What are the roles of time and time pressures in design and performance of agile processes for software development? How do we plan our rapid development activities given the constraints of due dates? What does it mean to be on ‘internet time’? Agile methods are meant to be fast-paced

The Getty Conservation Institute wo r ks intern a t i o n a l ly to advance conservation practice in

We present an exchange system for trading complex nonstandard goods, such as used cars. We explain the representation of desirable purchases and sales, describe data structures for fast identification of matches between buyers and sellers, and give experiments on the system's performance.

Arcade-style games like Tetris and Pacman are often difficult to adapt for educational purposes because their fast-paced intensity and keystroke-heavy nature leave little room for simultaneous practice of other skills. Incorporating spoken language technology could make it possible for players

contaT with the skin. In proprioceptive, or kinesthetic perception, refers to thea waP]62B of one's bodysta]2 including position, velocitya6 forces supplied by the muscles. Together, proprioceptionat taionT sensa[]'[ ae funda[ ta tomaPPP]TxP2[ aa locomotion [2]. So, whyaB not computersam ma hines ingenera taera betterat a tae of these aeseT'[P6 One goa ofha[SBB is to fill this gas 3. AN EXAMPLE Considera faiderT sheet of pa er, viewed aa displa y device. This sheet is intended to support informa']] encoded in the form of structured discontinuities creasT byla y- Human Friendly Mechatronics. Selected Papers of the International Conference on Machine Automation, 25-27 September, 2000, Osaka, Japan Edited by : M. TAKANO, E. ARAI and T. ARAI, Elsevier Science. 2 ering ink on it in order to cha]6 its reflective properties. Next, considera computer screen withgraT[PB caT[PBS6Tx'S It ca beprograx'S todispla yinforma'S6 anf using structured discontinuities.

this paper concerns the practice of so called ‘Ayurvedic health counselling ’ in Sweden today. It is a case study involving semi-structured interviews with six practitioners in the Stockholm area. The focus is on how the practi-tioners construe the therapeutic processes involved in their practice. The aim of the case study is to develop theoretical interpretations of these processes in terms of a performance perspective based upon Catherine Bell’s concept of ‘ritualization’. Ayurvedic health counselling is one example of the multifaceted practice of Ayurveda in Sweden today. Different aspects of this ancient South Asian ‘knowledge of longevity ’ are common in products and services related to ho-listic health and fitness. It is related to what Paul Heelas (2006) calls ‘spir-itualities of life’, that is ways of life in the modern Western cultures ‘which attain importance to the cultivation of the quality of one’s own life; the quality of one’s subjective well-being ’ (p. 224). The Sanskrit scholar Kenneth Zysk has called this ‘New Age Ayurveda ’ (2001) to distinguish these ‘globalized’ Ayurveda from how it is described in the classical textual sources.

This research considers the effect of pace on employee and firm performance. Population ecology and protection motivation theory suggest that to achieve success in a fast paced environment, companies should create an environment where employees feel they are valued. The theories emphasize that both

We reexamine and extend the antecedents of strategic reorienta-tion, a change in strategy combined with change in at least two of organization structure, power distribution and control systems, pre-sented by Lant, Milliken, and Batra (1992) by using archival data (1987–1993) for firms in the stable furniture and turbulent computer software industries. While enabling direct comparability of results from the two studies, we specify an extended, integrated model of change forces, and test the hypotheses with a more robust data analytic tech-nique, hierarchical regression analysis. The results support industry turbulence and CEO turnover as precursors to strategic reorientation, and suggest that industry turbulence conditions managers ’ external attributions for negative financial performance in influencing strategic reorientation. Alternatively, the results indicate that top management team turnover is negatively related to strategic reorientation. The results do not support the Lant et al. (1992) conclusions that low past financial performance, top management team heterogeneity, awareness of environmental changes, and external attributions for negative finan-cial performance outcomes are significantly associated with strategic reorientation. Structural equation analysis indicated the predictive su-periority of the respecified model, and we offer suggestions for theo-retical refinement and development of strategic reorientation. © 2000

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, not fewer, alternatives, and use a two-tiered advice process. Conflict resolution and integration among strategic decisions and tactical plans are also critical to the pace of decision making. Finally, fast decisions hased on this pattem of hehaviors lead to superior performance. In October 1984, Gavilan