486 research outputs found
Accuracy, sensitivity and specificity of fine needle aspiration biopsy in salivary gland tumours: A retrospective study
No full textObjective: the aim of this study was to evaluate the diagnostic accuracy, sensitivity and specificity of fine needle aspiration biopsies (FNAB) of salivary gland tumours performed at the Erasto Gaertner Hospital over the course of a four year period. Study design: A retrospective study was carried out between 2001-2005 to review the cases of patients with salivary gland tumours who had undergone pre-operative FNAB and had been diagnosed during post-operative histopathology examination. Results: A total of 106 cases of salivary gland tumours were considered for this study, but 27 cases (25.5%) of the samples were considered unsatisfactory for analysis. the sensitivity, specificity and accuracy were calculated considering only the 79 benign and malignant cases in which FNAB provided sufficient samples for analysis. Based on these data, the value of sensitivity was 68.2% (15/22), specificity was 87.7% (50/57), accuracy was 82.3% (65/79), positive predictive value was 68.2% (15/22) and negative predictive value was 87.7% (50/57). Conclusions: Despite the high rate of inadequate samples obtained in the FNAB in this study, the technique offers high specificity, accuracy and acceptable sensitivity.Erasto Gaertner Hosp, Dept Head & Neck Surg, BR-81520060 Curitiba, Parana, BrazilErasto Gaertner Hosp, Dept Oral & Maxillofacial Surg, BR-81520060 Curitiba, Parana, BrazilUniversidade Federal de São Paulo, São Paulo, BrazilUniv Fed Parana, BR-80060000 Curitiba, Parana, BrazilErasto Gaertner Hosp, Dept Pathol, BR-81520060 Curitiba, Parana, BrazilUniversidade Federal de São Paulo, EPM, São Paulo, BrazilWeb of Scienc
The Shadow Economy and Morals: A Note
No full textIf the established rules are obeyed spontaneously in an economy, this increases economic efficiency since the uncertainties, monitoring costs and incentive problems induced by opportunism can be avoided. Opportunism will be increasedby increasing the incentives for unlawful behaviour, however, and a slight increase in these incentives might cause a cumulative and self-nourishing breakdown of morals. The dangers of the growing shadow economy are louring here
Applying intrapreneurship to sustain corporate growth: A business practitioner’s model
No full textMany companies fail to achieve growth due to their inability to create opportunities and transition them into production. There is often an absence of employee innovation that stems from a lack of strategy that energizes and expands employee initiative to develop and sustain creative solutions. The purpose of this dissertation is to develop a model to integrate an intrapreneuring structure and culture within a practitioner’s ongoing business process. This research is fundamental to understanding the best ways that business culture, selected behaviors, strategic intent, and social structure could be intentionally integrated to create and sustain business opportunities.
Despite the prominence of intrapreneurship in corporate conversations, it continues to remain an untested, but promising, business process. Business scholars tend to discuss intrapreneurship and strategy as associated business concepts. Business practitioners use strategy and structure to mature opportunities for achieving long-term growth. Using a conceptual model, this dissertation will combine business strategy and structure within a framework of intrapreneurship to realize alternative ways of producing business growth and long-term sustainability. The organizing scheme for this dissertation provides an integration of the pluralistic dimensions of the intrapreneur working within a framework of strategic business process and structuration theory. Thus, one goal of this study is to create a synthesis of academics and business. This study attempts a synthesis of creativity, innovation, and strategy as a way of suggesting practical opportunities for the in-practice integration of intrapreneurship.Running head: Applying Intrapreneurship to Sustain Corporate Growth: A Business
Practitioner Model
Applying Intrapreneurship to Sustain Corporate Growth:
A Business Practitioner’s Model
by
Mark A. Gaertner
A Thesis
Submitted to the Graduate Faculty
of
University of Maryland University College
in Partial Fulfillment of
the Requirements for the Degree
of
Doctor of Management
Doctoral Committee: Professor Hadary
Professor Winters
Date Final Version Submitted: 1 August 2013
Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Table of Contents
Acknowledgement 5
Abstract 6
Chapter 1
Background of the Problem 8
Statement of the Problem 19
Purpose Statement 20
Research Questions 20
Conceptual Framework 21
Significance of the Problem 26
Organization of the Dissertation 27
Chapter 2:
Literature Review 29
Intrapreneurship: The Culmination of Processes,
Dimensions, Balanced Thought, Behaviors, and Rationality 30
Strategic Vision 50
Structuration Theory 60
Incorporated Propositions 65
Chapter 3
Conceptual Framework 70
Social Framework 70
Procedural View of the Models 72
Conclusions 79
Chapter 4
Methodology 80
Research Process and Methodology for
Evidence-Based Research 81
Chapter 5
Propositions and Findings 99
Summary 128
Chapter 6
Meaning of the Findings and Recommendations 133
Discussion and Significance of Findings 135
Significance for the Future of Intrapreneurship 140
Limitations for Practice 148
Final Thoughts 150 Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Appendix 151
References 169
List of Tables
Table 2.1 Establishing the Thinking Model 31
Table 2.2 Summary of Limitations of Traditional
Strategic Planning—and Alternatives 53
Table 2.3 Application of Theories to Research Propositions 66
Table 4.1 Summary of Expert Review 97
Table 5.1 Intrapreneur Behaviors Matrix 107
List of Figures
Figure 1.1. The flow of information in a traditional
corporate structure. 11
Figure 1.2. An integrative view of corporate communication. 12
Figure 1.3. The Mintzberg (1979) conceptualized view of
organizational functions. 14
Figure 1.4. Self theories affect interaction and structure. 22
Figure 1.5. Organization of the study. 27
Figure 2.1.Visual representation of interaction between
employee and group behaviors. 46
Figure 2.2. Intrapreneurial decision making process:
six sources of information. 48
Figure 2.3. Traditional strategic planning process. 52
Figure 2.4. Macro-level view of strategy to innovation. 59
Figure 2.5. Venn diagram illustrating the creation of wealth. 67
Figure 2.6. Interaction between self and structuration. 68
Figure 3.1. Theoretical model. 73
Figure 3.2. Practitioner model. 74
Figure 4.1. Overall research process. 81
Figure 4.2. Keywords. 83
Figure 4.3. Research framework. 84
Figure 4.4. Personal assessment tool example. 87
Figure 4.5. Sources of evidence. 94
Figure 4.6. Summary of research by level of evidence. 95
Figure 4.7. Expert panel members and expertise. 95 Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Figure 5.1. Incorporating the three values of intrapreneurship,
corporate strategy, and structure to achieve an opportunity. 99
Figure 5.2. Connectivity between intrapreneurs and employees. 103
Figure 5.3. Opportunity identification using intrapreneurial
dimensions and balanced thought. 110
Figure 5.4. Modified strategic thinking process. 115
Figure 5.5. Integration of intrapreneurship, strategy,
and innovation. 117
Figure 5.6. Process duality for an idea to become
an opportunity. 121
Figure 5.7. Growth acceleration model. 127
Figure 6.1. Opportunity growth model. 144
Figure 6.2. Growth acceleration model. 147
Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Acknowledgement
This dissertation is the result of all the time and love my family has given me, caught up in my office, aka my tree house, plowing away through journals and books to look for that most important phrase or words or comment to close my arguments. My wife, Sharon, and my daughters, Jennifer and Elise, are amazing and willing to give me the time to complete this research. I thank them for their support and the needed hours of additional support in the years ahead as I continue my doctoral journey.
I also thank Dr. Hadary and Dr. Winters; without much conversation with them I would not have achieved this milestone. Dr. Winters, for your perceptions and thoughts on intrapreneurship and particularly Dr. Hadary, who forced me to focus . . . focus . . focus and produce clarity in my thoughts and words.
Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Abstract
Many companies fail to achieve growth due to their inability to create opportunities and transition them into production. There is often an absence of employee innovation that stems from a lack of strategy that energizes and expands employee initiative to develop and sustain creative solutions. The purpose of this dissertation is to develop a model to integrate an intrapreneuring structure and culture within a practitioner’s ongoing business process. This research is fundamental to understanding the best ways that business culture, selected behaviors, strategic intent, and social structure could be intentionally integrated to create and sustain business opportunities.
Despite the prominence of intrapreneurship in corporate conversations, it continues to remain an untested, but promising, business process. Business scholars tend to discuss intrapreneurship and strategy as associated business concepts. Business practitioners use strategy and structure to mature opportunities for achieving long-term growth. Using a conceptual model, this dissertation will combine business strategy and structure within a framework of intrapreneurship to realize alternative ways of producing business growth and long-term sustainability. The organizing scheme for this dissertation provides an integration of the pluralistic dimensions of the intrapreneur working within a framework of strategic business process and structuration theory. Thus, one goal of this study is to create a synthesis of academics and business. This study attempts a synthesis of creativity, innovation, and strategy as a way of suggesting practical opportunities for the in-practice integration of intrapreneurship.
Keywords: Intrapreneurship, Strategy, Behaviors, Creativity, Structure, Social Interaction Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Chapter 1
Creating wealth is at the heart of both entrepreneurship and strategic management. For general managers and entrepreneurs, a keen interest is to learn how to apply entrepreneurial and strategic tools, techniques, and concepts in way that help the firm create increasing amounts of wealth.
—Ireland, Hitt, Camp, and Sexton, (2001, p.49)
Many companies fail to achieve growth due to their inability to create and transition business opportunities into production. There is an absence of employee innovation within companies, which corresponds to a lack of strategy and employee initiative to develop and sustain creative solutions. The line of argument of this dissertation is quite straightforward: To achieve growth and create wealth, businesses need to learn how to apply the tools, techniques, and concepts of intrapreneurship within the corporation. The creation of an intrapreneuring structure within the company’s ongoing business process is fundamental to understanding how business culture, behaviors, strategic intent, social interaction, and structure are used to create and sustain business opportunities. This chapter will introduce the background and provide a history of the problem, the purpose, research questions, and significance that this dissertation brings to corporate wealth creation. The chapter ends with a brief explanation of Chapters 2 through 6.
Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Background of the Problem
To describe the intrapreneur, a distinction needs to be established between entrepreneurship and intrapreneurship. Schumpeter (1934), known as the father of entrepreneurship, defined entrepreneurship as a form of innovativeness. “Entrepreneurs are people who take the initiative to start new ventures and create self-conceived value” (Goodman & Schafman, 2011, p.7). Entrepreneurs who did not want to stay within traditional guidelines and a linear-based, hierarchical corporate structure broke from this culture to pursue their own entrepreneurial ventures (Antoncic & Hisrich, 2003). Other entrepreneurs foresaw the need to instill change inside their existing organizations, perhaps with corporate support. They associated themselves with other strategic-thinking employees and were encouraged to create new ideas and concepts. These employees stayed within the company boundaries to practice their entrepreneurial endeavors, using the established company structure. These employees became the definition of the intrapreneur.
Intrapreneurs have similar psychological traits as entrepreneurs, including the need for achievement and a tolerance for ambiguity (Okhomina, 2010) and a passion for creation and newness (Antoncic & Hisrich, 2003). However, they choose to apply these traits within the firm and not to operate on their own. They establish social relationships and levels of trust among fellow employees, which facilitate the transformation of these traits into product innovation; the corporation and executive management provide the resources and environment and expect a predicted financial return on these innovations.
Antoncic and Hisrich (2003) provided one modernistic view of the intrapreneur using a combination of processes and dimensions. Intrapreneurs focus on new ventures Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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and innovations of business processes, products and services. Dimensions of the intrapreneur are self-renewal, risk taking, proactiveness, and competitive aggressiveness. Intrapreneurs apply these processes and dimensions based on both their tacit knowledge and inherent ability to sense opportunities, a departure from the customary ways of doing business in traditional organizations (Antoncic & Hirsch, 2003, p. 20).
An intrapreneur is an employee who understands and uses both conceptual and business tools to produce a product innovation. A strong intrapreneur is capable of using both to recognize and balance the linear (empirical and analytical) and nonlinear (emotional, creative, holistic, visual, and imaginative) thinking styles that socially interact inside a firm (Vance, Zell, & Groves, 2008). This skill enables the intrapreneur to become a facilitator, someone who integrates employees with varying thinking styles to produce a sustainable product growth strategy.
The traditional linear nature of most corporate structures has made intrapreneurship a rare contributor to the firm. The challenge facing corporations has been to understand the consequences of promoting traditional employee linear thinking (Vance et al., 2008) and seek an optimum balance with nonlinear thought. The 1980s solution to this problem was the creation of a “skunk works,” or a group of employees who worked outside the firm to avoid bureaucracy and to promote nonlinear, creative solutions. However, this concept reached a plateau: These employees were rich in the creation of new knowledge, but their physical separation inhibited their ability to communicate this knowledge to corporate decision makers. Reintroduction of skunk works employees back inside the firm was challenging, for the firm’s bureaucratic structure and linear thinking often suffocated the acceptance of new ideas and potential Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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for creative growth (Brodbeck, 2002). This inside/outside separation caused firms to lose the potential for new innovation. Employees were not encouraged to think openly, nor have a tolerance for ambiguity (Okhomina, 2010), and both are necessary to foster creativity. One can deduce there was a collision of nonlinear, intrapreneuring ideas with linear corporate processes (Vance et al., 2008), not to be resolved within existing corporate policies or human resource methods. A longitudinal study by Marcus and Zimmerer (2003) concluded that instead of using traditional corporate methods that suffocate the ability to create new ideas, intrapreneurship programs should be offered inside firms to increase employee socialization and creative ideas.
Intrapreneurship, through the structural lens, is viewed as an active dual relationship between the intrapreneur and firm growth; one cannot exist without the other (Sarason, Dean, & Dillard, 2006). Instead of the traditional view that technology alone fills the need for innovativeness, the structurist view is one that allows intrapreneurs and employees to interact socially and to coevolve to produce an innovation (Sarason et al., 2006). Hence, integration between firm structure and employee social interactivity is needed in order for creativity to occur.
To create a view of the traditional corporation through a business practitioner’s lens, Figure 1.1 depicts the long-established flow of information between stockholders, managers, and employees. These three types of participants fundamentally interact and work as a group to create a successful company: stockholders who fund the firm with their expectations for wealth creation, managers to manage financial objectives and communicate actions to employees to accomplish those objectives, and employees who Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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have the direction from managers to optimize their performance and produce successful outcomes.
All three, although acting as a group, have different intentions toward their work. Stockholders often have little insight regarding internal firm operations but have a high expectation for financial return. Managers are likely to be linear-based, sequentially drive objectives onto employees, and expect accomplishment of those linear tasks. Employees will respond to linear objectives with linear results. The outcome of the entire social process is to encourage focus on the financial bottom line. Profits are viewed in the short term as a result of efficient operations and are not measured by creative growth or innovation (Duncan, Ginter, Rucks, & Jacobs, 2001). Managers respond to stockholders by providing financial returns that typically are annual objectives.
Figure 1.1. The flow of information in a traditional corporate structure. Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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The consequence is the expectation of continued company growth, whereas a more realistic perspective is at best the perpetuation of status quo (Hambrick, Geletkanycz, & Fredrickson, 1993.) In this model, the firm conceives significant risk because employees may experience boredom and discontinuity, worsened by a management staff perhaps not educated nor trained in the need for innovation and open social interaction. Profits begin to decline, and growth cannot be achieved. After a period of declining performance, the company could often face the potential of becoming obsolete and is no longer competitive (Twice, 2013).
This model could also be viewed with the addition of intrapreneurship through an integrative lens as depicted in Figure 1.2.
Figure 1.2. An integrative view of corporate communication. Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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In this view, the intrapreneur is placed into the flow of information and acts as a facilitator to balance the thinking styles of both linear and nonlinear employees. Empirical research has provided evidence of an established link between linear/nonlinear thinking styles and innovative behavior (Vance et al., 2008, p. 240). Integrating both linear and nonlinear thought is more likely to include innovative attitudes and can assemble known ideas into a new combination of solutions to solve problems. Given their innovativeness, intrapreneurs seek challenging problems to solve or perhaps use creative methods to solve older ones. The manager, subsequently, has the foundation for building and submitting a more strategic view to the stockholder. The ability for managers and employees to create ideas is greatly improved when innovation is introduced and facilitated by intrapreneurs. Ideally, the intrapreneur could be employed to manage the flow of strategic ideas and could act as a catalyst to manage idea flow across the company.
A similar view of the corporation is through a functional lens using Mintzberg’s approach (1979) that identified five parts of the organization, shown in Figure 1.3. Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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Figure 1.3. The Mintzberg (1979) conceptualized view of organizational functions.
The base of the picture is the operating core, where the majority of the employees carry out the functional work of the corporation. The top of the diagram shows the strategic apex, followed by the chain of command to the middle line, or middle management. The support staff to the far right consists of support functions such as legal, payroll, cafeteria, public relations, and so on. The far left is the technical structure of the company. This author’s interpretation of the Mintzberg model suggests the techno structure includes not only the analytical part of the corporation but the nonlinear thinking group responsible for strategic planning, research, and development. Both the technical structure and support staffs are shown to the sides of the diagram to indicate there is a separation in traditional organizations from the main line of authority (Mintzberg, 1979).
This author further suggests there is a physical separation between the management structure and the formulation of new ideas. It can be assumed that by Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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introducing intrapreneurship, the social barrier between these corporate functions (Vance et al., 2008) can be reduced or, optimally, deleted. The intrapreneur’s role is to reduce this barrier and improve the social interaction between stockholders, managers and employees.
These views and models, however, have met significant resistance. The traditional business model has been around for generations. To create a new entity that realigns traditional process with creative thinking skills progresses far beyond the status quo (Hambrick et al., 1993) and will be a significant change for a company to accept and implement. This dissertation argues that the traditional corporate model must change, and the status quo to be overcome through the integration of intrapreneurship and its associative processes of idea creation (Vance et al., 2008), socialization (Hayton & Kelly, 2006), and structuration (Giddens, 1984).
Historical Significance
For everything that is worthwhile in this world goes back to the increase in the output of the individual.
—Taylor (1916)
Traditional wealth creation strategies that defined corporate existence trend back to the beginning of management theory, with advancements in science and social and human thought. Efficiency was the primary attribute of industrial age growth. Frederick Taylor’s scientific theory (Taylor, 1916) and his enthusiasm for labor-saving devices Applying Intrapreneurship to Sustain Corporate Growth: A Business Practitioner’s Model
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developed linear-based models that have since evolved into modern production processes. Taylor wrote, “What I want to emphasize is that all of the elements of scientific management are an evolution not an invention” (Taylor, 1916, p. 63).
One can equate those early signs of scientific process to today’s definition of production, using software and automation very simi
De Bonorvm Emphytevticorvm Et Censiticorvm Differentia Eivsdemqve In Elect. Sax. Vsv : Cvm ... Dominvs Carolvs Gvilielmvs Gaertner, Jvr. Doct. Demandatam Sibi Clementissime Professionem Regvlarvm Jvris Avspicaretvr, Pavcis Disserere Et Simvl De Novo Hoc Svscepto Mvnere Gratvlari Volvit Jo. Daniel Stipper, D. ; [Lipsiae XXIV. April A. MDCCXXVII.]
No full textVorlageform des Kolophon: Lipsiae, Typis Jo. Henrici Koenigii. - Erscheinungsjahr nach Datierung am Textend
from global to local : study of interactions between tunas of the EEZ of Cote d'Ivoire and the rest of East Atlantic’s stock with tagging data of ICCAT's AOTTP program and some biological indicators
No full textEn raison de leur caractère de grands migrateurs, la gestion des stocks de thons se fait à l’échelle globale de l’océan au profit d'une gestion locale propre à chaque pays. Pour coordonner la collecte des statistiques de pêche entre pays pêcheurs et les travaux d’évaluation des stocks, des organisations régionales de gestion de la pêche (ORGP) ont été créées au niveau de chaque océan, comme la Commission pour la Conservation des thons de l'Atlantique (ICCAT). Abritant le premier port thonier de l'Afrique de l'Ouest, la Côte d'Ivoire assiste à une exploitation intensive, voire de surexploitation, des 3 principales espèces de thons tropicaux (albacore, listao et thon obèse) présents dans les eaux de sa ZEE par des flottes industrielles hauturières de différentes nationalités. Par définition, les évaluations des stocks sont réalisées à l'échelle de l’océan par l'ICCAT et peu d'informations sont produites pour caractériser la dynamique de l’abondance locale au cours du temps et mesurer les conséquences de l’état d’exploitation sur cette ressource locale. Une approche basée sur l'estimation et la caractérisation des fluctuations de la ressource thonière locale s'impose et celle-ci ne peut se faire sans une très bonne compréhension des facteurs locaux et globaux qui conditionnent la présence des espèces séjournant dans la ZEE ivoirienne et leur comportement migratoire avec le reste de l'Atlantique Est. Cette thèse s'inscrit dans un contexte général de l'analyse de la relation de gestion du global au local connu sous le nom de « glocalisation ».Pour atteindre ces objectifs une estimation des ressources thonières locales de la ZEE de Côte d’ivoire est faite à l’aide d’un modèle spatio-temporel saisonnier ‘Vector-Autoregressive Spatio-Temporal’ (VAST), développé par Thorson et al.(2020a), appliqué aux données de captures et d’efforts des senneurs Espagnols et Français. Les indices relatifs d’abondance ont permis de caractériser la dynamique saisonnière et interannuelle de la ressource thonière sur une période d’étude de 20 ans. Les thons tropicaux étant des espèces migratrices, une analyse de la dynamique de la phénologie de leur migration par les eaux de la Côte d’Ivoire a été faite en complément de l’analyse de la saisonnalité de l’abondance locale. Les analyses suivantes ont permis d’étudier la relation entre les fluctuations d’abondances locales et des facteurs internes (conditions environnementales) et externes (niveau d’abondance et d’exploitation global) à la zone d’étude. En mettant en avant la dépendance des fluctuations des ressources locales d’une part à des facteurs locaux et d’autre part à des facteurs globaux, ces analyses renforcent l’idée de conjuguer les mesures de gestion globales aux efforts locaux (‘glocalisation’) pour optimiser la gestion des ressources thonières de la Côte d’Ivoire et celles des pays cotiers sur l’ensemble du globe. Le programme de marquage des thonidés tropicaux de l’Atlantique (AOTTP) de l’ICCAT a été l’occasion de participer, parallèlement à l’objectif principal de cette thèse, activement à l’estimation de certains paramètres caractérisant les incertitudes liées aux données de capture-recapture. Ce volet doit être considéré comme un aperçu des implications et des contributions locales actives aux programmes de recherche menées à des échelles globales et comme un préalable à une bonne réussite d’une gestion des pêches « glocalisée» de thons , c’est à dire combinant ce transfert d’échelle spatiale (du global au local).Due to their highly migratory nature, the management of tuna stocks is done at the global ocean scale favouring local management specific to each country. Regional fisheries management organizations (RFMOs) such as the Commission for the Conservation of Atlantic Tunas (ICCAT) have been created in each ocean to coordinate fishing statistics among fishing countries and stock assessment work. As the first tuna port in West Africa, Côte d'Ivoire is witnessing intensive exploitation, even overexploitation, of the three main species of tropical tunas (yellowfin, skipjack and bigeye) present in the waters of its EEZ by industrial offshore fleets of different nationalities. By definition, stock assessments are carried out at the Atlantic Ocean scale by ICCAT and little information is produced to characterize the dynamics of local abundance over time and measure the consequences of the state of exploitation on this local resource. An approach based on the estimation and characterization of the fluctuations of the local tuna resource is necessary, and this cannot be done without a good understanding of the local and global factors that condition the presence of the species in the Ivorian EEZ and their migratory behaviour with the rest of the Eastern Atlantic. This thesis is part of a general context of the management relationship from global to local known as "glocalization".To achieve these objectives, we estimated the local tropical tuna resource of the Côte d'Ivoire EEZ using a seasonal spatio-temporal model (VAST) developed by Thorson et al. (2020a) applied to European (Spain and French) purse seiner CPUE. The indices relating to the abundance of this resource allowed the characterization of its seasonal and interannual dynamics over a 20-year study period. As tropical tunas are migratory species, in addition to the analysis of the seasonality of the local abundance, we analyzed their migration phenology dynamics through the Côte d'Ivoire EEZ. The other analyses allowed us to study the effects of internal (environmental conditions) and external (level of abundance and global exploitation) factors on the dynamics of this local resource. By highlighting the dependence of local resource fluctuations on both local and global factors, this study reinforces the idea of combining global management measures with local efforts ('glocalization') to optimize the management of Côte d'Ivoire's tuna resources, as well as those of coastal countries around the world.Furthermore, the ICCAT Atlantic Tropical Tuna Tagging Programme (AOTTP) provided an opportunity to actively participate, in parallel to the main objective of this thesis, in the estimation of some parameters characterizing the uncertainties associated with catch-recapture data. Therefore, this component should be seen as an overview of the implications and active local contributions to research programmes conducted at global scales and as a prerequisite for successfully managing "glocalized" tuna fisheries, i.e. combining this transfer of spatial scale (from global to local)
Manpower and Personnel Policy Research Group 1983-1990. Volume II: First Author Gaertner to Keil
No full textEstimates of historic changes in total mortality and selectivity for Eastern Atlantic skipjack (Katsuwonus pelamis) from length composition data
No full textCatch-at-size data of the eastern Atlantic skipjack were used to estimate changes in total mortality from 1969 to 2007. We used a transitional model of mean length that generalized the Beverton-Holt mortality estimator to allow change in mortality rate under nonequilibrium conditions. Then, from homogeneous periods of time, length-converted catch curves were used to access qualitative changes in selectivity patterns for two surface fisheries (the baitboat fishery operating from Dakar, Senegal, and the European and associated purse seine fisheries). To explore the impact of catch on the mortality rate, a Bayesian change-point analysis was conducted on the catch time series to detect concomitant variation between mortality rates and catch. Finally, potential causes of these changes are discussed in relation to the implementation of new fishing technology, such fish aggregating devices (FAD). The general pattern depicted by total mortality is in agreement with previous knowledge on this fishery: a state of complete or practically complete exploitation during the nineties followed by the decrease in nominal purse seine fishing effort in the last decade, combined with the effect of a seasonal moratorium on FAD fishing operations. There was no evidence of a change in selectivity between the two contrasted periods of time considered: 1969-1979 and 1986-1999; the second period being characterized by the introduction of new technology onboard vessels. In contrast, the covariation over time between total catch and mortality rate three years later highlights the effect of the fishing pressure on the stock of eastern Atlantic skipjack
[[alternative]]Studies of Morphology and Taxonomy of Traustochytrids isolated from Danshui mangrove of Taiwan
No full text[[abstract]]Traustochytrid is a kind of Protista distributing widely in the littorals, estuaries, saline lakes and mangrove areas. They belong to Chrostima. Thalli are monocentric and are similar to the genus Chytridium. They have diflagellate zoospores or non-flagellate aplanospores. Thalli include sporangia and ectoplamic nets. Most traustochytrids are saprophytic on the debris of high vascular bundle plants and algae, and some are parasitic on invertebrate. No thraustochytrids have been documented about their sexual reproduction in life cycle. Traustochytrids in this experiment are isolated from the water sample collected in Danshui mangrove in Jhuwei, Taipei and baited by the Virginia pine pollen. They are isolated and purified by streaking on the KMV media containing antibiotics. When getting the pure isolate, they are transferred to the KMV media without antibiotics or to the incubated seawater and pine pollen media. The observation and description are made according to their morphological characteristics in the KMV media or in the seawater and pine pollen media. In this experiment, three genus and fourteen species are examined sucessessfully： eight species of Traustochytrium： T. motivum Goldstein, T. aureum Goldstein, T. rossi Bahnweg and Sparrow, T. kinnei Gaertner, T. antarticum Bahnweg and Sparrow, T. pachydermum Scholz, T. aggregatum Ulken and T. sp.； two species of Schizochytrium： S. aggregatum Goldstein and Belsky and S. limacinum Honda and Yokochi； four species of Ulkenia： U. visurgensis （Ulken） Gaertner, U. sarkariana Gaertner, U. radiate Gaertner and U. sp.. There are two new recorded species in Taiwan, including S. limacinum and U. sarkariana. The auther also discovered two new species, which belong to the genera Traustochytrium and Ulkenia.
Mixed Solvent Reactive Recrystallization of Sodium Carbonate
No full textInvestigation of the reactive recrystallization of trona (sodium sesquicarbonate) and sodium bicarbonate to sodium carbonate (soda) in a mixed solvent led to the design of several alternative, less energy consumptive, economically very attractive process routes for the production of soda from all principal sodium carbonate sources. The kinetics of the recrystallization as well as of the superimposed chemical reaction, the decomposition of the bicarbonate ion, have been measured, a thermodynamic model for the prediction of the transition temperatures for hydrate recrystallization is presented and the different occurring recrystallization mechanisms are explained in detail. In addition, several inline purification processes for the recycle of the mixed solvent have been investigated: electrodialysis, ion exchange and reactive extraction. The formed soda of mixed solvent reactive recrystallization was also found to possess higher chemical purity, higher mechanical stability and lower bulk density than commercially available soda (dense soda ash).Design, Engineering and Productio
Environmental influences on tuna movement patterns in the Indian Ocean
No full textThe Indian Ocean Tuna Commission conducted a small-scale tagging programme (2002-2009) and also a large-scale tagging programme: the Regional Tuna Tagging Programme of the Indian Ocean (RTTP-IO, 2005-2009). Both tagging programmes known as the Indian Ocean Tuna Tagging Project (IOTTP), targeted three main species of tuna commercially exploited in the Indian Ocean: bigeye (Thunnus obesus), skipjack (Katsuwonus pelamis) and yellowfin (Thunnus albacares). The two programmes tagged 219,149 tuna and 34,294 recaptures were reported to the commission. This study focused on tuna behaviour in the Indian Ocean looking at seasonal impacts, inter-annual variability in relation to ocean environment, survival estimates, movement patterns, size-groups and school-type: Free Schools (FS) and Fish Aggregating Devices (FADs). Using a multivariate approach, it was found that the years 2005 to 2007 were most abundant in recoveries of skipjack adults (77.45%) while yellowfin adults were mainly abundant during 2008 to 2011. It also showed that year and zone were significant factors influencing local abundance in tuna. The Kaplan-Meier survival curves enabled estimates on the longevity of the three species to be made. It was estimated that the cohorts (99%) vanished at 12, 5.8 and 10 years for bigeye, skipjack and yellowfin, respectively. The years 2006 (cold-productive phase) and 2007 (warmchlorophyll depleted phase) showed tuna movement patterns changing with an El Ni˜no event and primary productivity. Tuna tagged in the Tanzanian region, showed that those under FADs moved pre-dominantly towards the Somalian and Seychelles waters, while those in FS moved to the Seychelles and Mozambique waters. General Additive Model (GAM) analyses showed that the area bounded by 5⁰N-5⁰S and 45⁰-55⁰E was the main tag recovery regions for tuna under FADs. While in FS, the core recovery region was observed to be from 0⁰N-10⁰S and 50⁰-60⁰E. Recoveries were distributed in the temperature range 25-29 ⁰C. Modelling tuna movement and drift related to ocean surface currents and swimming speed, a closer match between simulated and actual recovery positions were obtained for large tuna (particularly free schools) in comparison to small tuna associated with FADs
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