Coursework Assignment Brief
 

Semester:	Spring 2017
Module Code:	PM302
Module Title:	Project
Programme	BSc (Honours)
Level:	Level 6
Awarding Body:
Module Leader
Format:	Report
Presentation:	No
Any special requirements:	All work should be submitted as two hard copies with a  Turnitin Report
Word Limit:	8,000 (+/- 10%) words for the report and 500 (+/- 10%)  words for the personal statement.
Deadline date for submission:	TBA
Learning outcomes to be examined in this assessment (please note that this is NOT the assessment task)	a)    Produce a detailed analysis of the policies to achieve stated corporate objectives of one or more companies, and an examination of the problem of resource acquisitionand deployment relevant to those policies. b)    Provide a relevant literature review on the problems investigated and relate currentmanagement theory to practical recommendations. c)    Demonstrate a lucid and logical discourse containing objectives of the project,methodology, relevant literature review, recommendations for action, appropriatereferences and bibliography.
Percentage of marks awarded for module:	The report is worth 100%

 

Assessment criteria	Explanatory comments on  the assessment criteria	Maximum marks for each section
Aims of research	Clearly defined objectives/research questions relevant to aim. Clear focus on aims / objectives maintained throughout. If appropriate, hypotheses defined and explained.	10%
Literature review	Thorough review of appropriate secondary sources; relationship between the literature and the project explored (i.e. justification is linked to literature)	(20%)
Research methodology	Explanation and justification of an appropriate methodology – approach and data collection techniques appropriate to aims and research questions.	(20%)
Research methodology	Explanation and justification of an appropriate methodology – approach and data collection techniques appropriate to aims and research questions.	(20%)
Data Analysis	Appropriate analysis of data in the light of the research objectives and questions. Clear and analytical presentation of findings.	(10%)
Discussion –	Results discussed, highlighting significant findings and comparing theory & practice where appropriate	(10%)
Conclusions / recommendations	Based on a reasonable interpretation of both the research conducted and the existing literature.	(10%)
Critical evaluation	Critical evaluation of own work. Areas for further research identified and discussed.	(5%)
Overall layout and	Presentation is of an acceptable standard, logical and adds value to the document. Appropriate structure.	(5%)
Reflection	Reflection on programme is detailed and insightful.	(10%)

 
 
 
 
Background
N/A
 
 
Assignment Task
 

1. Analyse one or more strategic problems in a modern business organisation and produce a comprehensive report detailing the objectives, methodologies, findings, analysis, and conclusions of the research carried out above. The minimum word length for the report is 8000 words.
2. Analyse the extent to which you have developed your knowledge, throughout the course and how the course and this project has helped your employability. This should be summarised as a personal statement of no more than 500 words and placed in an appendix to the main document.

 
 
Total Marks for Assignment: 100
 
 
 
 
 
 
 
 
 
 
 
 
Indicative Content
Aims of research
Define objectives/research questions relevant to aim. Maintain focus on aims/objectives throughout. Define and explain hypotheses.                                                                                                                                                                                                   (Worth 10% of marks)
Literature review
Conduct thorough review of appropriate secondary sources.  Critically explore relationship between the literature and the project.                                                                                                                                                                                                                (Worth 20% of marks)
Research methodology
Explain and justify an appropriate methodology – approach and data collection techniques appropriate to aims and research questions.                                                                                                                                                                                                   (Worth 20% of marks)
Data Analysis
Analysis of data in the light of the research objectives and questions. Analytical presentation of findings.                                                                                                                                                                                                                                                (Worth 10% of marks)
Discussion
Discuss results highlighting significant findings and comparing theory & practice
(Worth 10% of marks)
Conclusions / recommendations
Formulate conclusions and recommendations based on interpretation of both the research conducted and the existing literature.
(Worth 10% of marks)
Critical evaluation
Critically evaluate work. Identify and discuss areas for further research.
(Worth 5% of marks)
Presentation
Present work to an acceptable standard that is logical and adds value to the document.
(Worth 5% of marks)
Reflection
Reflect in a detailed and insightful manner.
(Worth 10% of marks)
 
 
 
 
 
 
 
 
 
 
Marking CriteriaforAssessmentatLevel6(Bachelors DegreewithHonours)

Marks

0-25(Fail)

26-39(Fail)

40-49(3rd)

50-59(2.2)

60-69(2.1)

70-85(1st)

70-85(1st)

Assessment categories

Knowledge& Understanding of Subject

Major gapsin knowledgeand understanding of materialatthis level.Substantial inaccuracies.

Gapsin knowledge, with onlysuperficial understanding. Somesignificant inaccuracies.

Thresholdlevel. Understandingof keyaspectsoffield of study; coherent knowledge, atleast in part informed by currentresearchin thesubject discipline.

Systematic understanding of field(s) of study,as indicated by relevantQAA subjectbenchmark statementsfor the degreeprogramme.

Good understanding ofthefield(s)of study;coherent knowledge, inline with subject benchmark,atleastin partinformedby currentresearchin thesubjectdiscipline.

Excellent knowledge andunderstanding of themainconcepts andkeytheories/ conceptsofthe discipline(s).Clear awarenessofthe limitationsofthe knowledgebase.

Highlydetailed knowledgeand understanding ofthe maintheories/concepts ofthediscipline(s), and an awarenessofthe ambiguitiesand limitationsof knowledge.

Cognitive/ Intellectual Skills   (e.g.analysis andsynthesis; logicand argument; analytical reflection; organisationand communication of ideasand evidence)

Unsubstantiated generalizations, madewithoutuse of anycredible evidence.Lackof logic,leadingto unsupportable/ missing conclusions. Lackofany attemptto analyse, synthesise or evaluate.Poor communication of ideas.

Someevidenceof analytical intellectualskills, butforthemost part descriptive. Ideas/findings sometimesillogical andcontradictory. Generalized statementsmade with scant evidence. Conclusionslack relevance.

Thresholdlevel. Evidenceofsome logical, analytical thinkingandsome attemptsto synthesise,albeit with some weaknesses. Someevidenceto supportfindings/ views, but evidence notconsistently interpreted. Somerelevant conclusions

Evidenceofsome logical, analytical thinkingand synthesis.Can analysenewand/or abstractdataand situationswithout guidance. An emerging awarenessof differentstances andabilitytouse evidencetosupport the argument. Validconclusions

Sound,logical, analyticalthinking; synthesisand evaluation.Abilityto deviseandsustain persuasive arguments,andto reviewthereliability, validity&significance of evidence.Abilityto communicateideas and evidence accuratelyand convincingly. Sound,convincing conclusions.

Thoroughlylogical work, supportedby judiciouslyselected and evaluated evidence.Highquality analysis,developed independentlyor through effective collaboration.. Abilityto investigate contradictory informationand identifyreasonsfor contradictions. Strongconclusions.

Exceptionalwork; judiciouslyselected and evaluated evidence.Veryhigh qualityanalysis, developed independentlyor through effective collaboration. Abilityto investigate contradictory informationandidentify reasonsfor contradictions. Highlypersuasive conclusions.

Useof Research- informed Literature (including referencing, appropriate academic conventionsand academic honesty)

Little evidenceof reading. Viewsand findings unsupportedand non-authoritative. Academic conventions largelyignored.

Evidenceoflittle readingand/orof relianceon inappropriate sources, and/or indiscriminateuse of sources. Academic conventionsused inconsistently.

Thresholdlevel. Referencestoa rangeofrelevant sources.Some omissionsand minorerrors. Academic conventions evidentandlargely consistent,with minorlapses.

Knowledge, analysisand evaluationofa rangeofresearch- informedliterature, includingsources retrieved,analysed independently. Academicskills consistently applied.

Knowledge,analysis and evaluationofa rangeofresearch- informedliterature, includingsources retrieved,analysed independentlywith accuracyand assurance. Good academicskills, consistentlyapplied.

Excellent knowledge of research informed literatureembedded inthework. Consistent analysis and evaluationof sources.High-level academicskills consistentlyapplied.

Outstanding knowledge ofresearch-informed literatureembeddedin thework.Consistent analysisand evaluation of sources.High-level academicskills consistentlyand professionallyapplied.

LEVEL6 cont…   GraduateSkills forLifeand Employment   (e.g. research- relatedskills; written, graphical and oral communication skills; groupworking; problem-solving; practical and professionalskills)

Little or no evidence ofthe requiredskillsin anyofthe graduateskills identifiedinthe programme specificationat thislevel.

Limitedevidenceof the graduateskills identifiedinthe programme specification. Significant weaknesses evident,which suggestthatthe candidate hasnot gainedtheskills necessaryfor graduate-level employment.

Researchskills: Can competently undertake reasonably straightforward researchtaskswith minimumguidance, butwithminor weaknesses. Cancommunicate inarangeof formats,including orally,atastandard appropriatefor graduate-level employment, and with limited weaknesses. Can generallywork effectivelywithin ateam,negotiating inaprofessional manner and managingconflict. Islargelyconfident and effective in identifying and definingcomplex problemsand applyingknowledge andmethodsto theirsolution. Abletorecognise own strengths andweaknesses inrelationto graduate employment,with minorareasof weakness.

Researchskills: Can competently undertake reasonably straightforward researchtaskswith minimumguidance Cancommunicate effectivelyina rangeofformats, including orally,at a standard appropriatefor graduate-level employment, and with limited weaknesses. Can consistently work effectively withinateam, negotiatingina professional manner and managingconflict. Isconfidentand flexible in identifying and definingcomplex problemsand applyingknowledge andmethodsto theirsolution. Abletoevaluate own strengths andweaknesses inrelationto graduate employment.

Researchskills: Can successfully completearangeof research-liketasks, including evaluation, withverylimited external guidance. Cancommunicate well, confidentlyand consistentlyina rangeofformats, including orally,ata standardappropriate for graduate-level employment. Can consistently workverywell withinateam, leading&negotiating inaprofessional manner and managingconflict. Isconfidentand flexible inidentifying anddefiningarange of complex problemsand applyingknowledge andmethodstotheir solution. Abletotakeinitiative inevaluatingown strengthsand weaknessesin relationto graduate- level professionaland practicalskills, and actautonomouslyto developnewareasof skillsasnecessary.

Researchskills: Canverysuccessfully completearangeof research-liketasks, including evaluation, witha significant degreeofautonomy. Cancommunicate professionallyand confidentlyinarange offormats, atahigh standardappropriate for graduate-level employment. Canwork professionally withinateam, showingleadership skillsasappropriate, managingconflictand meetingobligations. Isprofessionaland flexible in autonomously identifying and definingarangeof complexproblems andapplying knowledgeand methodstotheir solution. Abletoshowinsight andautonomyin evaluatingown strengthsand weaknessesand developing professional and practicalskillsneeded for graduate-level employment.

Researchskills: Exceptionally successfulinawide rangeofresearch-like tasks,including evaluation,withahigh degreeofautonomy Cancommunicate with an exceptionally highlevelof professionalism,ina rangeofformats, including orally, appropriatefor graduate-level employment. Canwork exceptionallywell andprofessionally withinateam, showingleadership skillsasappropriate, managingconflict,and meetingallobligations. Isexceptionally professional and flexible in autonomously definingandsolving arangeof complex problemsandapplying knowledgeand methodstotheir solution. Outstanding abilityto evaluateown strengthsand weaknesses,showing outstandingattributes for graduate-level employment.

Marksfor Level6

0-25(Fail)

26-39(Fail)

40-49(3rd)

50-59(2.2)

60-69(2.1)

70-85(1st)

86-100(1st)

 

Description and justification of proposed project:

 
This project intends to study the working conditions of migrants in the UK with a focus on the South Asian region. Along with researching data I felt the need to dialogue directly with my targeted group.
 
The research will be designed a two-pronged methodology. First, drawing on quantitative data derived from surveys on South Asian immigration and precarious employment in the UK conducted by research think-tanks and trade unions. Second, the research is intended to carry out a qualitative study through exploratory interviews. A qualitative study as the intention is to develop an understanding on how and why South Asian immigrants are mostly working in precarious working condition in the UK. The study will use a single research instrument which is interviews. Interviews as part of case studies  have been selected given their ability to answer “how” and ”why” questions in-depth. To get in-depth research I will interviews of around 20 participants who are working on precarious working condition in the UK. The reason behind taking a face to face  interview is, employees can give more detail information about their feeling and the actual condition of their work. Therefore, to ensure there is no abuse of research subjects during the data collection process the research will follow the principles of law and codes of research ethics. Only persons over 18 years of age who works on clothing retail, healthcare and restaurant in the UK and from South Asian background will be asked to take part in the research. All involved participants will be fully informed about the purpose, methods and intended possible use of the research (please see information sheet).
 
 
The content and structure of the dissertation
The structure of the dissertation is only one aspect of the assessment criteria in marking the dissertation as set out in section 17 below. However it is important – a poorly structured dissertation can be hard to follow. Although there is no particular structure that the dissertation must strictly follow, generally a dissertation will include the following sections/chapters, which must be presented in separate sections:
 

• Abstract
• Table of contents
• Introduction (including a statement of the research topic and questions)
• Critical review of the literature
• Methods (including analysis/discussion of research questions/hypotheses)
• Analysis and discussion of results
• Conclusions
• References
• Appendices where appropriate.

 
Please discuss the structure of the dissertation with your supervisor. They will be able to provide guidance on this.
 
 

Presentation of the dissertation

 

• Word Limits – for MSc programmes the word limit for the dissertation is 12,000 words. Students are advised to keep to the word limits given as any material overspill (normally more than 10%) will be penalised. Please note that the cover or title page, table or figures, references or any appendices do not count toward the word limit. The word limit reflects the level of detail required. This means that if your dissertation is too long, you have either taken too many words to explain your point or have given too many or too detailed examples. If your dissertation is too short it will not have gone into enough detail.

 

• Font Type and Size – the dissertation should be presented using a font of adequate size (usually font size 12). It is highly recommended that a standard font such as Times New Roman or Arial is used.  If footnotes are used then they should not be more than two points smaller than the font sized used in the main body of the text.

 

• Spacing and Indentation – the main text of the dissertation must be double spaced throughout. There are exceptions to this including quotations (particularly from interview data) and footnotes which can be single spaced.

 

• Tables and Figures – the presentation of tables and figures and is at the discretion of the student. However tables and figures must have a heading either above or below the relevant table/figure. They should be placed either within the text or in a separate appendices section at the end of the dissertation. Whichever approach is chosen there must be consistency throughout the dissertation.

 

• Appendices – if appendices are used they should appear at the end of the dissertation. If more than one appendix is used they should be given a number or letter heading (appendix 1, 2; appendix a, b, etc.) as well as a title. The title of the appendices should appear in the contents page.

 
 
 
 
 
 
 

Ethical Review Form

 
 
Attachments:
 
Which documents have you submitted in support of this form? Delete as appropriate.

• Information Sheet – Doc A
• Consent Form – Doc B
• Interview Questions Drafts – Doc C

 
 

Description and justification of proposed project:

 
This project intends to study the working conditions of migrants in the UK with a focus on the South Asian region. Along with researching data I felt the need to dialogue directly with my targeted group. Only persons over 18 years of age who works on clothing retail, healthcare and restaurant in the UK and from South Asian background will be asked to take part in the research
 
The criteria for selected participants will be primarily and initially down to their country of birth and secondly down to their job description. I will also be looking at their perceived rate of pay at initial selection.
 
Using carefully worded and sensitive interview questions, I will extrapolate the information surrounding their job description, works status, working conditions, satisfaction levels and pays.
 
In order gain the aforementioned information a drafts of questionnaire has been designed. Please see attached Doc C.
 
 
Ethical issues:
 
The research will be designed a two-pronged methodology. First, drawing on quantitative data derived from surveys on South Asian immigration and precarious employment in the UK conducted by research think-tanks and trade unions. Second, the research is intended to carry out a qualitative study through exploratory interviews. A qualitative study as the intention is to develop an understanding on how and why South Asian immigrants are mostly working in precarious working condition in the UK. The study will use a single research instrument which is interviews. Interviews as part of case studies  have been selected given their ability to answer “how” and ”why” questions in-depth. To get in-depth research I will interviews of around 20 participants who are working on precarious working condition in the UK. The reason behind taking a face to face  interview is, employees can give more detail information about their feeling and the actual condition of their work. Therefore, to ensure there is no abuse of research subjects during the data collection process the research will follow the principles of law and codes of research ethics. Only persons over 18 years of age who works on clothing retail, healthcare and restaurant in the UK and from South Asian background will be asked to take part in the research. All involved participants will be fully informed about the purpose, methods and intended possible use of the research (please see information sheet).
 
On the basis of the informed consent, potential participants will be able to make an informed decision on their possible involvement in the research. For the purpose of the interviews the information about the project will be provided to prospective interviewees in written form and will require the subjects’ approval by signing the interview consent form. Some of the questions can be sensitive, they have right to not answers the questions. It will completely depend on participants, whether they are comfortable or not with the interview questions.  If in case any question upset the participant, I will stop the interview. Or, if it is about any specific question they feel uncomfortable they have right to skip the question. Also if any participants are not good enough to understand and speak English I am able to explain them  the language they are comfortable such as; Bengali, Hindi and Urdu.
 
For the conducting of questionnaire, all participants will be informed in the introduction of the questionnaire that submitting a complete questionnaire implies consent to participate in research project. Before the data collection begins, potential participants will be informed about their right of voluntary participation, the right to decline to answer the questions, the right to decline to be recorded and the right to withdraw at any time.  In addition to this, permission will be requested for audio recordings to take place for the duration of the interview. Participants have the right to deny or interrupt audio recordings at any point during the interview.
 
 
 
 
 
 
 
The confidentiality of information and anonymity will be assured. No real names nor identification would be used in the study and participants cannot be linked in any way back to the data. For the interview process, codes or fake names will be used.
 
 
 
 
Through the electronic submission of this form you confirm that the proposed project conforms with College ethical guidelines as set out in the College Guidelines on Responsibilities and Procedures for Ethical Review available at:
Only commence with the research after your supervisor has provided formal approval of your project in the online feedback box in Moodle.
 
 
 
 
 
Doc A:
 
 
Information Sheet
For the purpose of the Interviews
 
Working Conditions in the British Labour Market of South Asian Immigrants
 
 
The purpose of this research is to understand the working conditions of Immigrants from South Asian in the UK and why they are mainly working in precarious working conditions. The project is part of my MSc Management with Human Resource Management Dissertation University of London. My research involves in depth interviewing employees engaged in predominantly flexible contracts from the retail, healthcare  and food sectors.
 
If you agree to take part, I will interview you for about 30 minutes. Interviews will take place on middle of August at any café in London. I will ask you questions about your working environment and conditions at your place of work. You can choose not to answer any particular question and you can end the interview at any point.
 
With your permission the interview will be audio-recorded. The audio-recording is used for transcription purposes. Audio-files and transcripts will be stored password protected on my personal computer. I, my supervisor, and the markers of my project will have sole access to these files. The files will be deleted when I complete my studies which will be no later than 1/10/2017.
 
You can choose to withdraw from the study until 22/08/2017 in which case your audio-recording and transcript will be deleted and not included in the final report.
In the research report I will not use your name or that of your organisation. I will identify common themes across interviews. If excerpts from your interview are used, I will screen these to not include information that, in my view, can indirectly lead to you becoming identifiable.
 
If you have further questions about this research project, please do not hesitate to contact me.
 
Name:
Email address:
 
 
 
Doc B:
 
 
Consent Form for the purpose of face to face Interviews
Department of Management
 
Please read the following before participating in this research:
 

• I have read the Information Sheet and have had the details of the study explained to me. My questions have been answered to my satisfaction, and I understand that I may ask further questions at any time.

 

• I understand I have the right to withdraw from the study at any time and to decline to answer any particular questions.

 

• I agree to provide information to the researcher(s) on the understanding that my name will not be used without my permission. (The information will be used only for this research and publications arising from this research project.)

 

• I agree/do not agree to the interview being taped

 

• I understand that I have the right to ask for the audio tape to be turned off at any time during the interview.

 

• I agree to participate in this study under the conditions set out in the Information Sheet

 
Signed by:
 
The researcher:                                                                            Date: ………………
The interviewee: ……………………………..                               Date: ………………
 
 
 
 
 
Doc: C
 
 
 
Interview Questions Drafts
 

1. What is your job title?
2. How long have you been working for this company?
3. What are your contract hours?
4. Do you have a fixed term contract with regular hours or does your rota change weekly?
5. Does your Manager approach you for overtime? Yes/No
6. Do you think you get paid enough for this post? Yes/No
7. How much do you think you should be paid per hour?
8. Do you get an annual bonus from the company or commission/tips?
9. Do you get paid for holidays? Yes/No
10. Do you work on Bank Holidays? If yes, Does your company pay extra payment for Bank Holidays?
11. Do you get enough holidays according to your working hours? Yes/No
12. Do you get paid sick leave? Yes/No
13. Do you have to undertake additional shifts? Yes/No
14. How does this affect your health and well-being?
15. Do you sometimes feel any discrimination in your workplace by your managers or by other colleagues?
16. Does your company treat each employee fairly and equally?
17. Do you feel your ethnicity prevents your career prospects?
18. Does your company assess your performance?
19. Do you think your company should take on more staff? If yes, how many?

 

20. What do you think about your working environment? Do you think your company gives you enough scope to improve your career prospects and personal development?

 
 
The dissertation will require either Interview or questioner ( at least 15 people) which ever suits best depending on research. So please conduct the required interview or questioner.
Also at least 80-100 references is required
 

do qualitative research
do 25 interviews from entrepreneurs in china( based on the four : 1. Background – their age, gender, if they have family member who started their business Where they got their education
2. Tell me about how and why you started your business
3. How or what facctors of your education do you think has helped in starting and running business
4. what factors in China have helped you to start and run your business) and send 10 of the finished interviews to me as soon as possible( best in five days)

i have attached the intro and literature review of the dissertation which has already been done, just want to get the rest done with secondary data collections.
 
 
 
 
 
 
The difference in R&D collaboration strategies and technology competencies in large firms and SMEs
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Introduction
In the past, a trend of decentralization of R&D funds together with the control of Strategic Business Units (SBUs) was common which attempted to ensure that the R&D was market-driven (SBA, 2010). It also ensured that innovation success rate would increase. However, extreme decentralization in the recent past has debilitated long lasting amassment of technology and at the same time minimized effectiveness in the shift of technology talents between SBUs. As a result, an emerging interest in reclaiming business control of some aspects of technology management has been witnessed. Notably, growth and survival have been the two main themes in companies’ development. While organizations compete in today’s business world on their core competencies, they also boast of and develop technological areas which they are less competitive at (Nieto & Santamaria, 2010). They do so either as novel technology changes which may assist them to react to regular transformations in the dynamic setting, or as background knowledge advocating for their core technology competencies.
Most up-to-date practices indicate that many organizations open up their territories and engage in R&D collaboration strategies in their core or non-core technological areas (Arranz& De Arroyabe, 2008). Businesses are now under pressure to increase the worth of their technology by speeding up the rapidity of its development and intensifying its profitable application. The pressure is also driving key transformations in sourcing activities and strategies. Organizations are focusing internal R&D collaborations on core competencies and technologies while establishing relations with external partners to implement technologies collaboratively to novel systems and products. Those that have been unwilling or unable to create firm technological positions through internal R&D may find alternative opportunities as technology-intensive organization search for novel partners (Altomonte, Aquilante&Ottaviano, 2013). Most organizations are yet to achieve anything close to the desired of leveraging of their investments. That is why most organizations’ technology management activities and cultures have shifted their concentration to improve the efficiency of R&D collaborations.
Collaborative technology growth together with external technology sourcing has generally evolved in an unplanned manner, with no single individual or company having the obligation to manage the activities for total corporate advantage (Cassiman&Golovko, 2011). Organizations that choose to outsource technologies without necessarily strengthening and maintaining their core technology competencies are said to be looking for trouble. This is because, without such capabilities, they would not be in a position to make favorable deals with technology associates or even satisfactorily evaluate external technologies. Therefore, for both large and small organization to balance the need to maintain core technology competencies with the need to keep off the not-invented-here disorder, they need to value these competencies and evaluate the extension and maintenance costs (Child & Hsieh, 2014). They also need to determine effective external sources of technology, determine core capabilities and technologies while assessing their competitive positions, and encourage researchers to labor collaboratively.
 
R&D collaboration strategies in large firms
Companies are regularly organizing R&D collaborations among different units. These are in an effort to promote knowledge flows while bringing novel knowledge to local communities (Filatotchev &Piesse, 2009). Unlike collaborations within SMEs, R&D collaborations in large firms are more routinized and minimize the need for interpersonal relations. They also increase the dependence on organizational framework. From a management point of view, collaborations allow firms to obtain know-how knowledge incorporating information about what is known and what is to be done, and the social competence to communicate and work together with different partners. Large firms have come to accept that technological progress cannot occur without the systematic involvement in R&D (Halilem, Amara & Landry, 2014). They tend to come up with routines that are linked to constructive performances, and are copied and perpetuated without quick transformations. Eventually, these lead to path dependency in the firms’ strategy and behavior.
Innovation is described as an activity that involves both high risks and high costs, and is in most cases the outcome of the confrontation of distinct areas of knowledge. Eventually, large firms seem to be more innovative compared to SMEs since they possess both fiscal strengths to take more risks and an internal knowledge pool of massive size, combined with a scope to come up with novel concepts (OECD, 2008). This also means that an industry that has larger firms tend to have speedy technological advances on innovations attempts that are being pursued. Today’s R&D technologies are more complex though the significant resource allocation and risk management examples in place at most large firms remain embedded in the past. However, public research institutions and customers remain the most luring partners with regards to product innovation capability.
Research studies point out that it is more difficult for large firms to carry out purely individual strategies in an effort to be innovative. That is why they need to collaborate with partners so as to gain access to particular knowledge or the resources they do not possess internally (Kumar &Siddharthan, 2013).  R&D collaboration strategies in large firms are more successful compared to those in SMEs simply because large firms are treated better than their counterparts. They also boast of greater economic legitimacy, having more resources to commit to the formalization of agreements or look for public support. Large firms have concentrated on how to leverage partner competencies. From their point of view, collaborating with SMEs is quite profitable in that the enterprises have individuals with the suitable combination of specialized talent to develop novel products, thus enabling the large firms to keep an eye on the development of novel equipment and technology.
Experts have noted that R&D collaboration strategies among asymmetric partners are common despite there being natural limitations. Large firms which opt for asymmetric partnership may not have much to lose, and have better chances of keeping away from opportunism (Sun & Kim, 2012). They also have more resources to introduce legal action, and can deny further transactions, finding other partners as a substitute.
Technology competencies in large firms
Different studies have determined that large firms are the most pervasive competencies in terms of technology, having evolved over time. This is attributed to the fact that they tend to invest heavily in technology, unlike their SMEs counterparts who may have fewer fiscal resources to do so (Schonrok, 2010). Keeping in mind the current worldwide setting, most organizations are utilizing the Internet technology to carry out some of their day to day business. Notably, it is much easier for SMEs to participate in innovation compared to large firms because they have the capacity to make quick decisions due to less bureaucracy. As observed in the recent past, one key aspect of the transforming business environment for large firms has been the propensity for specialized technological knowledge and novel entities of understanding to come up in SMEs. Large firms are thus forced to put more emphasis on the adaptive or dynamic, extrovert or open and systems integration sides of their technological competencies (Foss & Robertson, 2007).
Large firms have proven to be quite stable and differentiated in terms of composition, with both the path of localized search and technology mix firmly affected by the organizations’ principal products.  As already indicated, most amazing characteristic of the technology competencies of large firms is the diversity of technological areas in which they function. Such organizations tend to have substantial technology capabilities outside what would seem to be their main areas. For instance, both chemical and electrical organizations possess about two-thirds of their capabilities in their noticeable core regions. However, each possesses about 15% in nonelectrical machinery (Malerba& Mani, 2009). Recently, experts have discovered that technology intensity tends to influence an organization’s technological competencies. Home country features also influence the organization’s level of technological diversity.
Large firms happen to be technologically diverse in addition to their diversity being transformed over time.  Notably, these organizations together with the products they manufacture rely on various areas of technological competence, the position of which is shifting over time given the expanding variety of technological changes that come from improved science-based and computing technologies (SBA, 2010). To incorporate this variety of upcoming technologies, large firms have learnt to concurrently increase their internal capabilities and establish associations with external sources while increasing their general R&D expenditures. These firms have also realized that competence tends to reflect the relative significance of the area in the organization’s overall portfolio. Clearly, they do not change around fast in their areas of technological capabilities.
Considering that an organization’s competencies and paths of search are determined by what it manufactures, and that technological chances are not equal across fields, organizations have differing capacities to discover opportunities, thus the varying rates of accumulation (Yoon & Song, 2014). The large organizations’ sector of activity is quite wide and mostly international. This means that its rate of technological accumulation is greater compared to that of SMEs. The stability, differentiation, and variety of large firms’ technology competencies, the localized nature of their technological hunt, and the firms’ close connections to the products they manufacture, are evidence of the significance of technological complication with regards to constraining the processes of technological hunt (Shin & Lee, 2013). Therefore, qualitative research is necessary to fully comprehend the dynamics of competence building and management in large firms.
R&D collaboration strategies in SMEs
The interest for R&D collaboration among Small-Medium Enterprises and innovation has recently been the focus of attention given the accelerated technological transformations and increased international competitiveness. Organizations are being reminded that collaboration strategies and technology competencies are at the core of competitive performance (Arranz& De Arroyabe, 2008). These are today considered to be a significant change process that is able to sustain business growth in increasingly self-motivated markets. During the 1980s, R&D collaboration assisted in the revitalization of key industries. Today, a novel generation of collaborative contracts can be seen, ones that are aimed at focusing more on technology competencies. As earlier mentioned, collaboration tends to encourage organizations to maintain constant quality improvement and innovation necessary to compete worldwide, and to reinforce market position. Given that transformations in a setting often create possibilities for future innovations, collaborative strategies usually allow SMEs to advance in a well-timed manner, and provide the most favorable time to come up with a new product (Perez-Cano, 2013).
R&D collaboration strategies have proved to be quite beneficial to SMEs from the utilization of innovative activities, to the utilization of technology or other talents transfer. It would be considered wise for SMEs to opt for relationships that assist them to strengthen their core technology competencies and come up with others useful for their market focus. Clearly, collaborative strategies are evolving resulting in SMEs joining the value chains of larger companies. Arguments cite that such organizations need to internationalize their activities, particularly their sales, given the worldwide and restricted nature of the technological market niche in which they battle (Revilla & Fernandez, 2012). Innovative SMEs are characterized by the ability to react quickly to transforming environments and needs, in addition to being flexible. The increased significance of these businesses in networks as leaders in technology has also brought about implications for industrial innovation.
Improving the chances of triumphant collaborations is quite significant to the expansion and progress of SMEs. These enterprises are considered as important sources of job establishment given that they constitute the majority of firms across nations. Notably, SMEs find R&D collaborations to be a rather attractive strategy for the internalization of their activities (Sawers, Pretorius &Oerlemans, 2008). However, they do not gain from public R&D collaboration strategies because the connections with innovative studies are weak. Furthermore, concepts that are developed are not usually commercialized. Since SMEs tend to lack R&D resources, they possess a strong incentive to participate in R&D networks and industry collaborations that provide quick outcomes such as the creation of a novel product, thus conquering the methodical hurdles of networking.
Collaboration with SMEs has so far been identified as a key strategy aimed at delivering corporate innovation (Nieto & Santamaria, 2010). The enterprises are often hesitant of collaborating with others to innovate, even though there is proof suggesting that such collaborations boost innovation success. There have been criticisms that SMEs are excessively focused on R&D, which may not be quite relevant to other forms of businesses. Moreover, the preoccupation with R&D may be stimulating a misperception among managers that it is dangerous to collaborate with others if one has not officially safeguarded their innovation. Business firms are known to spend a third more on SME collaboration strategies than on development and study (Altomonte, Aquilante&Ottaviano, 2013).
A popular concept of R&D collaboration strategies has been in progress, which states that if a business has a capability gap, it needs to find another business partner with similar capabilities and participate in collaborative innovation. However, it was discovered that the most triumphant strategy for growing organizations is to invest in internal capabilities initially through training, and progress to build them while collaborating externally (Cassiman&Golovko, 2011). Given the fact that SMEs tend to have a constraint on fiscal and human management resources, they happen to be more in need to participate in R&D collaboration activities within a shorter time period than large firms. Moreover, they also experience a more severe limitation on management resources than their larger counterparts. This means that there is a greater risk in participating in such activities. Obviously, greater awareness of the advantages related to R&D collaborations in SMEs is needed in order to create platforms that promote these collaborations.
Technology competencies in SMEs
SMEs readily promote innovation by acting as a medium through which novel concepts are brought to the market, and by maximizing on novel technologies (Child & Hsieh, 2014). While technological competencies in large firms tend to concentrate on activities that gain from scale economies, SMEs often chase innovation strategies that concentrate more on customization, product flexibility, and specialization. These features are also determined by a regular interaction between organizations and their customers. Notably, the ability to make use of information technology for business process enhancement in the facilitation of collecting information for better decision making, has for a long time been the territory of large firms (Filatotchev &Piesse, 2009). However, following waning costs, faster internet connectivity, and improved computing power, SMEs are now able to develop and create an efficient technology competence.
Information technology has been identified as a significant element of SME operation in today’s aggressive business setting. According to recent studies, an estimated 66% of SMEs managers or owners are making use of the Internet in their businesses while 85% are likely to recommend other SMEs to utilize this particular technology (Halilem, Amara & Landry, 2014). From what has been observed in the recent past, technological investments in SMEs tend to be different from those in large firms because fewer individuals are responsible for decision making, there is more reliance on external technological experts, long lasting planning is restricted, and standard procedures are not instituted in SMEs (OECD, 2008). Even so, technology competencies may allow the long term survival of SMEs in various ways. For instance, they may provide admission to external knowledge and fiscal resources, create more social network ties, and establish authenticity and trust through extensive information distribution.
SMEs are not only recognized as key contributors to the international trade and economy, but are a driving force of innovation, playing an important role in worldwide markets that have so far employed two-thirds of the global workforce. The challenge that is now being experienced is the ability to remain innovative and aggressive as these small businesses grow. Additionally, foretelling upcoming technologies is also considered a challenging task given the little or no availability of recorded information (Kumar &Siddharthan, 2013). SMEs have learnt to utilize their own networks for their technological observations, depending on changing circumstances, strategic needs, and requirements. Those that have technology competencies mainly have four main advantages which include being able to assimilate external knowledge in similar area and more effective in integrating extra talents, engaging in search tasks that enhance effectiveness and producing dependable results, having more exploitation of existing know-how, and being able to amass technical expertise (Sun & Kim, 2012).
Varied arguments state that firm R&D collaboration strategies could protect the innovation rate and product aggressiveness in SMEs, whereas resource allotment competence would encourage the sales growth in smaller organizations. SMEs that boast of organizing abilities are able to change the innovative concepts into commercial goods, resulting in outstanding organization performance (Schonrok, 2010). An excellent and creative R&D output cannot in itself result in positive innovation performance and that is why it must be developed by manufacturing in the improvement process.
Historically, R&D collaborations have been on the increase since the 60s following the increasing level of complication of Research and Development projects in the recent past. It has always been presumed that the advantages of R&D collaboration strategies increases the efficiency of such efforts, providing more flexibility to the adaptation of technological transformations, and gets rid of wasteful duplication. One important outcome of using R&D collaborations is that large firms are more likely to achieve outcomes more easily, and incur in the separation of innovative activities compared to SMEs. This, however, does not necessarily mean that such collaborations have no influence on SMEs. From the discussions outlined above, the management of innovation is rapidly transforming. The development and pursuit of new concepts is no longer the focus of large R&D departments within vertically integrated organizations. Instead, such innovation has brought to the market new technologies and networks in firms that improve functioning in a coordinated way.
Notably, in the past, many organizations gave little thought to strategy and did not move from utilizing worldwide partners to lower costs even after carrying out numerous projects. R&D collaboration strategies thus received little or no senior management attention. However, large firms and SMEs learnt to develop an explicit collaboration strategy that was fashioned to advocate for their business goals. Minimizing R&D costs was the first priority for firms that made use of partners to innovate. The firms have eventually understood the need to transform the way they organize and capitalize on the value of collaborative efforts. On the other hand, technology is considered to be the legal tender of the new millennium. Organizations that are able to acquire or develop proprietary positions in cutting edge technologies get to establish a firm foundation for growth. This chapter critically analyzes the significance of R&D collaborations and technology competencies in both large firms and SMEs. These collaborations have become the focused matching services which assist innovative organizations to not only collaborate with, but also establish technology partnerships.
 
References
Altomonte, C., Aquilante, T., &Ottaviano, G.P. (2013). “Internationalization and innovation of firms: Evidence and policy.” Economic Policy, 28. Pp. 663 – 700.
Arranz, N., & De Arroyabe, J.C.F. (2008). “The choice of partners in R&D cooperation: An empirical analysis of Spanish firms.” Technovation, 28. Pp. 497 – 504.
Cassiman, B., &Golovko, E. (2011). “Innovation and internationalization through exports.” Journal of International Business Studies, 42. Pp. 56 – 75.
Child, J., & Hsieh, L.H.Y. (2014). “Decision mode, information and network attachment in the internationalization of SMEs: A configurational and contingency analysis.” Journal of World Business, 49. Pp. 598 – 610.
Filatotchev, I., &Piesse, J. (2009). “R&D, internationalization and growth of newly listed firms: European evidence.” Journal of International Business Studies, 40. Pp. 1260 – 1276.
Foss, N.J., & Robertson, P.L. (2007). Resources, technology and strategy. New York: Psychology Press.
Halilem, N., Amara, N., & Landry, R. (2014). “Exploring the relationships between innovation and internationalization of small and medium-sized enterprises: A nonrecursive structural equation model.” Canadian Journal of Administrative Sciences, 31. Pp. 18 – 34.
Kumar, N., &Siddharthan, N.S. (2013). Technology, market structure and internationalization: Issues and policies for developing countries. London: Routledge.
Malerba, F., & Mani, S., (2009). Sectoral systems of innovation and production in developing countries: Actors, structure and evolution. New York: Edward Elgar Publishing.
Nieto, M.J., & Santamaria, L. (2010). “Technological collaboration: Bridging the innovation gap between small and large firms.” J. Small Bus. Manag., 48. Pp. 44 – 49.
OECD. (2008). Enhancing the role of SMEs in global value chains. OECD Publishing.
Perez-Cano, C. (2013). “Firm size and appropriability of the results of innovation.” J. Eng. Technol. Manag., 30. Pp. 209 – 226.
Reddy, P. (2009). Globalization of technology. Sweden: EOLSS Publications.
Revilla, A.J., & Fernandez, Z. (2012). “The relation between firm size and R&D productivity in different technological regimes.” Technovation, 32. Pp. 609 – 623.
Sawers, J.L., Pretorius, M.W., &Oerlemans, L.A. (2008). “Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa.” Technovation, 28. Pp. 171 – 182.
SBA. (2010). The small business economy. Washington, D.C.: SBA.
Schonrok, J.E.M. (2010). Innovation at large: Managing multi-organization, multi-team projects. Peter Lang.
Shin, J., & Lee, H. (2013). “Low-risk opportunity recognition from mature technologies for SMEs.” Eng. Technol. Manag., 30. Pp. 402 – 418.
Suh, Y., & Kim, M.S. (2012). “Effects of SME collaboration on R&D in the service sector in open innovation.” Organization and Management, Volume 14, Issue 3. Pp. 349 – 362.
Yoon, B., & Song, B. (2014). “A systematic approach of partner selection for open innovation.” Ind. Manag. Data Syst., 114. Pp. 1068 – 1093.
 
 

1 Service Marketing Mix Theory
    In any business, focusing on personnel and staff, process of service, and physical environment are crucialprinciples that deliver to customer’s satisfaction. Therefore, Service marketing mix, which is the business tool in marketing, integrates 7 essential elements which are Product, Price, Place, Promotion, People, Process, and Physical evidence.
– Product is when any goods or activities are provided by the main business to fulfill the needs and wants of the customers and as well as gaining their attention to try out the products.
– Price means the amount of money that costs the product or the service or the overall price customers to exchange for the benefits when using the product or the service. The price will predict the future of business salary, so when the business is in a situation where they are currently facing with a competitor they cannot set up a price how they would like. This is because the customers will compare the price and quality of service between your company and the competitor and they will decide for their future picks from these factors. From the customer’s’ point of view, setting up a price is a crucial matter when they have to decide which company to go for and will the price be worth to the service after they have made a decision. Therefore, the company must build up the trust and valuable services in customers mind, then we can estimate the cost for the product. An example of airline service, for the same flight there is a price difference in business and economy class. Of course the price for business class is definitely higher than the economy, hence they will receive a privilege to leave the plane first, has a wider seat, better food and services, receive a fast service due to less number of flight-attendants on business class. However, this Price factor is not the primary one that customers think it matters the most but still is important factor after the primary.
– Place refers setting up a location or channel for the customers where they can acquire the service by themselves. There are 4 pathways to provide a service for the customers; services at stores, delivery to the customers houses or wherever they wish, services through a representative and services via electronic devices where technology becomes a support to the company and reduces the cost from hiring the employees. The services are provided with full utility, convenience and available for 24 hours for instance services for booking advance flights through computers. For the location of the service shows how easily to reach the service and as well as the communication is essential
– Promotion
– People
– Process
– Physical evidence

2.1.2 Customer Satisfaction
There have been many studies on customer satisfaction as there is the influence on customer profitable rate and retention rate. (Wongleedee, 2017). A customer is known as a stakeholder of a company who provide a payment to exchange something in return. When customer receives either services or a product and feels happy with them then it is a sign of customer satisfaction. Customer satisfaction is defined as “a marketing term that measures how product or service is supplied by a company meet or surpass a customer’s expectation.” (Beard, 2014). One of the research study has found that customer satisfaction can help any company to build profitable and long relationship with their customer (Eshghi et al. 2007). It is therefore obviously that in any businesses, customer satisfaction is said to be a primary source from a managerial point of view. It is a key to a successful business and has been approved as the most academically topic in a research.
Price fairness is one of the essential role of customer satisfaction, and they both have a strong relationship in any businesses. Kotler and Armstrong (2010) (cited in Hanif et al. 2010) defined price that “the amount of money charged for a product or service, or the sum of the values that customers exchange for the benefits of having or using product or service”. the previous study found that “customer services and price fairness play a very important role in making customer satisfied” (Hanif et al. 2010). Also, Xia et al. (2004) found that charging a fair price creates a customer loyalty and satisfaction. Therefore, when companies give an amazing customer experience, they need to ensure that they are setting a reasonable price.
Customer satisfaction is one of most essential topics in the aviation industry. In any company is trying to understand and identify what are customers’ need and want. In order to develop a customer’s satisfaction, what a company should focus on to increase or change customer’s’ point of view is the probity and reliability of proving that a suitable service is provided, as well as a relationship between a company and customers. In addition, a company need to focus on the improvement of service quality and also makes sure that you are providing or offering a fair price to a customer (Gustafsson et al. 2005).

2. 1.3 Customer Loyalty

    Customer satisfaction can lead to customer loyalty. Oliver 1999 (cited in Srivastava & Rai 2012) defined loyalty that “a deeply held commitment to re-buy or re-patronize a preferred product/service consistently in the future, thereby causing repetitive same-brand or same brand-set purchasing…” The study has shown that when customers with loyalty are satisfied with the service and relationship between manager of a company will therefore attract more customers to the company (Khan, 2012). Those loyal customers prove that the company is actually trustworthy and satisfying. However, based on the previous study suggests that the company manager should improve the skills and the relationship between customers through their product and service (Khan, 2012). Eventually the company will become more successful with many loyal customers.
1 Service Marketing Mix Theory
    In any business, focusing on personnel and staff, process of service, and physical environment are crucialprinciples that deliver to customer’s satisfaction. Therefore, Service marketing mix, which is the business tool in marketing, integrates 7 essential elements which are Product, Price, Place, Promotion, People, Process, and Physical evidence.
– Product is when any goods or activities are provided by the main business to fulfill the needs and wants of the customers and as well as gaining their attention to try out the products.
– Price means the amount of money that costs the product or the service or the overall price customers to exchange for the benefits when using the product or the service. The price will predict the future of business salary, so when the business is in a situation where they are currently facing with a competitor they cannot set up a price how they would like. This is because the customers will compare the price and quality of service between your company and the competitor and they will decide for their future picks from these factors. From the customer’s’ point of view, setting up a price is a crucial matter when they have to decide which company to go for and will the price be worth to the service after they have made a decision. Therefore, the company must build up the trust and valuable services in customers mind, then we can estimate the cost for the product. An example of airline service, for the same flight there is a price difference in business and economy class. Of course the price for business class is definitely higher than the economy, hence they will receive a privilege to leave the plane first, has a wider seat, better food and services, receive a fast service due to less number of flight-attendants on business class. However, this Price factor is not the primary one that customers think it matters the most but still is important factor after the primary.
– Place refers setting up a location or channel for the customers where they can acquire the service by themselves. There are 4 pathways to provide a service for the customers; services at stores, delivery to the customers houses or wherever they wish, services through a representative and services via electronic devices where technology becomes a support to the company and reduces the cost from hiring the employees. The services are provided with full utility, convenience and available for 24 hours for instance services for booking advance flights through computers. For the location of the service shows how easily to reach the service and as well as the communication is essential
– Promotion
– People
– Process
– Physical evidence

2.1.2 Customer Satisfaction
There have been many studies on customer satisfaction as there is the influence on customer profitable rate and retention rate. (Wongleedee, 2017). A customer is known as a stakeholder of a company who provide a payment to exchange something in return. When customer receives either services or a product and feels happy with them then it is a sign of customer satisfaction. Customer satisfaction is defined as “a marketing term that measures how product or service is supplied by a company meet or surpass a customer’s expectation.” (Beard, 2014). One of the research study has found that customer satisfaction can help any company to build profitable and long relationship with their customer (Eshghi et al. 2007). It is therefore obviously that in any businesses, customer satisfaction is said to be a primary source from a managerial point of view. It is a key to a successful business and has been approved as the most academically topic in a research.
Price fairness is one of the essential role of customer satisfaction, and they both have a strong relationship in any businesses. Kotler and Armstrong (2010) (cited in Hanif et al. 2010) defined price that “the amount of money charged for a product or service, or the sum of the values that customers exchange for the benefits of having or using product or service”. the previous study found that “customer services and price fairness play a very important role in making customer satisfied” (Hanif et al. 2010). Also, Xia et al. (2004) found that charging a fair price creates a customer loyalty and satisfaction. Therefore, when companies give an amazing customer experience, they need to ensure that they are setting a reasonable price.
Customer satisfaction is one of most essential topics in the aviation industry. In any company is trying to understand and identify what are customers’ need and want. In order to develop a customer’s satisfaction, what a company should focus on to increase or change customer’s’ point of view is the probity and reliability of proving that a suitable service is provided, as well as a relationship between a company and customers. In addition, a company need to focus on the improvement of service quality and also makes sure that you are providing or offering a fair price to a customer (Gustafsson et al. 2005).

2. 1.3 Customer Loyalty

    Customer satisfaction can lead to customer loyalty. Oliver 1999 (cited in Srivastava & Rai 2012) defined loyalty that “a deeply held commitment to re-buy or re-patronize a preferred product/service consistently in the future, thereby causing repetitive same-brand or same brand-set purchasing…” The study has shown that when customers with loyalty are satisfied with the service and relationship between manager of a company will therefore attract more customers to the company (Khan, 2012). Those loyal customers prove that the company is actually trustworthy and satisfying. However, based on the previous study suggests that the company manager should improve the skills and the relationship between customers through their product and service (Khan, 2012). Eventually the company will become more successful with many loyal customers.vv

ooking for professional writer who are very aware of R studio, STATA, Company analysis, industrial DYNAMIC, Econometric and know how to get and analyze the data. (Academic paper and journal formatting)
INDUSTRIAL DYNAMIC COURSE
Topic: Pepsi Company (as an international and you can get its data in public) if you have another firm and you sure can get its data for the last recent 5 years is possible 2012 to 2016 to write new paper. (PhD Level)
Check the data from: MARKETLINE advantage or any other website
1- Choose PEPSI for example or any topic from Industrial dynamic course, and choose a firm that you can access to its full data set to analyze, replicate, and enter the data and results that you think. Compare Gibrat Law with the result.
2- You should access to the data of the company or any other international company you could access to its data for the recent 3 to 5 years at least. Then you have to start with analysis you have its data. (Must have enough data to test).
3- You should be aware of R programming or STATA, Econometric , Industrial Dynamic and Gibrate Law to start with this work ,because you must run a regression , open and solve equation, apply your test and show an empirical investigation of the paper to be accepted in the journal otherwise they will reject the work if there are a missing data or not include models…etc
4- When you access to PEPSI database you maybe will find the data for the last 3 years, which is enough to test it. There are missing variable in the data you should know, such as -9….
5- Use variable you need, independent variables..
6- You can choose any test such as the Growth rate (my professor like it) or size …etc , by using Gibrate Law. Plot size, Log normal, what is variables?
7- You have to run a regression of the sector.
8- You can use different measures.
9- You can separate regression from 2 different countries such as ITALY and SAUDI ARABIA or any country you want from different continent.
10- Why violated?
11- You should test Hypothesis, and show your empirical investigation of the paper.
12- You can take and replicate the work of the paper doing the same test but use your own test and empirical investigation.
13- Will provide you with some documents you can use it as a reference. Such as the criteria of this paper such as a1 , a2, a3 and what is it mean. Also, will send you papers that you can use or understand how to test the size or growth rate.
14- Number of pages: 13 to 16 pages without the cover pages and references.
15- Use Harvard references and no less than 15 references. (Write a paper according to The Journal format such as abstract, introduction lecturer review, models and your own models and equation to analyse and test the data and hypothesis and must give your empirical investigation..
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Introduction
 
In recent years, the number of Chinese expatriates has increased. China is growing global rapidly, with an average annual growth rate of 10.7% in 2006, up from 8.4% in 2000 (World Bank, 2008)(2). With China’s GDP growth, China’s exports are also growing rapidly. Export is one of the most important proportions for China, accounted for 40% of GDP in 2006, up from 23% in 2000 (World Bank, 2008). Chinese enterprises compete for oil and copper in Africa. They are looking for investment opportunities in the United States and Europe. They began to set up an office in the world. The definition of expatriate is “an employee sent by his or her company in one country to manage operations in a different country” (Noe et a., 2006, p.641)(5). Therefore, Chinese expatriates are sent abroad because their Chinese companies are expanding (1).
 
A lot of researches found that it is costly for expatriates’ difficulties adjusting and poor performance, which will also lead to low organizational commitment and low productivity. (Black, 1988; Kaye & Taylor, 1997; Storti, 2001; Tung, 1987). Lower working adjustment and poor performance may result in early termination of assignments. Past studies, assessing the success of international assignments concluded three most common criteria for evaluating expatriates’ work. There are ‘(1) completion of the foreign assignment, (2) work adjustment, and (3) performance on the foreign assignment(Caligiuri, 1997)’.
 
First of all, research studies have indicated that job satisfaction of expatriates has a strong impact on assignment completion (Grant-Vallone & Ensher, 2001; Culpan &: Wright, 2002)(8).
Job satisfaction refers to employee performance, commitment and other support form the organization.There are several ways to increase job satisfaction in the Human Resource practices (4). Herzberg did plenty of researches, related to motivational factors and rewards system. He holds that intrinsic and extrinsic rewards have the more effective influence on the job satisfaction and commitment level (9). On the contrary, lower level of job satisfaction and reward will increase the rate of absenteeism, intention to leave for better opportunities and turnover (9). The value of intrinsic and extrinsic rewards is different. Each of them has its own preferences depending on employees need. Some employees prefer intrinsic rewards to develop their career development. However, other employees prefer extrinsic rewards to satisfy their basic needs.Therefore, multinational companies need to take both rewards into consideration for making international assignments successful.
 
Secondly, the cross-cultural context of international assignments indicates that some certain strategies may fit in one cultural context, which may not work well in other cultural contexts.(Black & Porter, 1991; Ralston, Terpstra, Cunniff, & Gustafson, 1995).Adjustment is the primary result of international assignments. Besides, work and culture adjustment was regraded as a major criterion to assess the successful of expatriates assignments because expats adjustment is an important aspects of the expats’ ability to reach companies’ objectives and goals (Bhaskar-Srinivas et al. (2005), Harrison et al. (2004) Caligiuri, 2000; Kraimer et al., 2001; Nicholson, Imaizumi, 1993. Social and cultural adjustment involves “adapting” or negotiating host capacity (Ward and Kennedy, 1996). According to Black, (1988), Nicholson, (1984), the degree of work adjustment is equal to the level of psychological comfort of expatriate in the host country.
 
 
Last but not least, assessing the performance on the foreign assignment is one of three vital criterions for evaluate expats’ work successful or failure. However, performance is too broad objective. And there are several ways to evaluate expats performance. There are a lot of studies examines the relationship between work adjustment and performance, for example according to KRAIMER, WAYNE& JAWORSK, expats adjustment has positive influence to expatriatetask performance and contextual performance(three support). According to ‘Three Component Model of Commitment’ ofJohn Meyer and Natalie Allen, commitment can be regarded as a psychological state, which has three different components. There are affective commitment, continuance commitment and normative commitment (11).Therefore, in this article, form another perspective, organization commitment can replace performance because according to the Irefin and Mechanic, employee commitment has a fairly positive relationship with organizational performance (12). Organizational commitment is one of the most often studied variables in organizational behavior research (for recent reviews see Mathieu &Zajac, 1990; Meyer & Allen, 1997) that the major reason is organizational commitment is regarded as the most important factor to influence almost any organizational behavior, which is beneficial to the organization such as performance, attendance, organizational citizenship behavior and taking responsibility (see Mathieu &Zajac, 1990; Meyer &Allen, 1997; Mowday, Porter, &Steers, 1982; Randall, 1990)
 
However, little attention seems to be paid to Chinese multinational Corporations, which need to deal with many international assignments. There is few literature related to how Chinese enterprises select and motivate expatriates. Most of the literatures pay more attention to expatriates from North Americans and Western Europeans.As similar as developed countries’ expatriates, Chinese expatriates will deal with complex assignments, the need for flexibility and the ability to adapt managerial practices to the cross-cultural environment (Feldman & Bolino, 1999; Tung, 1998). In addition, in recent years numerous theories on cross-cultural factors and its impact on adjustments being investigated (Waxin & Pannacio, 2005; Lee & Croker, 2006; Farh, Bartol, Shapiro and Shin, 2010; Dowling, Welch and Schuler, 1999; Osman-Gani & Rockstuhl, 2009;Martin and Anthony, 2006; Dowling et al, 1999; Harris, 2004; Tahir & Ismail 2007; Guthrie, Ashand Stevens, 2003; Hechanova et al, 2003; Kumar, 2008; Ramalu et al 2010) . However, there appears to be little research available on expats adjustments and its impact on organizational commitment, especially multinational companies of developing countries such as China.
 
Insum,thisstudyaimstocontributetoexpatriatesliteratureintwo majorways.Firstly, this study refine, extend and test the relationship among different rewards (intrinsic rewards and extrinsic rewards), work adjustment and organizational commitment of Chinese expats. Secondly, with base of previous research background knowledge, this study examines job satisfaction as a mediating role in the relationship between work adjustment and organizational commitment.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Chapter 2 Literature Review and Hypotheses
Rewards system
Work adjustment
Organizational commitment
Job satisfaction
 
H1a:Intrinsic rewards have a positive relationship with expatriate work adjustment.
H1b:Extrinsic rewards have a positive relationship with expatriate work adjustment
 
 
 
H2a:Intrinsic rewards are positively related with organizational commitmentof expatriate
H2b:Extrinsic rewards are positively related with organizational commitment of expatriate
 
 
H3: Work adjustment has a positive relationship with organizational commitment
 
 
H4:Job satisfaction will impact on (moderate or mediate) the relationship of expatriate work adjustment and organizational commitment
 
 
 

I am researching the demographics a descriptive study of how Mobile crisis response team is being utilized in a local community (Nashua NH). Currently, this area has research in other crisis but seems to be lacking in Mobile crisis response teams. I am trying to see what demographics, disorders, characteristics of the community are being used and if MCRT is decreasing hospitalizations of mental health in the area because it is the only resource other than MCRT.

in this marketing issertation, I’m basically measuring how the dynamism of a logo impacts investor decisions on crowdfunding platforms. The dynamism of a logo is basically if the logo seems like it’s in motion (for eg. Puma/Jaguar).
Introduction (800 words) – 1) importance and relevance of crowdfunding platforms, 2) an example that stresses on the relevance of my work for entrepreneurs and/or crowdfunders, 3) prior research shows that xyz factors affect investor decisions
however research also shows that we have neglected how visual cues impact decision making in investors, 4) what I’m doing and why it is theoretically and managerially important (why academics, managers and entrepreneurs should care about my work), anything else that you believe is relevant
Methodology (1000 words) – I’m conducting primary research in two main ways, one is by sending out surveys and carrying out an AB test where the campaign is the same, only the logo is dynamic and non-dynamic and I’m putting it up on crowdfunding investor groups on linkdin and facebook. Second, is by creating a dataset of different campaigns from different crowdfunding platforms (seedrs and crowdcube mainly) that have been completed and running a simple regression on SPSS to find out which factors are most influential. The data will be mainly quantitative.

C358 (TS: YQT2) Foundations of Nursing Education
[3 CUs]
I
Course Description: This course examines the historical, theoretical, and contemporary issues of
nursing education. Student will explore emerging trends in curriculum development and
evaluation. Ethical, legal, and regulatory issues related to nursing education will be examined.
Performance Assessment: Goal is to design nursing curricula, changing a fictional community
college’s nursing program from and ADN progam to BSN. You are chair of committee to create
new curricula. Support choices by various components (e.g., learning theory, program outcomes,
accreditation etc). You will create a report to ‘osubmit” to the board of directors. Expect 15-30
pages.
Tips. Tricks. & Resources:
1) Definitely have PA directions on hand as read and bookmark COS
2) Bloom’s Taxonomy knowledge is critical to complete assessment
3) Material in COS is ample for PA – with info on RWJ and QSEN etc.
4) May find “Professional Nursing Standards” useful as well
5) When formatting, create a blank table of contents, just as a page holder. Fill in ‘ headers and pagination at end oftask.
6) Modest community. Chatter has most information. Chatter involvement is
expected, but not required.
3t29t2017 Taskstream
FOUNDATIONS OF NURSING EDUCATION
Competencies:
7OO9.7.7: Education Environments and Trcnds in Nurcing Education – The graduate analyzes
evolutionary trends in higher education and nursing education.
7OO9.7.2t Theoretical Foundations of Nurcing Education – The graduate examines theoretical
foundations of education that affect nursing education.
7OO9.7.3: Nurcing Curriculum Foundations – The graduate evaluates nursing curricula for relevance and
effectiveness within the seXing in which they will be used.
7OO9,7.4: Fundamentals of Learning Assessment – The graduate describes the essential concepts of
assessi ng student lea rni ng.
7OO9.7.5: Ethical, Legal, and Accreditation Implications in Nurcing Education – The graduate
evaluates various ethical, legal, and accreditation issues related to nursing education,
Introduction:
As a nurse educator, you may be expected to lead and participate in the development and revision of
nursing programs. Therefore, it is essential that you have the competencies to analyze internal and
external factors and trends that impact the design and delivery of nursing curricula. You must also be able
to use a variety of learning theories to guide the development of nursing curriculum and integrate relevant
educational philosophies, modalities, and assessments to achieve identified program outcomes. The clear
articulation of the ethical standards and desired learner outcomes to stakeholders will be necessary for
achieving the requirements of state and national regulatory and accrediting agencies.
Scenario:
At Hartford Community College, the executive team has decided to change the current two-year associate
degree nursing program to a four-year bachelor of science in nursing (BSN) program. As the director of
allied health programs, you have been asked to chair the nursing curriculum committee, which is charged
with fully designing the new BSN program. Your position gives you access to societal, economic, and
institutional trends that are current in the field of nursing education. Taking these items into consideration,
your committee has been tasked with gathering information and presenting it for the new BSN program.
You are to ensure the new BSN program is consistent with state and national professional standards and
guidelines. You will be creating a report to take to the board of directors for approval.
Requirements:
A. Create a report that contains the following components:
. table of contents
. components identified in aspects B through K
B. Justify the change from an associate degree nursing program to a BSN program.
Note: Please include one or two sentences to serve as a brief introduction to the justification for the
change from an associate degree nursing program to a BSN program. Details of the justification will be
amplified in items 81 and 82.
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3t29t2017 Taskstream
1. Explain two factors (e,9., social, economicr political, institutional) that influence the need for a BSN
program.
2. Explain how at /easf one of the following external forces has informed the decision for a BSN
program:
. The Institute of Medicine (IOM)
. The Future of Nursing: Leading Change, Advancing Health
o Magnet hospital recognition
. Patricia Benner’s Educating Nurses: A Call for Radical Transformation
. Contemporary literature on patient outcomes related to academic preparation for nurses
C. Select a recommendation from one of the following organizations or institutions to guide the
integration of quality and safety initiatives in the new BSN program:
o Quality and Safety Education for Nurses (QSEN)
. The Institute of Medicine (IOM)
. American Association of Colleges of Nursing (AACN)
. National League for Nursing (NLN)
. The loint Commission
1. Provide a rationale for your selected recommendation.
2. Discuss one possible barrier (e.9., faculty shortage, financial incentives) you may encounter as you
implement your selected recommendation.
D. Develop an argument for how a learning theory (e.9., constructivist, cognitivist, humanistic) would
support the development of critical thinking skills in the new BSN program.
1. Critique the selected learning theory, including the following:
o two advantages of using the selected theory in the new BSN program
o two disadvantages of using the selected theory in the new BSN program
E. Describe the key components of one of the following educational philosophies or conceptual
underpinnings that can inform the development of the new BSN curriculum:
. multiple intelligences
. adult education
. critical andragogy /pedagogy
o narrative andragogy/pedagogy
. authentic learning
1. Critique the selected philosophical approach, including the following:
. one advantage of using the selected philosophy in the new BSN program
. one disadvantage of using the selected philosophy in the new BSN program
F. Select two current modalities for the delivery of the new BSN program (e.9., traditional classroom,
online education, live web streaming, telehealth, social networks, electronic health records,
si mulations/cl i nical education experiences, com petency-based learni ng).
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3t29/2017 Taskstream
1. Provide a justification for each of the selected modalities.
2. Analyze whether potential barriers exist in implementing your selected modalities,
G, Describe why formative and summative assessments will be used in the new BSN program.
1. Discuss at least two benefits of using formative assessments in the new BSN program.
2. Discuss at least two benefits of using summative assessments in the new BSN program.
3. Discuss at least two limitations of using formative assessments in the new BSN program.
4, Discuss at least two limitations of using summative assessments in the new BSN program.
5. Analyze how one of the following assessment methods could increase student success in the new
BSN program:
. paper and pencil exams
. high-stakes exams
o classroom assessment techniques (CAT)
. computer-based testing (CBT)
H. Explain how the ANA Code of Ethics will be incorporated and applied in the new BSN program.
1. Analyze how each of the following legal accountabilities in nursing education will be incorporated
and applied in the new BSN program:
a. Family Educational Rights and Privacy Act (FERPA)
b. Americans with Disabilities Act (ADA)
c. Health Insurance Portability and Accountability Act (HIPAA)
d. copyright laws
I. Analyze how one of the following nursing accreditation methods would be incorporated and applied in
the new BSN program:
. the Commission on Collegiate Nursing Education (CCNE)
. Accreditation Commission for Education in Nursing (ACEN, formerly NLNAC)
o state boards of nursing
J. Create a conclusion that includes a summary of the final key recommendations essential for
consideration in this new BSN program.
K. When you use sources, include all in-text citations and references in APA format.
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3rxt2017 Tmkstrmm
Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the
Eva I uati on Procedures secti on.
Note: When using sources to support ideas and elements in an assessment, the submission MUST include
APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It
is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the
text of fhe assessment,
Note: No more than a combined total of 30o/o of a submission can be directly quoted or closely
paraphrased from outside sources, even if cited correctly. For tips on using APA style, please refer to the
APA Handout web link included in the APA Guidelines section.
ftt$s:/fidio.taskstream.com/folidBaicBlarkStyle.asp?qg=&&=directtorsld_1
YQT2 Task 1 .”i[fl 5 taskstream
value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Level
Articulation of
Response
(clarity,
organization,
mechanics)
The candidate provides
unsatisfactory articulalion
of response.
The candidate provides
weak articulation of
response.
The candidate provides
limited articulation of
response.
The candidate provides
adequate articulation of
response.
The candidate provides
substantial articulation of
response.
A. Report The candidate does not
provide a report that
contains any of the given
components.
Not applicable. The candidate provides a
repo( that contains some
of the given components.
Not applicable. The candidate provides a
report that contains all of
the given components.
B. Justification
for BSN Program
The candidate does not
provide a logical
justifi cation for changing
from an associate degree
nursing program to a BSN
program.
The candidate provides a
logical justification, with
no suppo(, for changing
from an associate degree
nursing program to a BSN
program.
The candidate provides a
logical justifi cation, with
limited support, for
changing from an
associate degree nursing
program to a BSN
program.
The candidate provides a
logical justification, with
adequate support, for
changing from an
associate degree nursing
program to a BSN
program.
The candidate provides a
logical justification, with
substantial support, for
changing from an
associate degree nursing
program to a BSN
program.
81. Need for
Program
The candidate does not
provide a logical
explanation of any factors
that influence the need for
a BSN program.
The candidate provides a
logical explanation of 1
factor that influences the
need for a BSN program.
The candidate provides a
logical explanation, with
limited detail, of 2 factors
that influence the need for
a BSN program.
The candidate provides a
logical explanation, with
adequate detail, of 2
factors that influence the
need for a BSN program.
The candidate provides a
logical explanation, with
substantial detail, of 2
factors that influence the
need for a BSN program.
82. External
Forces
The candidate does not
provide a logical
explanation of how af
/easf 1 of the given
external forces has
informed the decision for
a BSN program.
The candidate provides a
logical explanation, with
no detail, of how at least 1
of the given external
forces has informed the
decision for a BSN
program.
The candidate provides a
logical explanation, with
limited detail, of how af
Ieasl 1 of the given
external forces has
informed the decision for
a BSN program.
The candidate provides a
logical explanation, with
adequate detail, of how al
/easf 1 of the given
external forces has
informed the decision for
a BSN program.
The candidate provides a
logical explanation, with
substantial detail, of how
at least 1 of the given
external forces has
informed the decision for
a BSN program.
C.
Recommendation
to Guide Quality
and Safety
lnitiatives
The candidate does not
provide an appropriate
recommendation from 1
of the given organizations
or institutions to guide the
integration of quality and
safety initiatives in the
new BSN program.
Not applicable. Not applicable. Not applicable. The candidate provides
an appropriate
recommendation from 1
of the given organizations
or institutions to guide the
integration of quality and
safety initiatives in the
new BSN program.
value:0.00 value: 1.00 value:2.00 value: 3.00 value:4.00 Score/Level
C1. Rationale for
Selection
The candidate does not
provide a logical ralionale
for the selected
recommendation.
The candidate provides a
logical rationale, with no
support, for the selected
recommendation.
The candidate provides a
logical rationale, with
limited support, for the
selected
recommendation.
The candidate provides a
logical rationale, with
adequate support, for the
selected
recommendation.
The candidate provides a
logical rationale, with
substantial support, for
the selected
recommendation.
C2. Barrier The candidate does not
provide a logical
discussion of 1 possible
barrier in implementing
the selected
recommendation.
The candidate provides a
logical discussion, with no
detail, of 1 possible
barrier in implementing
the selected
recommendation.
The candidate provides a
logical discussion, with
limited detail, of 1
possible barrier in
implementing the selected
recommendation.
The candidate provides a
logical discussion, with
adequate detail, of 1
possible barrier in
implementing the selected
recommendation.
The candidate provides a
logical discussion, with
substantial detail, of 1
possible barrier in
implementing the selected
recommendation.
D. Argument The candidate does not
provide a logical
argument for how a
learning theory would
support the development
of critical thinking skills in
the new BSN program.
The candidate provides a
logical argument, with no
support, for how a
learning theory would
support the development
of critical thinking skills in
the new BSN program.
The candidate provides a
logical argument, with
limited support, for how a
learning theory would
support the development
of critical thinking skills in
the new BSN program.
The candidate provides a
logical argument, with
adequate support, for how
a learning theory would
support the development
of critical thinking skills in
the new BSN program.
The candidate provides a
logical argument, with
substantial support, for
how a learning theory
would support the
development of critical
thinking skills in the new
BSN program.
D1. Theory
Critique
The candidate does not
provide a logical critique
of the selected learning
theory, including any
advantages or
disadvantages of using
the selected theory in the
new BSN program.
The candidate provides a
logical critique of the
selected learning theory,
including 0-l advantages
and 0-l disadvantages of
using the selected theory
in the new BSN program.
The candidate provides a
logical critique, with
limited detail, of the
selected learning theory,
including 2 advantages
and 2 disadvantages of
using the selected theory
in the new BSN program.
The candidate provides a
logical critique, with
adequate detail, of the
selected learning theory,
including 2 advantages
and 2 disadvantages of
using the selected theory
in the new BSN program.
The candidate provides a
logical critique, with
substantial detail, of the
selected learning theory,
including 2 advantages
and 2 disadvantages of
using the selected theory
in the new BSN program.
E. Key
Components
The candidate does not
provide an accurate
description of the key
components of 1 of the
given educational
philosophies or
conceptual underpinnings
that can inform the
development of the new
BSN curriculum.
The candidate provides
an accurate description,
with no detail, of the key
components of 1 of the
given educational
philosophies or
conceptual underpinnings
that can inform the
development of the new
BSN curriculum.
The candidate provides
an accurate description,
with limited detail, of the
key components of 1 of
the given educational
philosophies or
conceptual underpinnings
that can inform the
development of the new
BSN curriculum.
The candidate provides
an accurate description,
with adequate detail, of
the key components of 1
of the given educational
philosophies or
conceptual underpinnings
that can inform the
development of the new
BSN curriculum.
The candidate provides
an accurate description,
with substantial detail, of
the key components of 1
of the given educational
philosophies or
conceptual underpinnings
that can inform the
development of the new
BSN curriculum.
E1. Philosophical
Approach
Critique
The candidate does not
provide a logical critique
of the selected
philosophical approach,
including 1 advantage
and 1 disadvantage of
The candidate provides a
logical critique of the
selected philosophical
approach, including either
1 advantage or 1
disadvantage of using the
The candidate provides a
logicalcritique, with
limited detail, of the
selected philosophical
approach, including 1
advantage and 1
The candidate provides a
logicalcritique, with
adequate detail, of the
selected philosophical
approach, including 1
advantage and ‘1
The candidate provides a
logical critique, with
substantial detail, of ihe
selected philosophical
approach, including 1
advantage and 1
value:0.00 value:1.00 value: 2.00 value: 3.00 value:4.00 Score/Level
using the selected
philosophy in the new
BSN program.
selected philosophy in the
new BSN program.
disadvantage of using the
selected philosophy in the
new BSN program.
disadvantage of using the
selected philosophy in the
new BSN program.
disadvantage of using the
selected philosophy in the
new BSN program.
F. Modalities for
Delivery
The candidate does not
provide any current
modalities for the delivery
of the new BSN program.
Not applicable. The candidate provides 1
current modality for the
delivery of the new BSN
program.
Not applicable. The candidate provides 2
current modalities for the
delivery of the new BSN
program.
F1. Justification
for Selected
Modalities
The candidate does not
provide a logical
justification for any of the
selected modalities.
The candidate provides a
logical justification for 1 of
the selected modalities.
The candidate provides a
logical justifi cation, with
limited support, for each
of the selected modalities.
The candidate provides a
logical justification, with
adequate support, for
each of the selected
modalities.
The candidate provides a
logical justifi cation, with
substantial support, for
each of the selecled
modalities.
F2. Barriers to
lmplementation
The candidate does not
provide a plausible
analysis of whether
potential barriers exist in
implementing the selected
modalities.
The candidate provides a
plausible analysis, with no
detail, of wheiher
potential barriers exist in
implementing the selected
modalities.
The candidate provides a
plausible analysis, with
limited detail, of whether
potential barriers exist in
implementing the selected
modalities.
The candidate provides a
plausible analysis, with
adequate detail, of
whether potential barriers
exist in implementing the
selected modalities.
The candidate provides a
plausible analysis, with
substantial detail, of
whether potential barriers
exist in implementing the
selected modalities.
G. Assessments The candidate does not
provide an appropriate
description of why
formative and summative
assessments will be used
in the new BSN program.
The candidate provides
an appropriate
description, with no detail,
of why formative and
summative assessments
will be used in the new
BSN program.
The candidate provides
an appropriate
description, with limited
detail, of why formative
and summative
assessments will be used
in the new BSN program.
The candidate provides
an appropriate
description, with adequate
detail, of why formative
and summative
assessments will be used
in the new BSN program.
The candidate provides
an appropriate
description, with
substantial detail, of why
formative and summative
assessments will be used
in the new BSN program.
G1. Benefits of
Formative
Assessments
The candidate does not
provide a logical
discussion of any benefits
of using formative
assessments in the new
BSN program.
The candidate provides a
logical discussion of 1
benefit of using formative
assessments in the new
BSN program.
The candidate provides a
logical discussion, with
limited detail, ol at least2
benefits of using
formative assessments in
the new BSN program.
The candidate provides a
logical discussion, with
adequate detail, of at
least 2 benefits of using
formative assessments in
the new BSN program.
The candidate provides a
logical discussion, with
substantial detail, of at
least 2 benefits of using
formative assessments in
the new BSN program.
G2. Benefits of
Summative
Assessments
The candidate does not
provide a logical
discussion of any benefits
of using summative
assessments in the new
BSN program.
The candidate provides a
logical discussion of 1
benefit of using
summative assessments
in the new BSN program.
The candidate provides a
logical discussion, with
limited detail, of at least2
benefits of using
summative assessments
in the new BSN program.
The candidate provides a
logical discussion, with
adequate detail, of at
least 2 benefits of using
summative assessments
in the new BSN program.
The candidate provides a
logical discussion, with
substantial detail, of al
least 2 benefits of using
summative assessments
in the new BSN program.
G3. Limitations of
Formative
Assessments
The candidate does not
provide a logical
discussion of any
limitations of using
The candidate provides a
logical discussion of 1
limitation of using
The candidate provides a
logical discussion, with
limited detail, o’f at least2
limitations of using
The candidate provides a
logical discussion, with
adequate detail, of at
least 2limitations of using
The candidate provides a
logical discussion, with
substantial detail, of at
least 2limitations of using
value: 0.00 value:1.00 value: 2.00 value:3.00 value: 4.00 Score/Level
formative assessments in
the new BSN program.
formative assessments in
the new BSN program.
formative assessments in
the new BSN program.
formative assessments in
the new BSN program.
formative assessments in
the new BSN program.
G4. Limitations of
Summative
Assessments
The candidate does not
provide a logical
discussion of any
limitations of using
summative assessments
in the new BSN program.
The candidate provides a
logical discussion of 1
limitation of using
summative assessments
in the new BSN program.
The candidate provides a
logical discussion, with
limited detail, of at least2
limitations of using
summative assessments
in the new BSN program.
The candidate provides a
logical discussion, with
adequate detail, of af
least 2limitations of using
summative assessments
in the new BSN program.
The candidate provides a
logical discussion, with
substantial detail, of af
least 2limitations of using
summative assessments
in the new BSN program.
G5. Assessment
Method Analysis
The candidate does not
provide a plausible
analysis of how 1 of the
given assessment
methods could increase
student success in the
new BSN program.
The candidate provides a
plausible analysis, with no
suppo(, ofhow 1 ofthe
given assessment
methods could increase
student success in the
new BSN program.
The candidate provides a
plausible analysis, with
limited support, of how 1
of the given assessment
methods could increase
student success in the
new BSN program.
The candidate provides a
plausible analysis, with
adequate support, of how
1 of the given assessment
methods could increase
student success in lhe
new BSN program.
The candidate provides a
plausible analysis, with
substantial support, of
how 1 of the given
assessment methods
could increase student
success in the new BSN
program.
H. ANA Code of
Ethics
The candidate does not
provide a logical
explanation of how the
ANA Code of Ethics will
be incorporated and
applied in the new BSN
program.
The candidate provides a
logical explanation, with
no detail, of how the ANA
Code of Ethics will be
incorporated and applied
in the new BSN program.
The candidate provides a
logical explanation, with
limited detail, of how the
ANA Code of Ethics will
be incorporated and
applied in the new BSN
program.
The candidate provides a
logical explanation, with
adequate detail, of how
the ANA Code of Ethics
will be incorporated and
applied in the new BSN
program.
The candidate provides a
logical explanation, with
substantial detail, of how
the ANA Code of Ethics
will be incorporated and
applied in the new BSN
program.
H1a. Analysis of
FERPA
The candidate does not
provide a plausible
analysis of how FERPA
will be incorporated and
applied in the new BSN
program.
The candidate provides a
plausible analysis, with no
detail, of how FERPA will
be incorporated and
applied in the new BSN
program.
The candidate provides a
plausible analysis, with
limited detail, of how
FERPA will be
incorporated and applied
in the new BSN program.
The candidate provides a
plausible analysis, with
adequate delail, of how
FERPA will be
incorporated and applied
in the new BSN program.
The candidate provides a
plausible analysis, with
substantial detail, of how
FERPA will be
incorporated and applied
in the new BSN program.
H1b. Analysis of
ADA
The candidate does not
provide a plausible
analysis of how ADA will
be incorporated and
applied in the new BSN
program.
The candidate provides a
plausible analysis, with no
detail, of how ADA will be
incorporated and applied
in the new BSN program.
The candidate provides a
plausible analysis, with
limited detail, of how ADA
will be incorporated and
applied in the new BSN
program.
The candidate provides a
plausible analysis, with
adequate delail, of how
ADA will be incorporated
and applied in the new
BSN program.
The candidate provides a
plausible analysis, with
substantial detail, of how
ADA will be incorporated
and applied in the new
BSN program.
Hlc. Analysis of
HIPAA
The candidate does not
provide a plausible
analysis of how HIPAA
will be incorporated and
applied in the new BSN
program.
The candidate provides a
plausible analysis, wilh no
detail, of how HIPAA will
be incorporated and
applied in the new BSN
program.
The candidate provides a
plausible analysis, with
limited detail, of how
HIPM will be
incorporated and applied
in the new BSN program.
The candidate provides a
plausible analysis, with
adequate detail, of how
H|PAAwillbe
incorporated and applied
in the new BSN program.
The candidate provides a
plausible analysis, with
substantial detail, of how
H|PMwillbe
incorporated and applied
in the new BSN program.
value: 0.00 value:1.00 value: 2.00 value: 3.00 value:4.00 Score/Level
Hld. Analysis of
Copyright Laws
The candidate does not
provide a plausible
analysis of how copyright
laws will be incorporated
and applied in the new
BSN program.
The candidate provides a
plausible analysis, with no
detail, of how copyright
laws will be incorporated
and applied in the new
BSN program.
The candidate provides a
plausible analysis, with
limited detail, of how
copyright laws will be
incorporated and applied
in the new BSN program.
The candidate provides a
plausible analysis, with
adequate detail, of how
copyright laws will be
incorporated and applied
in the new BSN program.
The candidate provides a
plausible analysis, with
substantial detail, of how
copyright laws will be
incorporated and applied
in the new BSN program.
l. Accreditation
Methods
The candidate does not
provide a plausible
analysis of how ‘1 of the
given nursing
accreditation methods
would be incorporated
and applied in the new
BSN program.
The candidate provides a
plausible analysis, with no
detail, of how 1 of the
given nursing
accreditation methods
would be incorporated
and applied in the new
BSN program.
The candidate provides a
plausible analysis, with
limited detail, of how 1 of
the given nursing
accreditation methods
would be incorporated
and applied in the new
BSN program.
The candidate provides a
plausible analysis, with
adequate detail, of how 1
of the given nursing
accreditation methods
would be incorporated
and applied in the new
BSN program.
The candidate provides a
plausible analysis, with
substantial detail, of how
1 of the given nursing
accreditation methods
would be incorporated
and applied in the new
BSN program.
J. Conclusion The candidate does not
provide a conclusion that
includes a summary of
the final key
recommendations
essential for consideration
in the new BSN program.
Not applicable. The candidate provides a
conclusion, with
insufficient detail, that
includes a summary of
the final key
recommendations
essential for consideration
in the new BSN program.
Not applicable. The candidate provides a
conclusion, with sufficient
detail, that includes a
summary of the final key
recommendations
essential for consideration
in the new BSN program.
K. Sources When the candidate uses
sources, the candidate
does not provide in-text
citations and references.
When the candidate uses
SOUTCCS,
the candidate provides
only some in-text citations
and references.
When the candidate uses
sources, the candidate
provides appropriate intext
citations and
references with major
deviations from APA
style.
When the candidate uses
sources, the candidate
provides appropriate intext
citations and
references with minor
deviations from APA
style.
When the candidate uses
sources, the candidate
provides
appropriate intext
citations and references
with no readily detectable
deviations from APA
style.

Instructions Background: Now that you’ve indicated what question/topic you’ll be addressing, and completed your research and your Annotated Bibliography, it’s time to explain the steps you took in your research. What to Do: Write a memo that describes (to your teacher and the librarians) every step—or misstep—you took in your research process. (Missteps are normal. It’s how you dealt with them that we want to know.) Make sure your memo includes the following elements: How you gathered background information How you narrowed your topic What keywords and search phrases you used How you adjusted or revised your search strategy How you evaluated sources and synthesized information to form your opinion What you have completed and propose for your research and writing timeline (including due dates for the remaining assignments in the unit). Write professionally, clearly, concisely, and with good use of evidence. Include specific details, but don’t go over one page.