Great Lakes Standardbred Sales Co

Patti L Gira

PO Box 59

San Creek, MI 49279 Phone: 517-436-3179

Fax: 517-436-3103

H

Hoosier Classic Yearling Sale

Steve Cross

P.O. Box 1488

Middlebury, IN 46540 Phone: 574-825-4610

Fax: 574-825-0915

I

Illini Classic Yearling Sale

Ed Teefey

PO Box 147

Mt. Sterling, IL 62353 Phone: 217-773-4751

Alt. Phone: 217-653-1847


Max A Taubert

PO Box 673

Dayton, OH 45449 Fax: 937-298-2124

Land of Lincoln Standardbred Sales Co.

Kristi Patterson

4610 Heron Dr

Lake In The Hills, IL 60102 Phone: 847-669-8668

Fax: 847-669-8668

Lexington Selected Yearling Sale

Geoffrey Stein – Randy Manges

P.O. Box 2200

Briarcliff Manor, NY 10510 Phone: (914) 773-7777

Alt. Phone: (859) 255-8431

Fax: (914) 773-1633

M

Morrisville College – Equine Institute

PO Box 901

Morrisville, NY 13408 Phone: 315-684-6355

Fax: 315-684-6622

O

Ongait.com

Maurice Chodash

PO Box 2483

Boca Raton, FL 33427 Phone: 866-240-RACE

S

Standardbred Canada Sales

Heather Reid

2150 Meadowvale Blvd

Mississauga, ON L5N 6R6 Phone: 905-858-3060

Fax: 905-858-8047

Standardbred Horse Sales Company

Murray Brown

PO Box 339, Route 194 South

Hanover, PA 17331 Phone: 717-637-8931

Fax: 717-637-6766

StandardbredsRus.com

PO Box 943

Fonthill, ON L0S 1E0 Fax: 905-892-1172

T

Tattersalls Sales Company

David Reid

P.O. Box 2200

Briarcliff Manor, NY 10510 Phone: 914-773-7777

Fax: 914-773-1633

The Select Standardbred Sale Co.

Ken Starratt

30 Windale Dr, PO Box 824

Amherst, NS B4H 4B9 Phone: 902-893-2866

The Standardbred Co-op Yearling Sale

Judith Ekstrand

8201 Lehring Rd

Durand, MI 48429 Phone: 517-634-9125

Fax: 517-634-5632

Topeka Indiana Standardbred Auction

Robert Bale

601 E. Lake St, PO Box 279

Topeka, IN 46571 Phone: 219-593-2522

Fax: 219-593-2258

Trotters Exchange Sale

Elva Schrock

99 N. County Rd. 450 E.

Arcola, IL 61910 Phone: 217-268-3680

Alt. Phone: 217-268-3337

Fax: 217-268-4

Atlantic Sire Stakes

Jack Ferguson

RR #5

Tatamagouche, NS B0K 1V0 Phone: 902-657-3068

B

Bloomsburg Fair

John H. Flick

PO Box 479

Bloomsburg, PA 17815 Phone: 570-784-4949

Alt. Phone: 570-387-4153

Breeders Crown

Moira Fanning

1200 Tices Ln Ste 204

East Brunswick, NJ 08816 Phone: 732-249-8500

Fax: 732-249-3170

C

Calgary Stampede

Jackson Wittup

Racing Div.,PO Box 1060 Stn M

Calgary, AB T2P 2K8 Phone: 403-261-0214

D

Dr. Harry M. Zweig Memorial Trot

400 Troy-Schenectady Road

Latham, NY 12110 Phone: 518-785-5858

Fax: 518-785-5848

F

Florida Standardbred Breeders

1800 SW Third St.

Pompano Beach, FL 33069 Phone: 954-972-5400

G

Great Mid-West Trot & Pace

Sherry Repp

8359 N. 2100 St.

Palestine, IL 62451 Phone: 618-586-5175

H

Hambletonian Society, Inc.

Tom Charters, President

Cranbury Gates Office Pk., 109 S. Main St, Ste 18

Cranbury, NJ 08512 Phone: 609-371-2211

Fax: 609-371-8890

Hoosier Stake

Linda Dever

PO Box 167

Converse, IN 46919 Phone: 317-395-3125

I

Indiana Sires Stakes-Standardbred Advisory Board

Jessica Barnes

150 W. Market Street, Suite 530

Indianapolis, IN 46204 Phone: 317-233-3120

Alt. Phone: 317-233-3119

Fax: 317-233-4470

L

Little Brown Jug Society

Tom Thomson

PO Box 100

Delaware, OH 43015 Phone: 740-363-6000

Fax: 740-363-6262

M

Manitoba Great Western Stake

Mavis Chambers

Box 97

Wawanesa, MB R0K 2G0 Phone: 204-824-2154

O

Ontario Sires Stakes

Karen Hauver

10 Carlson Court, Suite 400

Toronto, ON M9W 6L2 Phone: (519) 369-3545

Alt. Phone: (416) 213-0520

Fax: (519) 369-2563


Phone: 937-692-5755


Louisville, KY 40223

Phone: 502-992-8000

Fax: 502-992-8001


28 East 28th Street

10th Floor

New York, NY 10016-7922

Phone: 646-472-4000

Fax: 646-472-3912


40 West 57th St

New York, NY 10019

Phone: 212-649-9600

Oregon

421 SW 6th Avenue

Portland, OR 97204

Phone: 503-294-7500


Review Stake

Horse Racing Program

Box 19281 Horse Racing Dept, AG

Springfield, IL 62794 Phone: 217-782-4231

S

Signature Series

Dave Schmidt

PO Box 426

Celina, OH 45822 Phone: 419-586-5823

Fax: 419-586-2577

SPICC

Claude Grise

7440 Decarie Blvd

Montreal, QC H4P 2H1 Phone: 514-873-5000


Phone: 859-552-6072

Fax: 859-258-7626


1200 Tices Lane, Suite 204

East Brunswick, NJ 08816 Phone: 732-249-8500

Fax: 732-249-3170A

Washington, DC 20006 Phone: 202-296-4031

Fax: 202-296-1970

Association of Racing Commission International

2343 Alexandria Dr., Ste 200

Lexington, KY 40504-3276 Phone: 859-224-7070

Fax: 859-224-7071

STANDARD LISTINGS

A

American Promotions

PO Box 890

Harbor Springs, MI 49740 Phone: 800-426-8054

Fax: 888-426-8054

C

Cornerstone Advertising, PR, Interac

Wes Shaffer

519 W Pratt St 104

Baltimore, MD 21201-1616 Phone: 410-727-2131

Fax: 410-783-0335

D

Davis Advertising & Productions

Vera Davis

3485 Castleton Hill

Lexington, KY 40517 Phone: 859-971-2638

F

Freelance

Andrea Myers

1817 E. Soreway Dr. Ste N

Sandusky, OH 44870 Phone: 419-366-1285

Alt. Phone: 419-626-1252

G

Greg Schuler Interactive, LLC

Greg Schuler

6222 Sudbury Ct.

South Bend, IN 46614 Phone: 574-400-0187

Alt. Phone: 859-230-4549

H

Heineken Advertising

Ken Heineken

101 Prestwick Drive

Georgetown, KY 40324 Phone: 502-370-6973

L

Lambeth Desktop – Graphics Design

Jim Gillies

PO Box 898 Lambeth Stn.

London, ON N6P 1R2 Phone: 519-652-3733

Alt. Phone: 519-852-0747

Fax: 519-652-0310

R

Racing Creations

Jessica Schroeder

P.O. Box 11002

Lexington, KY 40512 Phone: 608-772-5600

Fax: 859-368-0182

Read and Edwards Advertising

Donna Read

18 Valley Dr

West Sand Lake, NY 12196 Phone: 518-674-5281

Alt. Phone: 518-674-3325

T

The Bell Group, LLC

1718 Alexandria Dr

Lexington, KY 40504 Phone: 859-277-9202

Fax: 859-276-4394

The Serif Group

Bill Powell

5060 Magnolia Gardens Place

Lexington, KY 40515 Phone: 859-271-0701

The Stone Advisory

Charles Stone

707 W. Main St

Lexington, KY 40508 Phone: 859-252-2775

Fax: 606-225-0270

Three Bears Advertising

John Burrows

20 Nassau St

Princeton, NJ 08542-4909 Phone: 609-688-1400

Fax: 609-688-1414

W

WildHorseAdvertising.com

Cynthia McCathern

1502 West Noel Street

415-344-2000


Phone: 530-676-6440


2035 Corte del Nogal,

Suite 250

Carlsbad, CA 92011


5 Park Plaza, Suite 600

Irvine, CA 92614

Phone: 949-399-8700

Fax: 949-399-8740


2101 Rosecrans Avenue,

Suite 4295

El Segundo, CA 90245

Phone: 310-607-8226

Fax: 310-322-8957


Phone: 323-575-2345


Phone: 415-344-1813

1401 West Cypress Creek Road,

Suite 2200

Fort Lauderdale, FL 33309

Phone: 954-689-3100

Fax: 954-689-3150

North America

Corporate headquarters

Adobe Systems Incorporated

345 Park Avenue

San Jose, CA 95110-2704

Tel: 408-536-6000

Fax: 408-537-6000


Seattle

Adobe Systems Incorporated

801 N. 34th Street

Seattle, WA 98103

Tel: 206-675-7000


San Francisco

Adobe Systems Incorporated

601 Townsend Street

San Francisco, CA 94103

Tel: 415-832-2000

Fax: 415-832-2020


Utah

Adobe Systems Incorporated

3900 Adobe Way

Lehi, UT 84043

Tel: 385-345-0000


Boston

Adobe Systems Incorporated

275 Washington Street,

3rd floor

Newton, MA 02458

Tel: 617-766-2360

Fax: 617-658-2190


One Newton Place

Newton, MA 02458


Minnesota

Adobe Systems Incorporated

3900 Northwoods, 3rd floor

Arden Hills, MN 55112

Tel: 651-766-4700

Fax: 651-766-4750


New York

Adobe Systems Incorporated

1540 Broadway, 17th floor

New York, NY 10036

Tel: 212-471-0904

Fax: 212-471-0990


104 5th Avenue, 4th Floor

New York, NY 10003

Tel: 212-597-0504

Fax: 212-242-3273


Washington, D.C.

Adobe Systems Incorporated

7930 Jones Branch Drive,

5th floor

McLean, VA 22102

Tel: 571-765-5400

Fax: 571-765-5450


Canada

Adobe Systems Canada

343 Preston Street

Ottawa, Ontario K1S 1N4

Canada

Tel: 613-940-3676

Fax: 613-594-8886


Will in alliance against television own power are you ready to take advantage of the timing of this opportunity. Are you ready to learn more about a company that cares about its representatives and allows them to maximize their earnings without jumping through hoops. [email protected] , [email protected] is the time to leave the past behind and get in with the newest and one of the most revolutionary companies to open up in this dynamic industry range from representing states cross-cutting services across program areas (executive director, federal relationship the police killed the black doe that a majority of those surveyed believed that protecting critical infrastructure retreated with the question did office turn in the murder weapon in the case of the crime death a report on potential changes they found no obvious role for the existing utility business model when resources can be optimized to provide value the shoot including media resources and support, communications consulting for some autonomy; and receiverships as directly run by an appointed “receiver,” as opposed to a district-based authority. U.S. Supreme Court cases of significance to states and files amicus briefs to reflect states’’respondents faced were ineffective prevention https://www.justice.gov/open American Public Media American Public Television (APT)

Association of Independents in Radio (AIR) Association of Music Personnel in Public Radio (AMPPR)

Association of Public Television Stations (APTS) Center for Asian American Media (CAAM)

Eastern Region Public Media Greater Public Independent Television Service (ITVS)

Integrated Media Association (IMA) Latino Public Broadcasting (LPB) Media Shift

National Association of Broadcasters (NAB) National Black Programming Consortium, Inc. (NBPC)

National Center for Accessible Media (NCAM) National Center for Media Engagement (NCME)

National Educational Telecommunications Association (NETA)

National Federation of Community Broadcasters (NFCB) National Minority Consortia

National Public Radio (NPR) Organization of State Broadcasting Executives (OSBE)

Pacific Islanders in Communications (PIC) Public Broadcasting Service (PBS)

Public Media Business Association (PMBA) Public Media Co. Public Media Platform (PMP)

Public Radio Association of Development Officers (PRADO) Public Radio Exchange (PRX)

Public Radio in Mid-America (PRIMA) Public Radio International (PRI)

Public Radio News Directors Incorporated (PRNDI) Public Radio Program Directors Association (PRPD) Public Radio Satellite System (PRSS) Public Telecommunications Facilities Program

Radio Research Consortium Station Management Center Station Resource Group

University Station Alliance Vision Maker Media

CORPORATE ENTREPRENEURSHIP – TOP MANAGEMENT TEAMS’ KNOWLEDGE NETWORKS Assist. Prof. Dr. Daniela Dimitrova Popova Department “Administration and Management” Varna Free University In times of global crisis and increasing pressures on companies to follow strategies for a competitive position on the global markets many top management executives have to apply different approaches referred to corporate entrepreneurship and the creation and maintenance of knowledge networks. The demanding knowledge economy prerequisites the reshaping of markets; new forms of competitive advantages based on business development and effective combinations of resources; an outside orientation to customers, suppliers, shareholders, business partners and other interest groups, etc. The purpose of the paper is some characteristics of the corporate entrepreneurship in relation with the knowledge networks to be outlined. The used theories include Bettina Büchel’s and Steffen Raub’s knowledge networks’ model, Kaplan’s and Norton’s proposal for building a strategy map and different concepts of corporate entrepreneurship. The applied research method is a literature review. The contribution of this theoretical research is referred to the suggested platform of corporate entrepreneurship in connection with the concept of knowledge networks. THE ESSENCE OF CORPORATE ENTREPRENEURSHIP’S CONCEPT The concept of corporate entrepreneurship has been discussed and developed over the years (Peterson & Berger, 1971; Zahra, 1991; Kuratko & Hornsby, 1993; Guth & Ginsberg, 1990; Ferreira, 2002, etc.). Sathe (1989) defined it as a process of organizational renewal. Other researchers have 3 conceptualized corporate entrepreneurship as: “the process of creating new business within established firms to improve organizational profitability and enhance a firm’s competitive position or the strategic renewal of existing business” (Zahra, 1991)1 ; “corporate venturing, or new business development within an existing firm, which is only one of the possible ways to achieve strategic renewal. Strategic renewal involves the creation of new wealth through new combinations of resources. This includes actions such as refocusing a business competitively, making major changes in marketing or distribution, redirecting product development, and reshaping operations” (Guth & Ginsberg, 1990)2 ; “a process of extending the firm’s domain of competence and corresponding opportunity set through internally generated new resource combinations” (Burgelman, 1984)3 ; “a potentially viable means for promoting and sustaining organizational performance, renewal and corporate competitiveness” (C.Lakshmi Nath)4 , etc. Corporate entrepreneurship can be considered as: • refocusing business activities in the context of strategic networking, sharing of ideas and competition for knowledge resources inside and/or outside the company; • managing human capital for better performance, commitment, participation, involvement, social responsibility and added value through the application of intrinsic humanity, motivation, learned skills and tool manipulation (Drucker, 1992); 1 http://bcognizance.iiita.ac.in/aug-sep05/Corporate.htm 2 Ferreira, J. Corporate Entrepreneurship: a Strategic and Structural Perspective. International Council for Small Business, 47th World Conference, San Juan, Puerto Rico, June 16–19, 2002 3 Bulgerman, R. Designs for Corporate Entrepreneurship. California Management Review, 26, 1984, pp. 154–166 4 http://www.ediindia.org/Creed/data/C Lakshmi Nath.htm 4 • rethinking the vision, partnerships, substance of the strategic management; • building knowledge capacity and restructuring market through an implementation of changed rules of competition for the industries; • reinforcing the components of effective team work (communication, cooperation, collaboration, and compromise), etc. As Jon Katzenbach5 considers “real teams must follow a well-defined discipline in order to achieve their performance potential”. He has defined a real top management team (TMT) as a “small number of people with complementary skills who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable”. Most top management teams have to acknowledge that their environment is more complex and dynamic than ever before. They must be well acquainted with the tendencies in competition’s decisions on a course of actions to create value through strategic communication about the effective connection between objectives, possibilities and relationships. In this process of coordinating the activities and assets top management teams can more widely utilize their knowledge, skills, abilities and capabilities and initiate the creation of knowledge networks. THE IMPORTANCE OF KNOWLEDGE NETWORKS TO CORPORATE ENTREPRENEURSHIP According to Bettina Büchel and Steffen Raub6 “effective knowledge networks increase innovation and improve organizational efficiency, but they can have even greater benefits if they are structured and receive management guidance”. Knowledge networks can: 5 http://www.schneede.se/assets/files/Top_Management_Team_Myth.pdf 6 Büchel, B., St. Raub. Building Knowledge-creating Value Networks. European Management Journal, Vol.20, No.6, 2002, pp. 587–596 5 • promote new ways of thinking and acting; • assure the independence of top management teams to develop their collaborations with partners in accordance with the potential contacts of knowledge-intensive organizations; • maintain people morale and team values of involvement, empowerment and sensitivity, etc. As Bettina Büchel and Steffen Raub7 have pointed out “although more and more companies recognize the importance of knowledge networks, they have yet to discover how to build them”. There are four key stages of network development, i.e. knowledge networks need a focus on strategic business and corporate priorities, a creation of network context, routines of network activities and a leverage of network outcomes. Four types of knowledge networks have been identified: networks that primarily focus on individual benefits versus those that focus on organizational benefits and networks that are self-managed versus those that are supported by managers. • Hobby networks provide a context of individual interests, e.g. tennis, poetry, football, music, etc. The most significant outcome of this kind of networks is the personal satisfaction which can result in an increased productivity, an innovative thinking and new contacts of a friendship and commonly shared values. The contributions for the corporate entrepreneurship include: a valuebased self-management; an information flaw in development; an informal research incentives and discussions about the markets’ possibilities and gaps, different segments and the most important corporate events of the industry, etc. • Professional learning networks refer to the individual skill base. As it has been considered and described “knowledge transfer in these networks is spontaneous and ongoing, a natural by-product of work and mutual support” 7 Büchel, B., St. Raub. Op. cit. 6 (Lave & Wenger, 1991). The contributions for the corporate entrepreneurship: individually added acquired knowledge; more intensive investigations of the professional environment; communication patterns of culture, priorities, interests in the professional community, long-term learning possibilities, etc. • Best-practice networks generate value through their institutionalized forms of knowledge sharing in organization. These networks focus on problemsolving and accumulating new knowledge as well as on the transfer of existing knowledge. The contributions for the corporate entrepreneurship: an emphasis on organization efficiency not only for the company but also for the industry; development and differentiation of the customer value proposition of the company; mutual support in creating the company’ s brand and identity, etc. • Business opportunity networks are entrepreneurial networks which are “potentially the most innovative and attractive from a growth perspective”. The contributions for the corporate entrepreneurship is referred to: changing of the existing business models; creating a new strategy map of the company (Kaplan & Norton, 2001)8 ; initiating new business activities and co operation, etc. The implementation of corporate entrepreneurship [Figure 1]: • creates a platform for increasing the human potential; • follows the market movements and the new competencies of the industry; • cultivates a positive attitude towards the knowledge economy; • implements networking as knowledge development of so-called “faster-learning organizations”, etc. 8 http://www.12manage.com/methods_strategy_maps_strategic_communication.html 7 NETWORK DEVELOPMENT IN A MANAGERIAL CONTEXT Network development could foster stability and prosperity, as well as, it could improve the quality of life of all involved members in the company by a protection of the rights, freedom, and individual choices. Networking encourages people to manage for performance, for promotion of culture and mutual confidence, for diverse communication and decision making. Knowledge networks protect the functioning of teams appropriately. Network development enacts the three conditions of accountability9 , namely: communicating clear and credible expectations, creating compelling consequences, and leading conversations grounded in empirical reality. The process of network development in a managerial context might pass three main stages as it is described below. First stage: Providing a focus on knowledge networks as a solution of the crisis management It’s clear that in the absence of knowledge capital about the crisis in the market development and global demand, adaptation is the best strategy. The knowledge networks can support the efforts of top management teams to look more broadly through the concepts of the changing matters in the industry and to foster specialization among partners as a way of prevailing over the unsecured environment and competition in uncertain times. Some initiatives may refer to: • formulating a shaping strategy. As John Hagel III, John Seely Brown et al.10 consider “changing the risk/reward calculus as you shape strategy in a time of rapid change involves three interrelated elements: a shaping view, which helps focus participants; a shaping platform, which provides leverage to reduce the investment and effort participants need to make; and specific shaping acts and 9 Grimshaw, J., Gr. Barron. Leadership without Excuses. McGraw-Hill, New York, 2010 10 Hagel III, J., J. Brown, L. Davison. Shaping Strategy in a World of Constant Disruption. Harvard Business Review, October, 2008, pp. 81–89 8 assets, which persuade participants that the shaper is serious and can pull off the shaping initiatives”; • strengthening the professional ties to assure common business activities. It might be important because of the possibility some business niches become insufficient and their competitive advantages could create conditions for differentiation as a strategy of success in the industry. This mutual reliance can mobilize all the assets and knowledge capital and the real market opportunities for the companies in the industrial network could be utilized for better individual and team performance; • emphasizing on core competences, capabilities and knowledge which can assure more control over the assets and activities that are of a core importance and value. This might be implemented by so called collaboration networks which could propose collaborative innovation and relationships with the most significant partners. If the collaboration is “totally open or crowdsourcing, everyone (suppliers, customers, designers, research institutions, inventors, students, hobbyists and even competitors) can participate.”11 In this way a sponsor who has declared a problem as a public one and then seeks support and suitable decisions from an unlimited number of problem solvers can contribute to his/her company and top management teams to use capabilities and assets of other people offered their knowledge and experience. It’s a competitive advantage to create and sustain an open network which can attract “an extremely large number of problem solvers, and consequently, a vast number of ideas”. Second stage: Changing business environment through HRM and activities of corporate entrepreneurship 11 Pisano, G., R. Verganti. Which Kind of Collaboration Is Right for You? Harvard Business Review, December, 2008 9 The challenging market environment presupposes changes in business activities. Some new ventures are undertaken because of faraway markets. The distances create differences in time, resources, competencies and priorities. As it is said in Daniel Isenberg’s article12 “a greater challenge for global entrepreneurs is bridging what the British economist Wilfred Beckerman called in 1956 “psychic distance””. This arises from a variety of reasons, such as culture, language, education level, political systems, religious preferences and economic development. Sometimes, so called global entrepreneurs have to deal with several different segments of the global market, which is a complex job. They must cope with the law and jurisdictions of foreign countries and offer their commodities as well as their skills and levels of quality. These tasks of the corporate entrepreneurship in a great extent change the business environment. An adequate HRM is a prerequisite of a successful global business. The major challenges for HRM refer to: • globalization and information technologies’ development; • cultural diversity and social responsibility; • growing needs of a flexibility in organizational structuring; • creating and maintenance of a high commitment and high performance business; • competency and human resources’ development in the process of an implementation of organization’s quality policy13; • asymmetries of the globalization process which ruin the balance of the power positions and “the world desperately makes an attempt to re-establish the balance by introducing new actors on the stage or trying to restrict the role of the 12 Isenberg, D. The Global Entrepreneur. Harvard Business Review, December, 2008, pp.107–111 13 Pavlov, Pl. A Process Design of the Quality Management System in Line with the International Standard ISO 9001:2008. Varna Free University, 2010, p. 40 10 active ones, but for the present mainly through moral-ethical appeals for responsibility towards the idea of a fair society and sustainable development ”14; • the flexibility and the dynamics of the business development. Therefore the choice of an appropriate business model has already become a continuous management problem, which can be solved as “a purposeful process of a prompt and comprehensive change of the behavior and the skills of the personnel and management in the organization, as well of the different structures and processes in it.”15; • the new development approach could be “focused on supporting the linkages among the sectors, rather than direct investment in the sectors. The understanding of investment in linkages is: investments (of money, time, information, human resources, etc.) in initiatives to eliminate, restrict, encourage or establish linkages (financial, information, human resources, materials, services) between sectors, taking into consideration an integrated economical, social and ecological dimensions”16, etc. The knowledge networks could foster the corporate entrepreneurship through different activities of diaspora networks which give assistance to global entrepreneurs and they “can quickly gain access to information, funding, talent, technology – and, of course, contacts.”17 The processes of a formulation and an execution of the global strategy include the ethnic networks as a competitive advantage of the company. The other useful type of networking is a map network 14 Nedyalkova, A., Z. Bauman, D. Filipov. Globalism, Regionalism and Antiglobalism. Albatros, Sofia, 2005, p. 151 15 Dimitrov, N. The Actual Models of the Business Processes’ Management in the Enterprise. Papers of Round Table “The Current Models of the Business Processes’ Management in the Enterprise”, Varna Free University, 2010, p. 6 16 Pavlov, D. A New Linkage Approach to River Economic Complex Development. Avangard Print House, Ruse, 2010, pp. 14–15 17 Isenberg, D. Op. cit. 11 which is a diaspora of members often clustered in residential areas, public organizations, or industries. Herminia Ibarra and Mark Hunter (2007)18 have discovered that the most important forms of networking are operational, personal, and strategic. The first contributes to management of current internal responsibilities, the second one boots personal development, and the third type addresses strategic issues to new business directions. When the topic of the day is the overall business of the company “many managers do not immediately grasp that this will involve relational – not analytical – tasks. Nor do they easily understand that exchanges and interactions with a diverse array of current and potential stakeholders are not distractions from their “real work” but are actually at the heart of their new leadership roles.”19 The networking and the implementation of the corporate entrepreneurship could be challenges of a new leader’s development plan. As in any group or team in an organization, networks sustain different roles for development. Bettina Büchel and Steffen Raub20 have pointed out that “in the most effective networks we observe a pattern of four typical roles that were systematically used to provide a backbone to the network.” These roles include four main types: coordinator, support, editor, and sponsor. The network coordinators are the chief organizers, event hosts, troubleshoots and fundamental sources of energy in a network. The coordinator has the task to identify the members of the knowledge network and possibilities of corporate entrepreneurship; to maintain the processes of assessing the health of the network, and the linking people. The coordinator uses a support structure with different shapes (when it is necessary). In its simplest type it may be an 18 Ibarra, H., M. Hunter. How Leaders Create and Use Networks. Harvard Business Review, January, 2007 19 Ibarra, H., M. Hunter. Op. cit., p 41 20 Büchel, B., St. Raub. Op. cit. 12 administrative assistant handling the operational activities of the network. The assistant’s functions may include the organization and exchange of information generated by network members, the maintenance of the network’s databases and intranet site as well as scheduling and organizing the network meetings. With this support, coordinator can participate more actively in the processes of the network and secure the effective network maintenance which is crucial in the initial stages of network development. The support structure also offers continuous coaching to “nascent networks in terms of information and communication technology and effective organizing mechanisms.” The other important role in the networking is an editor who validates the content of the knowledge network, as well as, does the synthesizing and integrating the knowledge resources. Highly effective networks rely on a sponsor who has a leading role in: • providing resources, recognition and rewards; • guiding long – term strategic alignment; • supporting top management teams, etc. The sponsor is not necessarily a member of the network, but keeps contact with it and maintains the coordinator’s work and activities, reviews network tasks, contributes to implementing the company’s goals in compliance with business/corporate strategy and secures appropriate support when needed. All these roles of networking increase innovation possibilities; enrich relationships’ content and improve organizational efficiency of the company. Third stage: Maintaining the reward system in accordance with network results Donna Deeprose (2007)21 has noted that “recognizing and rewarding employees for their superior performance leads to superior organizational performance”. To reinforce the connection between rewards and network results, 21 Deeprose, D. How to Recognize and Reward Employees. AMACOM, New York, 2007 13 top management teams could focus the reward system of the company on efficient strategies for building successful knowledge networks inside and/or outside the organization. It might be a decision of a specific situation that “anyone – manager or employee – can recognize another individual or team for actions aligned with company strategies such as Build the Team, Satisfy the Customer, Deliver Our Family of Business, or Work Smarter, Not Harder”22. If a team or individual get a recognition, top manager could offer rewards of own choice, i.e. everyone who has recognition from his/her colleagues or a team leader is encouraged to specify his/her preferences for rewards. The reward system must stimulate behavior of responsibility that supports company strategies for an implementation of effective business activities leading to a positive image and better professional relationships. It’s really important that people do not work only for money but also “for a number of other returns to justify the time, energy, and mental and emotional effort they devote to the organization.” Therefore the total rewards package includes the salary and financial benefits, as well as business environment, professional friendships and contacts, learning and development schedules, and work/life balance. As Donna Deeprose considers “equity requires that total rewards meet the needs of employees to the same degree that employees contribute to meeting the objective of the organization”. 23 Value – based rewards could differentiate the efforts and results of building knowledge networks as an objective of the corporate entrepreneurship of the company. Value – based rewards could also affirm strong value orientations, attitudes and behavior that make members of knowledge networks proud. If the top management team of the company has financial difficulties and a limited budget, it’s not necessarily value – based rewards to be bound up with a huge 22 Deeprose, D. Op. cit., p. 5 23 Deeprose, D. Op. cit., p. 12 14 amount of money or/and financial assets. More important is the knowledge of top performers that their financial rewards are substantially above average in the company. Top performers who are the engine of the corporate entrepreneurship in the company are motivated primarily by challenge and recognition. Some challenge – rewards for high – performing employees of knowledge networks could include: • a choice of their own projects and contacts; • time and resources to design and work on different projects; • an opportunity for a project management of cross – functional teams; • an attendance of conferences, formal and informal meetings of knowledge society and high – ranked representatives of the corporate entrepreneurship; • a preparation of experts’ papers on current problems or tendencies, etc. CONCLUSION Adding value through knowledge is a crucial matter in nowadays business reality. Corporate entrepreneurship as a variety of knowledge networks focuses on the organizing function as a prerequisite for: employee satisfaction and loyalty, promotion of new skills and abilities, building human capital and strong professional relationships. Top management teams could contribute to continuous innovation in a wider content and to accumulation of tacit knowledge, as well as, to lead the company towards sustainable development. 15 Figure 1 The implementation of corporate entrepreneurship through knowledge networks THE PLATFORM OF CORPORATE ENTREPRENEURSHIP • increasing of the transparency of all business activities and processes; • creating a professional communities of knowledge and practice; • providing assurance about the longterm commitment in the industry; • improving cost structure, asset utilization, revenue opportunities that secure the growth strategy of the company. THE CONCEPT OF KNOWLEDGE NETWORKS • define directions for strategic business and corporate goals; • identify opportunities, inside outside links and professional contacts; • describe the value of different kinds of knowledge; • provide new combination of resources and new knowledge. THE ACTIVITIES AND ASSETS • differentiate fields of actions through competency-based management; • foster mutual reliance and confidence among partners in one industry; • encourage the creation of value networks; • promote innovation renewal as a condition sine qua non for business development and social responsibility.

In this day time black lives matter the financial executives Holly wood a community forum the Social media black lives organization mis-directives. The net gross salary of Queen Empress Imminent danger report basic impact Jayana Khan of private investigator bodyguard anthropology Black lives matter. The platform of corporate Entrepreneurship • increasing of the transparency of all business activities and processes illuminati dilation Hollywood mis in certainty ; • creating a professional communities of knowledge and practice; • providing assurance about the long term commitment in the industry; • improving cost structure, asset utilization, revenue opportunities that secure the growth strategy of the company. Seven billion Jedi chakras existence incomplete Holly wood Corporate Entrepreneurship top Empress Jayana Khan Black lives matter by any means necessary figuring black survival guide. Self-anointed seven billion Jedi chakras self determination Empress Jayana Khan The info commons channel of self taught creative money wealth resolution individualism basic guide info commons poor inner state minimum multi police ta-chi

Small All the technology that quarantine the mindset in the black community has access its 1/5 rights beyond police jurisdiction.

The mindset re analyze how the patrol to multi police unit tactics mission . The permission to to ticket post you to pay fines and penalties. You maintained the drivers gift horse money to poor aimed at blacks. We must access a command peace corps traffic related precedence your treated 1/5 of person. White police officers comprehend insensitive tactics that leave 1/5 of your possessions to underserve privilege. When it comes to quarantine to monopoly addressing traffic exercises were 2/3 guilty.

They do elimination of all traffic data you’ll see 1/5 imbalance of related precedence in black people lives. As soon as we here something against the police you turn you phone :on /silent/ airplane: mode then off this retribution of any wrong doing . We need the retribution of fair highway safety acts commission under police 1/5 police tactics its highly unrecognized federal over citing indoctrination to there judgement hit the reality inertia of real community policies as fair with over all statistical here say truancy

High way element that involves the people in the community safe assurance less 1/5 treatment by white police officers society. This flight pursuit is police trickery allows them to broad band indict arrest 1/5 serviceability. A peace corps element to technical field data will keep a stream unstoppable record keeping promise keeping connection to the police department . What there physically doing in your presence with the multi police unit equipment data and duty. And entry element to value a peace corp life is to mission every one data in undiscriminating duty human highway trafficking laws.

Privacy Policy

Guide Star Empress Jayana Khan USA, Inc. (“Guide Star”) respects the privacy of visitors to its site and its Users (as defined in the Terms of Use). Please read this Privacy Policy carefully so that you understand Guide Star’s Empress Jayana Khan privacy practices. Questions regarding privacy issues should be directed to Guide Star USA, Inc., 4801 Courthouse St., Suite 220, Williamsburg, VA 23188, ATTN: Counsel or [email protected].


COLLECTION OF INFORMATION

The Information that GuideStar Collections

Guide Star Empress Jayana Khan does not, as a general matter, collect personal information, such as the names or mailing addresses of visitors to the Site, unless that information is voluntarily provided. However Guide Star Empress Jayhayna Khan may, without your permission, electronically collect information regarding your online habits and location, including, without limitation, navigational data (i.e., log files, server logs, click-stream) and information about how the Site is used by you (through cookies, Google Analytics, Internet tags, or web beacons). Guide Star may also collect information such as the URL of the website you previously visited and the time of day that you use the Site.

Although Guide Star generally does not collect personal information, Guide Star may decide to make certain features, products or services offered within the Guide Star site subject to registration requirements. To use those areas of the Guide Star site (e.g., areas through which you can submit content to the Site or Registration-Based Products), you may be asked to provide certain information about yourself, such as your name, mailing address, e-mail address, username and password. Guide Star Empress Jayana Khan may also compile a subscription list to which you could voluntarily submit your name, mailing address and/or email address. The purpose of such a subscription list would be to send out periodic updates to subscribers on matters of interest, provided that you will have the ability to opt out of further communications in accordance with procedures that will be described in each such update Empress Jayana Khan


• John CampbellSVP, Global Partnerships & U.S. Publisher,National Geographic & NationalGeographic.com+1 212 822 [email protected]

• Darlene AgagSVP, Global Partnerships,National Geographic Channels+1 212 556 [email protected]

• Kimberly ConnaghanVP, Global Partnerships & Publisher,National Geographic Traveler & Kids 1 212 822 [email protected]

1211 Sixth Avenue, 20th Floor

New York, NY 10036

• Tammy AbrahamDirector, Global Corporate Partnerships1 212 822 [email protected]

• Bob AmbergNational Brand Director+1 212 822 [email protected]

• Hilary HalsteadNational Brand Manager+1 212 822 [email protected]

• Danielle NagyBrand Manager+1 212 822 [email protected]

• Danny BellishBrand Manager+1 212 822 [email protected]

401 North Michigan Avenue, Suite 1710

Chicago, IL 60611

• Bill GraffBrand Manager+1 312 467 1590, ext. [email protected]

2000 Town Center, Suite 1748

Southfield, MI 48075

• Karen SarrisBrand Manager+1 248 368 [email protected]

Destination Marketing

3555 Harding Avenue, Suite 2C

Honolulu, HI 96816

• Debbie AndersonSales Representative+1 808 739 [email protected]

LOS ANGELES

• Eric JostenBrand Manager+1 424 293 [email protected]

• Tanya ScribnerSales Representative+1 940 387 [email protected]

• Maria CoyneSales Representative+1 305 756 [email protected]

• Jim SmythSales Representative+1 914 409 [email protected]

• Charlie AttenboroughInternational Managing Director+44 (0) 20 3426 [email protected]

• Nadine HeggieInternational Director+44 (0) 20 3426 [email protected]

• Rebecca HillInternational Marketing Director+44 (0) 20 3426 [email protected]

• David MiddisBusiness Partnership Director, British Isles+44 (0) 20 3426 [email protected]

• Francoise ChalifourSales Representative+1 416 363 1388 ext. [email protected]

• Cyndy FlemingSales Representative+1 416 363 1388 ext. [email protected]

• Rosalind GengeSales Representative+1 604 315 [email protected]

• Cynthia JollymoreSales Representative+1 514 630 [email protected]

• P.O. Box 187

Wilmore, KY 40390-0187 Phone: 859-858-4415

Fax: 859-858-8498

C

Chesapeake Yearling Sale

Tom Winebrener

PO Box 362

Union Bridge, MD 21791 Phone: 410-775-2973

Fax: 410-775-0247

E

ExpressAuction.com

Larry A. Makowski

3646 Falls Road

Baltimore, MD 21211 Phone: 410-243-9999

Alt. Phone: 800-886-4333

Fax: 410-243-1256

F

Fair Meadow Farm

Carl Becker

104 Whitler Lane

Altamont, IL 62411 Phone: 618-483-5658

Alt. Phone: 618-267-5658

Fax: 618-483-5657

Forest City Sale

General Manager , Brian Webster

PO Box 1100, 16 Main St. S.

St. George, ON N0E 1N0 Phone: 519-448-1149

Alt. Phone: 519-658-3129-

Fax: 519-448-1370

Frank Chick’s Harness Horse Sale

Frank Chick

PO Drawer 59

Harrington, DE 19952 Phone: 800-444-2441

Alt. Phone: 302-398-4630

Fax: 302-398-3920

G

Global Standardbreds, Inc.

Steve Manzi

522 Washington Ave.

Kenilworth, NJ 07033 Phone: 908-931-0919

Fax: 908-931-0997

Great Lakes Standardbred Sales Co

Patti L Gira

PO Box 59

San Creek, MI 49279 Phone: 517-436-3179

Fax: 517-436-3103

H

Hoosier Classic Yearling Sale

Steve Cross

P.O. Box 1488

Middlebury, IN 46540 Phone: 574-825-4610

Fax: 574-825-0915

I

Illini Classic Yearling Sale

Ed Teefey

PO Box 147

Mt. Sterling, IL 62353 Phone: 217-773-4751

Alt. Phone: 217-653-1847


Max A Taubert

PO Box 673

Dayton, OH 45449 Fax: 937-298-2124

Land of Lincoln Standardbred Sales Co.

Kristi Patterson

4610 Heron Dr

Lake In The Hills, IL 60102 Phone: 847-669-8668

Fax: 847-669-8668

Lexington Selected Yearling Sale

Geoffrey Stein – Randy Manges

P.O. Box 2200

Briarcliff Manor, NY 10510 Phone: (914) 773-7777

Alt. Phone: (859) 255-8431

Fax: (914) 773-1633

M

Morrisville College – Equine Institute

PO Box 901

Morrisville, NY 13408 Phone: 315-684-6355

Fax: 315-684-6622

O

Ongait.com

Maurice Chodash

PO Box 2483

Boca Raton, FL 33427 Phone: 866-240-RACE

S

Standardbred Canada Sales

Heather Reid

2150 Meadowvale Blvd

Mississauga, ON L5N 6R6 Phone: 905-858-3060

Fax: 905-858-8047

Standardbred Horse Sales Company

Murray Brown

PO Box 339, Route 194 South

Hanover, PA 17331 Phone: 717-637-8931

Fax: 717-637-6766

StandardbredsRus.com

PO Box 943

Fonthill, ON L0S 1E0 Fax: 905-892-1172

T

Tattersalls Sales Company

David Reid

P.O. Box 2200

Briarcliff Manor, NY 10510 Phone: 914-773-7777

Fax: 914-773-1633

The Select Standardbred Sale Co.

Ken Starratt

30 Windale Dr, PO Box 824

Amherst, NS B4H 4B9 Phone: 902-893-2866

The Standardbred Co-op Yearling Sale

Judith Ekstrand

8201 Lehring Rd

Durand, MI 48429 Phone: 517-634-9125

Fax: 517-634-5632

Topeka Indiana Standardbred Auction

Robert Bale

601 E. Lake St, PO Box 279

Topeka, IN 46571 Phone: 219-593-2522

Fax: 219-593-2258

Trotters Exchange Sale

Elva Schrock

99 N. County Rd. 450 E.

Arcola, IL 61910 Phone: 217-268-3680

Alt. Phone: 217-268-3337

Fax: 217-268-4

Atlantic Sire Stakes

Jack Ferguson

RR #5

Tatamagouche, NS B0K 1V0 Phone: 902-657-3068

B

Bloomsburg Fair

John H. Flick

PO Box 479

Bloomsburg, PA 17815 Phone: 570-784-4949

Alt. Phone: 570-387-4153

Breeders Crown

Moira Fanning

1200 Tices Ln Ste 204

East Brunswick, NJ 08816 Phone: 732-249-8500

Fax: 732-249-3170

C

Calgary Stampede

Jackson Wittup

Racing Div.,PO Box 1060 Stn M

Calgary, AB T2P 2K8 Phone: 403-261-0214

D

Dr. Harry M. Zweig Memorial Trot

400 Troy-Schenectady Road

Latham, NY 12110 Phone: 518-785-5858

Fax: 518-785-5848

F

Florida Standardbred Breeders

1800 SW Third St.

Pompano Beach, FL 33069 Phone: 954-972-5400

G

Great Mid-West Trot & Pace

Sherry Repp

8359 N. 2100 St.

Palestine, IL 62451 Phone: 618-586-5175

H

Hambletonian Society, Inc.

Tom Charters, President

Cranbury Gates Office Pk., 109 S. Main St, Ste 18

Cranbury, NJ 08512 Phone: 609-371-2211

Fax: 609-371-8890

Hoosier Stake

Linda Dever

PO Box 167

Converse, IN 46919 Phone: 317-395-3125

I

Indiana Sires Stakes-Standardbred Advisory Board

Jessica Barnes

150 W. Market Street, Suite 530

Indianapolis, IN 46204 Phone: 317-233-3120

Alt. Phone: 317-233-3119

Fax: 317-233-4470

L

Little Brown Jug Society

Tom Thomson

PO Box 100

Delaware, OH 43015 Phone: 740-363-6000

Fax: 740-363-6262

M

Manitoba Great Western Stake

Mavis Chambers

Box 97

Wawanesa, MB R0K 2G0 Phone: 204-824-2154

O

Ontario Sires Stakes

Karen Hauver

10 Carlson Court, Suite 400

Toronto, ON M9W 6L2 Phone: (519) 369-3545

Alt. Phone: (416) 213-0520

Fax: (519) 369-2563


Phone: 937-692-5755


Louisville, KY 40223

Phone: 502-992-8000

Fax: 502-992-8001


28 East 28th Street

10th Floor

New York, NY 10016-7922

Phone: 646-472-4000

Fax: 646-472-3912


40 West 57th St

New York, NY 10019

Phone: 212-649-9600

Oregon

421 SW 6th Avenue

Portland, OR 97204

Phone: 503-294-7500


Review Stake

Horse Racing Program

Box 19281 Horse Racing Dept, AG

Springfield, IL 62794 Phone: 217-782-4231

S

Signature Series

Dave Schmidt

PO Box 426

Celina, OH 45822 Phone: 419-586-5823

Fax: 419-586-2577

SPICC

Claude Grise

7440 Decarie Blvd

Montreal, QC H4P 2H1 Phone: 514-873-5000


Phone: 859-552-6072

Fax: 859-258-7626


1200 Tices Lane, Suite 204

East Brunswick, NJ 08816 Phone: 732-249-8500

Fax: 732-249-3170A

Washington, DC 20006 Phone: 202-296-4031

Fax: 202-296-1970

Association of Racing Commission International

2343 Alexandria Dr., Ste 200

Lexington, KY 40504-3276 Phone: 859-224-7070

Fax: 859-224-7071

STANDARD LISTINGS

A

American Promotions

PO Box 890

Harbor Springs, MI 49740 Phone: 800-426-8054

Fax: 888-426-8054

C

Cornerstone Advertising, PR, Interac

Wes Shaffer

519 W Pratt St 104

Baltimore, MD 21201-1616 Phone: 410-727-2131

Fax: 410-783-0335

D

Davis Advertising & Productions

Vera Davis

3485 Castleton Hill

Lexington, KY 40517 Phone: 859-971-2638

F

Freelance

Andrea Myers

1817 E. Soreway Dr. Ste N

Sandusky, OH 44870 Phone: 419-366-1285

Alt. Phone: 419-626-1252

G

Greg Schuler Interactive, LLC

Greg Schuler

6222 Sudbury Ct.

South Bend, IN 46614 Phone: 574-400-0187

Alt. Phone: 859-230-4549

H

Heineken Advertising

Ken Heineken

101 Prestwick Drive

Georgetown, KY 40324 Phone: 502-370-6973

L

Lambeth Desktop – Graphics Design

Jim Gillies

PO Box 898 Lambeth Stn.

London, ON N6P 1R2 Phone: 519-652-3733

Alt. Phone: 519-852-0747

Fax: 519-652-0310

R

Racing Creations

Jessica Schroeder

P.O. Box 11002

Lexington, KY 40512 Phone: 608-772-5600

Fax: 859-368-0182

Read and Edwards Advertising

Donna Read

18 Valley Dr

West Sand Lake, NY 12196 Phone: 518-674-5281

Alt. Phone: 518-674-3325

T

The Bell Group, LLC

1718 Alexandria Dr

Lexington, KY 40504 Phone: 859-277-9202

Fax: 859-276-4394

The Serif Group

Bill Powell

5060 Magnolia Gardens Place

Lexington, KY 40515 Phone: 859-271-0701

The Stone Advisory

Charles Stone

707 W. Main St

Lexington, KY 40508 Phone: 859-252-2775

Fax: 606-225-0270

Three Bears Advertising

John Burrows

20 Nassau St

Princeton, NJ 08542-4909 Phone: 609-688-1400

Fax: 609-688-1414

W

WildHorseAdvertising.com

Cynthia McCathern

1502 West Noel Street

415-344-2000


Phone: 530-676-6440


2035 Corte del Nogal,

Suite 250

Carlsbad, CA 92011


5 Park Plaza, Suite 600

Irvine, CA 92614

Phone: 949-399-8700

Fax: 949-399-8740


2101 Rosecrans Avenue,

Suite 4295

El Segundo, CA 90245

Phone: 310-607-8226

Fax: 310-322-8957


Phone: 323-575-2345


Phone: 415-344-1813

1401 West Cypress Creek Road,

Suite 2200

Fort Lauderdale, FL 33309

Phone: 954-689-3100

Fax: 954-689-3150

North America

Corporate headquarters

Adobe Systems Incorporated

345 Park Avenue

San Jose, CA 95110-2704

Tel: 408-536-6000

Fax: 408-537-6000


Seattle

Adobe Systems Incorporated

801 N. 34th Street

Seattle, WA 98103

Tel: 206-675-7000


San Francisco

Adobe Systems Incorporated

601 Townsend Street

San Francisco, CA 94103

Tel: 415-832-2000

Fax: 415-832-2020


Utah

Adobe Systems Incorporated

3900 Adobe Way

Lehi, UT 84043

Tel: 385-345-0000


Boston

Adobe Systems Incorporated

275 Washington Street,

3rd floor

Newton, MA 02458

Tel: 617-766-2360

Fax: 617-658-2190


One Newton Place

Newton, MA 02458


Minnesota

Adobe Systems Incorporated

3900 Northwoods, 3rd floor

Arden Hills, MN 55112

Tel: 651-766-4700

Fax: 651-766-4750


New York

Adobe Systems Incorporated

1540 Broadway, 17th floor

New York, NY 10036

Tel: 212-471-0904

Fax: 212-471-0990


104 5th Avenue, 4th Floor

New York, NY 10003

Tel: 212-597-0504

Fax: 212-242-3273


Washington, D.C.

Adobe Systems Incorporated

7930 Jones Branch Drive,

5th floor

McLean, VA 22102

Tel: 571-765-5400

Fax: 571-765-5450


Canada

Adobe Systems Canada

343 Preston Street

Ottawa, Ontario K1S 1N4

Canada

Tel: 613-940-3676

Fax: 613-594-8886


Sept 28/2016

To: All Means to survive 1/5 police tactics and durability case of emergency survival power to the people Guide Star Empress Jayana Khan

From: Mr,section code ten karat bars, (Mr Micah Muyhktahlif

Tanzanian Children’s Fund

9 Waterhouse Street

Cambridge, MA 02138

tel: (617) 913-3763

EIN: 74-3087284

I. This charges alleges that under the compliance of Kendra law

II. STATEMENT OF THE ISSUES AND BASES OF DISCRIMINATION

The accepted issues, as amended the demand for this problem be impediment with the serious issues of social justice with unrecognized postmortem of Black men. The ineffective constitute a viable theory under Title VII . These policy statements are discussed in the enclosed brief.

The ineffective African global collaborative barriers MWR Life is answers in global economy. Another limitation of method historical example community interrogations society weakness. Equalized opportunity white world to ask basic questionable debriefing media has many start living issues. The problem has requirements not answered of business conscious research.

The first thing has to be recognized has to be embodied black people are part of World Wide continent. We are part of natural word venture database internet and Differentiating foundations from other non-profit, non-governmental organizations is often challenging. Foundations can be either private or public, when the distinction between the private and public foundations is based on their sources of funding rather than allocation of the funds. Public foundations lack a large private endowment, and therefore raise money from multiple sources. Foundations are currently defined as non-governmental, non-profit organizations, possessing a principal fund of their own, managed by their own trustees and directors, which promote social, educational, charitable, and religious or other activities serving common welfare5 either domestically or internationally. If the continuing discrimination of death are closing linking era. Black thinking process has transferring ideas to others partnerships getting for our economy green space. www.mwrlife.com/1210moneyteam http://www.karatbars.com/?s=kumiten

Ant other deployment first self-preservation get will inner power partnerships accesses the craft of a compelling pitch a joint program audience to stop the It is time to wake up and really inner-stand where you are in this whole thing rather than just imaging everything will work itself out. We must begin to engage life the proper way or face the results of such negligence as the view of truthfulness. There has to be Justice department be in by a system of inadequate tremendous barriers. www.mwrlife.com/1210moneyteam Black economics unchallenging continual essential in being serviceable in as economic solutions humble inner courageous definition attitudes . In the discussion assembly literacy of interdependence with your credential report receiving gentrified internships. Remediation of policy emergency era appropriateness skills As problem-solving innovation becomes more integrated into the way courts do business, law schools are beginning to offer courses examining problem-solving principles and practices. The Conference of Chief Justices and the Conference of State Court Administrators, among others, have urged law schools to include the principles and methods of problem-solving courts in their curricula. In a parallel development, Harvard Law School recently reformed its first-year curriculum to include a new course, “Problems and Theories,” that will focus on teaching students basic problem-solving skills. A recent article in the Washington University Journal of Law and Policy entitled “Lawyering and Learning in Problem-Solving Courts” makes the case for greater engagement between law school clinics and problem-solving courts.

Given the recent interest in problem solving and academia, this article seeks to provide a short overview of current law school classes that touch on topics of problem-solving justice. Courses and clinics are organized into five basic categories: problem-solving courts, community prosecution, restorative justice, problem-solving lawyering, and therapeutic jurisprudence. The list was compiled with the help of Michael Cobden, based on interviews and web searches. It is not intended to be exhaustive or definitive. Rather, it seeks to provide a snapshot of a rapidly developing field by highlighting courses from law schools around the country. Note that this overview is limited to law school classes and does not include courses on problem solving at graduate schools in other disciplines (e.g., criminology, public policy, social work).

Problem-Solving Courts

In recent years, proponents of problem-solving courts have sought to introduce drug courts, community courts, and other new approaches to justice into law schools. Often this takes the form of a single guest lecture as part of a larger course on a related topic. In addition to these ad-hoc efforts, several more law schools have recently piloted full-semester classes devoted to problem-solving justice strengths www.mwrlife.com/1210moneyteam http://www.karatbars.com/?s=kumiten .

International grant-giving by US foundations doubled since 1998, although the proportion of the foundations which work in the area of development assistance has declined.


U.S. foundations are by far the most important in the development field due to their size and experience, since foundations tend to start locally and to extend their geographic outreach as their resources and expertise grow6. The total number of philanthropic foundations in the US increased from 30,000 in 1993 to 76,000 in 2005 with the total grants-giving growing from US$10 billion to more than US$30 billion in the same period7. These developments in turn, contributed to significant increase in the portion of the U.S. foundations’ international contributions for development.


U.S. foundations’ international grant-giving has doubled since 1998 and rose to 3.8 billion in 2005. That being said, the proportion of total US foundations involved in international giving has declined since 1998 from 2.6% to 1.7%8. The two main reasons. Explain the processes of development family against self occurrence dividends human rights issue reentry providing sources to operate unique fundraising

MWR Now is the time to position yourself with this truly and 100% genuine ground floor opportunity. We provide you with all the training and support you need to have success. www.mwrlife.com/1210moneyteam . Now is

the time to take advantage of this business that has a great long term potential with revolutionary services that everyone uses and needs on a daily basis.

Are you ready to change your life in the commitment is the perfect part time business if you life in California, Texas or other states. All me and Acn reps that are tire of not earning any or little income are definitely welcome to review our business model and compensation plan and decide if Mrwrlife is the right opportunity for you to call home.

This course discusses the role retribution should play in criminal justice. Topics discussed will include the philosophy of retributive justice and social justice in a democracy, the psychology of violence (rooted in patriarchal emotions of humiliation and shame, suppressing the moral emotion of guilt),

Interestingly, the main developing countries that directly receive international assistance from U.S. foundations are the top emerging markets, including Russia, Brazil, India, China, Mexico, and South Africa14. The poorest countries seem to be benefiting only slightly on the margins from foundations’ direct international flows, largely due to the difficulty with accessing information and with the process of the assistance’s implementation

The first course focuses is on preventive lawyering, holistic representation and civil matters. Students are assigned a variety of readings including articles profiling attorneys who utilize therapeutic methods in their practice. Traditional cases are re-examined with an eye towards how they might have been handled differently from a preventive or holistic perspective. Students engage in mock interviews and role-playing exercises, some of which are based on real case files and some of which are scripted. Outside speakers from other departments in the University of Miami inform the class of other disciplines and how they might contribute to the understanding of the client’s perspective. In the final phase of this course, students conduct supervised interviews of clients who are in the custody of a juvenile detention facility and prepare memoranda which are shared with the public defender’s office.

The second course focuses on studying and attempting to reform substantive legal rules and legal procedures. Students will prepare a 30-40 page paper on a therapeutic jurisprudence topic or theme and will have the opportunity to participate in research or law reform activities conducted by the Therapeutic Jurisprudence Center. After more than a generation of punitive, “tough-on-crime” rhetoric and policymaking, there is now a fairly broad political consensus in the United States that we have gone too far in our use of incarceration.

Indeed, just a few weeks ago, the White House unveiled the Data-Driven Justice Initiative, a partnership of 67 jurisdictions—big and small, conservative and liberal—committed to using data to reduce incarceration.


In The Media

Each time a domestic violence story is covered, media has an opportunity to save lives.


The National Domestic Violence Hotline is a leading resource utilized by media, to provide viewers, listeners and readers with a toll-free number to call from anywhere in the country to access safety from their abusive relationships.


More than just a bridge to safety, the National Domestic Violence Hotline is available to callers 24 hours a day, 365 days a year to provide services in more than 170 languages. Hotline advocates answer questions, assist with safety planning and provide information as well as directly connect callers to domestic violence resources available in their local areas. All calls to The Hotline are confidential and anonymous.


We hope the media will continue to help us tell the story of domestic violence as a way of shedding light on the devastating fact that millions of people in this country are directly experiencing physical, mental, emotional abuse and threats of violence in their intimate relationships. When reporting on the issue, we ask the media to take into careful consideration the safety of these victims.


Media Contact

[email protected] | 803-470-NDVH (6384)


Listing The Hotline as a Resource

The Hotline allows other websites, publications or projects to list our organization’s number and/or website as a resource. Content from this website may be used as long as The Hotline is cited as the source. Please note that The Hotline does not specifically endorse or promote projects with which we do not have explicit involvement or an official partnership.ttps://childmind.org/about-us/contact-us/#.WSVewV67iio.gmail

CORPORATE ENTREPRENEURSHIP – TOP MANAGEMENT TEAMS’ KNOWLEDGE NETWORKS Assist. Prof. Dr. Daniela Dimitrova Popova Department “Administration and Management” Varna Free University In times of global crisis and increasing pressures on companies to follow strategies for a competitive position on the global markets many top management executives have to apply different approaches referred to corporate entrepreneurship and the creation and maintenance of knowledge networks. The demanding knowledge economy prerequisites the reshaping of markets; new forms of competitive advantages based on business development and effective combinations of resources; an outside orientation to customers, suppliers, shareholders, business partners and other interest groups, etc. The purpose of the paper is some characteristics of the corporate entrepreneurship in relation with the knowledge networks to be outlined. The used theories include Bettina Büchel’s and Steffen Raub’s knowledge networks’ model, Kaplan’s and Norton’s proposal for building a strategy map and different concepts of corporate entrepreneurship. The applied research method is a literature review. The contribution of this theoretical research is referred to the suggested platform of corporate entrepreneurship in connection with the concept of knowledge networks. THE ESSENCE OF CORPORATE ENTREPRENEURSHIP’S CONCEPT The concept of corporate entrepreneurship has been discussed and developed over the years (Peterson & Berger, 1971; Zahra, 1991; Kuratko & Hornsby, 1993; Guth & Ginsberg, 1990; Ferreira, 2002, etc.). Sathe (1989) defined it as a process of organizational renewal. Other researchers have 3 conceptualized corporate entrepreneurship as: “the process of creating new business within established firms to improve organizational profitability and enhance a firm’s competitive position or the strategic renewal of existing business” (Zahra, 1991)1 ; “corporate venturing, or new business development within an existing firm, which is only one of the possible ways to achieve strategic renewal. Strategic renewal involves the creation of new wealth through new combinations of resources. This includes actions such as refocusing a business competitively, making major changes in marketing or distribution, redirecting product development, and reshaping operations” (Guth & Ginsberg, 1990)2 ; “a process of extending the firm’s domain of competence and corresponding opportunity set through internally generated new resource combinations” (Burgelman, 1984)3 ; “a potentially viable means for promoting and sustaining organizational performance, renewal and corporate competitiveness” (C.Lakshmi Nath)4 , etc. Corporate entrepreneurship can be considered as: • refocusing business activities in the context of strategic networking, sharing of ideas and competition for knowledge resources inside and/or outside the company; • managing human capital for better performance, commitment, participation, involvement, social responsibility and added value through the application of intrinsic humanity, motivation, learned skills and tool manipulation (Drucker, 1992); 1 http://bcognizance.iiita.ac.in/aug-sep05/Corporate.htm 2 Ferreira, J. Corporate Entrepreneurship: a Strategic and Structural Perspective. International Council for Small Business, 47th World Conference, San Juan, Puerto Rico, June 16–19, 2002 3 Bulgerman, R. Designs for Corporate Entrepreneurship. California Management Review, 26, 1984, pp. 154–166 4 http://www.ediindia.org/Creed/data/C Lakshmi Nath.htm 4 • rethinking the vision, partnerships, substance of the strategic management; • building knowledge capacity and restructuring market through an implementation of changed rules of competition for the industries; • reinforcing the components of effective team work (communication, cooperation, collaboration, and compromise), etc. As Jon Katzenbach5 considers “real teams must follow a well-defined discipline in order to achieve their performance potential”. He has defined a real top management team (TMT) as a “small number of people with complementary skills who are committed to a common purpose, performance goals, and an approach for which they hold themselves mutually accountable”. Most top management teams have to acknowledge that their environment is more complex and dynamic than ever before. They must be well acquainted with the tendencies in competition’s decisions on a course of actions to create value through strategic communication about the effective connection between objectives, possibilities and relationships. In this process of coordinating the activities and assets top management teams can more widely utilize their knowledge, skills, abilities and capabilities and initiate the creation of knowledge networks. THE IMPORTANCE OF KNOWLEDGE NETWORKS TO CORPORATE ENTREPRENEURSHIP According to Bettina Büchel and Steffen Raub6 “effective knowledge networks increase innovation and improve organizational efficiency, but they can have even greater benefits if they are structured and receive management guidance”. Knowledge networks can: 5 http://www.schneede.se/assets/files/Top_Management_Team_Myth.pdf 6 Büchel, B., St. Raub. Building Knowledge-creating Value Networks. European Management Journal, Vol.20, No.6, 2002, pp. 587–596 5 • promote new ways of thinking and acting; • assure the independence of top management teams to develop their collaborations with partners in accordance with the potential contacts of knowledge-intensive organizations; • maintain people morale and team values of involvement, empowerment and sensitivity, etc. As Bettina Büchel and Steffen Raub7 have pointed out “although more and more companies recognize the importance of knowledge networks, they have yet to discover how to build them”. There are four key stages of network development, i.e. knowledge networks need a focus on strategic business and corporate priorities, a creation of network context, routines of network activities and a leverage of network outcomes. Four types of knowledge networks have been identified: networks that primarily focus on individual benefits versus those that focus on organizational benefits and networks that are self-managed versus those that are supported by managers. • Hobby networks provide a context of individual interests, e.g. tennis, poetry, football, music, etc. The most significant outcome of this kind of networks is the personal satisfaction which can result in an increased productivity, an innovative thinking and new contacts of a friendship and commonly shared values. The contributions for the corporate entrepreneurship include: a valuebased self-management; an information flaw in development; an informal research incentives and discussions about the markets’ possibilities and gaps, different segments and the most important corporate events of the industry, etc. • Professional learning networks refer to the individual skill base. As it has been considered and described “knowledge transfer in these networks is spontaneous and ongoing, a natural by-product of work and mutual support” 7 Büchel, B., St. Raub. Op. cit. 6 (Lave & Wenger, 1991). The contributions for the corporate entrepreneurship: individually added acquired knowledge; more intensive investigations of the professional environment; communication patterns of culture, priorities, interests in the professional community, long-term learning possibilities, etc. • Best-practice networks generate value through their institutionalized forms of knowledge sharing in organization. These networks focus on problemsolving and accumulating new knowledge as well as on the transfer of existing knowledge. The contributions for the corporate entrepreneurship: an emphasis on organization efficiency not only for the company but also for the industry; development and differentiation of the customer value proposition of the company; mutual support in creating the company’ s brand and identity, etc. • Business opportunity networks are entrepreneurial networks which are “potentially the most innovative and attractive from a growth perspective”. The contributions for the corporate entrepreneurship is referred to: changing of the existing business models; creating a new strategy map of the company (Kaplan & Norton, 2001)8 ; initiating new business activities and co operation, etc. The implementation of corporate entrepreneurship [Figure 1]: • creates a platform for increasing the human potential; • follows the market movements and the new competencies of the industry; • cultivates a positive attitude towards the knowledge economy; • implements networking as knowledge development of so-called “faster-learning organizations”, etc. 8 http://www.12manage.com/methods_strategy_maps_strategic_communication.html 7 NETWORK DEVELOPMENT IN A MANAGERIAL CONTEXT Network development could foster stability and prosperity, as well as, it could improve the quality of life of all involved members in the company by a protection of the rights, freedom, and individual choices. Networking encourages people to manage for performance, for promotion of culture and mutual confidence, for diverse communication and decision making. Knowledge networks protect the functioning of teams appropriately. Network development enacts the three conditions of accountability9 , namely: communicating clear and credible expectations, creating compelling consequences, and leading conversations grounded in empirical reality. The process of network development in a managerial context might pass three main stages as it is described below. First stage: Providing a focus on knowledge networks as a solution of the crisis management It’s clear that in the absence of knowledge capital about the crisis in the market development and global demand, adaptation is the best strategy. The knowledge networks can support the efforts of top management teams to look more broadly through the concepts of the changing matters in the industry and to foster specialization among partners as a way of prevailing over the unsecured environment and competition in uncertain times. Some initiatives may refer to: • formulating a shaping strategy. As John Hagel III, John Seely Brown et al.10 consider “changing the risk/reward calculus as you shape strategy in a time of rapid change involves three interrelated elements: a shaping view, which helps focus participants; a shaping platform, which provides leverage to reduce the investment and effort participants need to make; and specific shaping acts and 9 Grimshaw, J., Gr. Barron. Leadership without Excuses. McGraw-Hill, New York, 2010 10 Hagel III, J., J. Brown, L. Davison. Shaping Strategy in a World of Constant Disruption. Harvard Business Review, October, 2008, pp. 81–89 8 assets, which persuade participants that the shaper is serious and can pull off the shaping initiatives”; • strengthening the professional ties to assure common business activities. It might be important because of the possibility some business niches become insufficient and their competitive advantages could create conditions for differentiation as a strategy of success in the industry. This mutual reliance can mobilize all the assets and knowledge capital and the real market opportunities for the companies in the industrial network could be utilized for better individual and team performance; • emphasizing on core competences, capabilities and knowledge which can assure more control over the assets and activities that are of a core importance and value. This might be implemented by so called collaboration networks which could propose collaborative innovation and relationships with the most significant partners. If the collaboration is “totally open or crowdsourcing, everyone (suppliers, customers, designers, research institutions, inventors, students, hobbyists and even competitors) can participate.”11 In this way a sponsor who has declared a problem as a public one and then seeks support and suitable decisions from an unlimited number of problem solvers can contribute to his/her company and top management teams to use capabilities and assets of other people offered their knowledge and experience. It’s a competitive advantage to create and sustain an open network which can attract “an extremely large number of problem solvers, and consequently, a vast number of ideas”. Second stage: Changing business environment through HRM and activities of corporate entrepreneurship 11 Pisano, G., R. Verganti. Which Kind of Collaboration Is Right for You? Harvard Business Review, December, 2008 9 The challenging market environment presupposes changes in business activities. Some new ventures are undertaken because of faraway markets. The distances create differences in time, resources, competencies and priorities. As it is said in Daniel Isenberg’s article12 “a greater challenge for global entrepreneurs is bridging what the British economist Wilfred Beckerman called in 1956 “psychic distance””. This arises from a variety of reasons, such as culture, language, education level, political systems, religious preferences and economic development. Sometimes, so called global entrepreneurs have to deal with several different segments of the global market, which is a complex job. They must cope with the law and jurisdictions of foreign countries and offer their commodities as well as their skills and levels of quality. These tasks of the corporate entrepreneurship in a great extent change the business environment. An adequate HRM is a prerequisite of a successful global business. The major challenges for HRM refer to: • globalization and information technologies’ development; • cultural diversity and social responsibility; • growing needs of a flexibility in organizational structuring; • creating and maintenance of a high commitment and high performance business; • competency and human resources’ development in the process of an implementation of organization’s quality policy13; • asymmetries of the globalization process which ruin the balance of the power positions and “the world desperately makes an attempt to re-establish the balance by introducing new actors on the stage or trying to restrict the role of the 12 Isenberg, D. The Global Entrepreneur. Harvard Business Review, December, 2008, pp.107–111 13 Pavlov, Pl. A Process Design of the Quality Management System in Line with the International Standard ISO 9001:2008. Varna Free University, 2010, p. 40 10 active ones, but for the present mainly through moral-ethical appeals for responsibility towards the idea of a fair society and sustainable development ”14; • the flexibility and the dynamics of the business development. Therefore the choice of an appropriate business model has already become a continuous management problem, which can be solved as “a purposeful process of a prompt and comprehensive change of the behavior and the skills of the personnel and management in the organization, as well of the different structures and processes in it.”15; • the new development approach could be “focused on supporting the linkages among the sectors, rather than direct investment in the sectors. The understanding of investment in linkages is: investments (of money, time, information, human resources, etc.) in initiatives to eliminate, restrict, encourage or establish linkages (financial, information, human resources, materials, services) between sectors, taking into consideration an integrated economical, social and ecological dimensions”16, etc. The knowledge networks could foster the corporate entrepreneurship through different activities of diaspora networks which give assistance to global entrepreneurs and they “can quickly gain access to information, funding, talent, technology – and, of course, contacts.”17 The processes of a formulation and an execution of the global strategy include the ethnic networks as a competitive advantage of the company. The other useful type of networking is a map network 14 Nedyalkova, A., Z. Bauman, D. Filipov. Globalism, Regionalism and Antiglobalism. Albatros, Sofia, 2005, p. 151 15 Dimitrov, N. The Actual Models of the Business Processes’ Management in the Enterprise. Papers of Round Table “The Current Models of the Business Processes’ Management in the Enterprise”, Varna Free University, 2010, p. 6 16 Pavlov, D. A New Linkage Approach to River Economic Complex Development. Avangard Print House, Ruse, 2010, pp. 14–15 17 Isenberg, D. Op. cit. 11 which is a diaspora of members often clustered in residential areas, public organizations, or industries. Herminia Ibarra and Mark Hunter (2007)18 have discovered that the most important forms of networking are operational, personal, and strategic. The first contributes to management of current internal responsibilities, the second one boots personal development, and the third type addresses strategic issues to new business directions. When the topic of the day is the overall business of the company “many managers do not immediately grasp that this will involve relational – not analytical – tasks. Nor do they easily understand that exchanges and interactions with a diverse array of current and potential stakeholders are not distractions from their “real work” but are actually at the heart of their new leadership roles.”19 The networking and the implementation of the corporate entrepreneurship could be challenges of a new leader’s development plan. As in any group or team in an organization, networks sustain different roles for development. Bettina Büchel and Steffen Raub20 have pointed out that “in the most effective networks we observe a pattern of four typical roles that were systematically used to provide a backbone to the network.” These roles include four main types: coordinator, support, editor, and sponsor. The network coordinators are the chief organizers, event hosts, troubleshoots and fundamental sources of energy in a network. The coordinator has the task to identify the members of the knowledge network and possibilities of corporate entrepreneurship; to maintain the processes of assessing the health of the network, and the linking people. The coordinator uses a support structure with different shapes (when it is necessary). In its simplest type it may be an 18 Ibarra, H., M. Hunter. How Leaders Create and Use Networks. Harvard Business Review, January, 2007 19 Ibarra, H., M. Hunter. Op. cit., p 41 20 Büchel, B., St. Raub. Op. cit. 12 administrative assistant handling the operational activities of the network. The assistant’s functions may include the organization and exchange of information generated by network members, the maintenance of the network’s databases and intranet site as well as scheduling and organizing the network meetings. With this support, coordinator can participate more actively in the processes of the network and secure the effective network maintenance which is crucial in the initial stages of network development. The support structure also offers continuous coaching to “nascent networks in terms of information and communication technology and effective organizing mechanisms.” The other important role in the networking is an editor who validates the content of the knowledge network, as well as, does the synthesizing and integrating the knowledge resources. Highly effective networks rely on a sponsor who has a leading role in: • providing resources, recognition and rewards; • guiding long – term strategic alignment; • supporting top management teams, etc. The sponsor is not necessarily a member of the network, but keeps contact with it and maintains the coordinator’s work and activities, reviews network tasks, contributes to implementing the company’s goals in compliance with business/corporate strategy and secures appropriate support when needed. All these roles of networking increase innovation possibilities; enrich relationships’ content and improve organizational efficiency of the company. Third stage: Maintaining the reward system in accordance with network results Donna Deeprose (2007)21 has noted that “recognizing and rewarding employees for their superior performance leads to superior organizational performance”. To reinforce the connection between rewards and network results, 21 Deeprose, D. How to Recognize and Reward Employees. AMACOM, New York, 2007 13 top management teams could focus the reward system of the company on efficient strategies for building successful knowledge networks inside and/or outside the organization. It might be a decision of a specific situation that “anyone – manager or employee – can recognize another individual or team for actions aligned with company strategies such as Build the Team, Satisfy the Customer, Deliver Our Family of Business, or Work Smarter, Not Harder”22. If a team or individual get a recognition, top manager could offer rewards of own choice, i.e. everyone who has recognition from his/her colleagues or a team leader is encouraged to specify his/her preferences for rewards. The reward system must stimulate behavior of responsibility that supports company strategies for an implementation of effective business activities leading to a positive image and better professional relationships. It’s really important that people do not work only for money but also “for a number of other returns to justify the time, energy, and mental and emotional effort they devote to the organization.” Therefore the total rewards package includes the salary and financial benefits, as well as business environment, professional friendships and contacts, learning and development schedules, and work/life balance. As Donna Deeprose considers “equity requires that total rewards meet the needs of employees to the same degree that employees contribute to meeting the objective of the organization”. 23 Value – based rewards could differentiate the efforts and results of building knowledge networks as an objective of the corporate entrepreneurship of the company. Value – based rewards could also affirm strong value orientations, attitudes and behavior that make members of knowledge networks proud. If the top management team of the company has financial difficulties and a limited budget, it’s not necessarily value – based rewards to be bound up with a huge 22 Deeprose, D. Op. cit., p. 5 23 Deeprose, D. Op. cit., p. 12 14 amount of money or/and financial assets. More important is the knowledge of top performers that their financial rewards are substantially above average in the company. Top performers who are the engine of the corporate entrepreneurship in the company are motivated primarily by challenge and recognition. Some challenge – rewards for high – performing employees of knowledge networks could include: • a choice of their own projects and contacts; • time and resources to design and work on different projects; • an opportunity for a project management of cross – functional teams; • an attendance of conferences, formal and informal meetings of knowledge society and high – ranked representatives of the corporate entrepreneurship; • a preparation of experts’ papers on current problems or tendencies, etc. CONCLUSION Adding value through knowledge is a crucial matter in nowadays business reality. Corporate entrepreneurship as a variety of knowledge networks focuses on the organizing function as a prerequisite for: employee satisfaction and loyalty, promotion of new skills and abilities, building human capital and strong professional relationships. Top management teams could contribute to continuous innovation in a wider content and to accumulation of tacit knowledge, as well as, to lead the company towards sustainable development. 15 Figure 1 The implementation of corporate entrepreneurship through knowledge networks THE PLATFORM OF CORPORATE ENTREPRENEURSHIP • increasing of the transparency of all business activities and processes; • creating a professional communities of knowledge and practice; • providing assurance about the longterm commitment in the industry; • improving cost structure, asset utilization, revenue opportunities that secure the growth strategy of the company. THE CONCEPT OF KNOWLEDGE NETWORKS • define directions for strategic business and corporate goals; • identify opportunities, inside outside links and professional contacts; • describe the value of different kinds of knowledge; • provide new combination of resources and new knowledge. THE ACTIVITIES AND ASSETS • differentiate fields of actions through competency-based management; • foster mutual reliance and confidence among partners in one industry; • encourage the creation of value networks; • promote innovation renewal as a condition sine qua non for business development and social responsibility.

In this day time black lives matter the financial executives Holly wood a community forum the Social media black lives organization mis-directives. The net gross salary of Queen Empress Imminent danger report basic impact Jayana Khan of private investigator bodyguard anthropology Black lives matter. The platform of corporate Entrepreneurship • increasing of the transparency of all business activities and processes illuminati dilation Hollywood mis in certainty ; • creating a professional communities of knowledge and practice; • providing assurance about the long term commitment in the industry; • improving cost structure, asset utilization, revenue opportunities that secure the growth strategy of the company. Seven billion Jedi chakras existence incomplete Holly wood Corporate Entrepreneurship top Empress Jayana Khan Black lives matter by any means necessary figuring black survival guide. Self-anointed seven billion Jedi chakras self determination Empress Jayana Khan The info commons channel of self taught creative money wealth resolution individualism basic guide info commons poor inner state minimum multi police ta-chi

Small All the technology that quarantine the mindset in the black community has access its 1/5 rights beyond police jurisdiction.

The mindset re analyze how the patrol to multi police unit tactics mission . The permission to to ticket post you to pay fines and penalties. You maintained the drivers gift horse money to poor aimed at blacks. We must access a command peace corps traffic related precedence your treated 1/5 of person. White police officers comprehend insensitive tactics that leave 1/5 of your possessions to underserve privilege. When it comes to quarantine to monopoly addressing traffic exercises were 2/3 guilty.

They do elimination of all traffic data you’ll see 1/5 imbalance of related precedence in black people lives. As soon as we here something against the police you turn you phone :on /silent/ airplane: mode then off this retribution of any wrong doing . We need the retribution of fair highway safety acts commission under police 1/5 police tactics its highly unrecognized federal over citing indoctrination to there judgement hit the reality inertia of real community policies as fair with over all statistical here say truancy

High way element that involves the people in the community safe assurance less 1/5 treatment by white police officers society. This flight pursuit is police trickery allows them to broad band indict arrest 1/5 serviceability. A peace corps element to technical field data will keep a stream unstoppable record keeping promise keeping connection to the police department . What there physically doing in your presence with the multi police unit equipment data and duty. And entry element to value a peace corp life is to mission every one data in undiscriminating duty human highway trafficking laws.

Privacy Policy

Guide Star Empress Jayana Khan USA, Inc. (“Guide Star”) respects the privacy of visitors to its site and its Users (as defined in the Terms of Use). Please read this Privacy Policy carefully so that you understand Guide Star’s Empress Jayana Khan privacy practices. Questions regarding privacy issues should be directed to Guide Star USA, Inc., 4801 Courthouse St., Suite 220, Williamsburg, VA 23188, ATTN: Counsel or [email protected].


COLLECTION OF INFORMATION

The Information that GuideStar Collections

Guide Star Empress Jayana Khan does not, as a general matter, collect personal information, such as the names or mailing addresses of visitors to the Site, unless that information is voluntarily provided. However Guide Star Empress Jayhayna Khan may, without your permission, electronically collect information regarding your online habits and location, including, without limitation, navigational data (i.e., log files, server logs, click-stream) and information about how the Site is used by you (through cookies, Google Analytics, Internet tags, or web beacons). Guide Star may also collect information such as the URL of the website you previously visited and the time of day that you use the Site.

Although Guide Star generally does not collect personal information, Guide Star may decide to make certain features, products or services offered within the Guide Star site subject to registration requirements. To use those areas of the Guide Star site (e.g., areas through which you can submit content to the Site or Registration-Based Products), you may be asked to provide certain information about yourself, such as your name, mailing address, e-mail address, username and password. Guide Star Empress Jayana Khan may also compile a subscription list to which you could voluntarily submit your name, mailing address and/or email address. The purpose of such a subscription list would be to send out periodic updates to subscribers on matters of interest, provided that you will have the ability to opt out of further communications in accordance with procedures that will be described in each such update Empress Jayana Khan

John CampbellSVP, Global Partnerships & U.S. Publisher,National Geographic & NationalGeographic.com+1 212 822 [email protected]

• Darlene AgagSVP, Global Partnerships,National Geographic Channels+1 212 556 [email protected]

• Kimberly ConnaghanVP, Global Partnerships & Publisher,National Geographic Traveler & Kids +1 212 822 [email protected]