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In order to understand interactions a_w vs equilibrium moisture content (EMC) in fortified coconut powder, moisture sorption isotherms were constructed under different storage conditions in order to predict the changes in their physical, chemical and microbiological properties that occur during storage and processing, which are unique to each food.

For which the moisture sorption isotherms were determined at three different temperatures (15, 25 and 35 °C), in a range of water activity from 0.1 to 0.90. Nine models, namely, the GAB, BET, Oswin, Smith, Halsey, Henderson, Chung and Pfost, Peleg and Caurie equations, were fitted to the sorption data. Various statistical tests were adopted as criteria to evaluate the fit performance of the models.

Of the models tested, the Peleg model gave the best fit to experimental data (R² = 0.997; R_MSE = 0.276), across the full range of water activities and at different temperatures. Humidity of the monolayer (m_o) was found between 2.54 and 2.34%, a fundamental parameter to define the storage and control conditions, given that it is considered the value at which the product is more stable. The net sorption isosteric heat (Q_st) increased to maximum and then diminished with increased moisture content (X_w); maximum values were obtained in the X_w interval between 0.48 and 2.87% (db), being between 35.72 and 99.26 kJ/mol, where the maximum value indicates coverage of the strongest bond sites and higher adsorbate-adsorbent interaction.

These results provide reliable experimental data on water absorption isotherms of the CP + FAC important to determine optimal processing, storing and packaging conditions.

Developments in Information Technology (IT) are perceived to be a major driver of interorganizational cooperation, both within and across industry boundaries. These developments have challenged the creation of interorganizational competitive advantages, as conceptualized in the Relational View (e.g. Dyer & Singh, 1998). The relationship between IT and effectuated interorganizational competitive advantage, however, is still unclear. This chapter is a first attempt to shed light on this unexplored area in the literature. We focus our analysis on developing a conceptual framework of the relationship between IT and interorganizational resource complementarity, which is an important determinant of interorganizational competitive advantage. Our framework suggests that cooperating organizations need to develop three distinctive but interrelated capabilities in order to effectuate interorganizational resource complementarity by means of IT. It is proposed that these capabilities give rise to interorganizational competence building, forming a pre-condition for achieving interorganizational competitive advantage. Preliminary support for our framework and proposition is provided by a brief case study of an interorganizational relationship between a large European financial services firm and a major European telecommunication firm.

The purpose of this paper is to examine the risks caused by “hazardously immoral” contracts which force external parties to bear significant losses without their consent.

The expectation of substantial future losses raises the question of how investors can become profitable by entering into such risky contracts. The authors investigate the use of such contracts, which obscure the expected cost of failure by not only concentrating risks but ultimately not taking routine charges for predictable, albeit uncertain, future losses. In their investigation, the authors look at a risk concentration strategy and discuss expected profits (losses) under conditions of limited and unlimited liability.

It is found that companies are more likely to minimize losses and maximize profits if they can obtain credit at a low enough interest rate and externalize the majority of the risk. Risks are more likely to be externalized when government and/or international agencies bail out the offending organizations to limit total damages and stabilize the economy.

The main contribution of the paper is to show that a risk concentration strategy can be used to make the overall probability of winning arbitrarily large, even when individual trials have less than a 50 percent chance of obtaining positive profits. The corollary lesson is that credit is valuable, and having substantial credit obtainable at low rates is so valuable that significant gains are probable despite negative expected profits.

Recounts the merger of Jerusalem’s Neighbourhood Self Management Organizations (NSMOs) and Community Service Organizations (CSOs) into the Joint Community Neighbourhood Management Organization (JCNM). Refers to literature on institutional theory and the process of decentralization. Focuses then on the NSMOs and CSOs, providing some background information on how and why they were originally set up and what their goals were. Compares the differences between the organizations, as well as the basic principles they have in common – hence the merge into one organization. Discusses the problems the JCNM has faced over the years, including issues such as identify, legitimacy, composition of board of directors, professional or political values, and restructuring the organization. Draws a quadrant model of patronage and centralization, suggesting that the NCNM aims to occupy a particular quadrant but is being hampered in doing so because policy makers prefer to keep things the way they are.

Describes Childreach – a US child‐focuses development organization which sponsors children and their families in developing countries – and a recent project in development education, “Buffalo banks and borewells: Childreach makes sense of development”, which involved creating and distributing educational newsletters on Third World and development issues. Lists the goals of the project and how they were addressed. Outlines what was gained from the exercise. Links this to the paradoxical situation in the USA whereby the public think money should go towards foreign aid but are reluctant to actually fork out any money themselves. Considers the role of trust and the concept of social capital, emphasizing that sponsors need to trust that their investment is making an important contribution to improving the life of the sponsored child and its family or community.

The purpose of this paper is to discuss the tests the author faced in her sociolegal fieldwork on Hawaiian cockfighting, and to draw broader lessons from these tests for other ethnographers of illegal organizations.

The author draws on six weeks of in-depth ethnographic fieldwork and interviewing.

Relational work in ethnographic fieldwork requires skills academia does not always impart – including humility, a sense of humor and patience with yourself and other people. Each test we face is a part of the ongoing process of building these relationships.

As ethnographers, it is sometimes considered “taboo” to tell our stories – to explain our internal and external struggles in the field. This taboo makes a certain amount of sense. After all, we are trying to understand society, not reflect on our own development as people. Yet the taboo is also a pity. For one, it is unrealistic to think that we are “mere observers” whose presence in the field does not affect it. “Scrubbing” ourselves from the field necessarily scrubs out some of our data. It also omits parts of the story that other researchers might find interesting or instructive.

Market response modelling is well covered in the marketing literature. However, much less research has been undertaken in the use of neural networks for market response modelling. Describes experiments to fit neural networks to the consumer goods market. Compares the neural network approach with several other possible models. Focuses on the out‐of‐sample performance of the models. Describes a method for adjusting the neural network architecture which leads to better performance on out‐of‐sample data.

IN October a well‐known literary periodical appeared for a single number in a bright‐red cover to signalise a certain change. Two months earlier we had altered our size, type and cover‐colour; for the last exchanging the decorous consistent grey of our outer garment for the summer yellow in which our two Conference numbers appeared. Some readers found this too gaudy, although the three colours which have most “attention value,” as the advertisement experts say, are yellow, red and Cambridge blue. We compromise on orange, which has warmth, and we hope will have welcome.

Explains the development of Israel’s welfare state, concentrating on the labour exchange system and housing. Links the development of the Zionist welfare state to economic and political conditions, in particular state‐building and the management of the Palestinian community within the state. Refers to literature on policy paradigms. Notes the stable institutional infrastructures developed by the Jewish community in Palestine and the Zionist labour movement, which led to an embryonic welfare state. Recounts the development of the labour exchange process and the public housing policy, describing how the policies reinforced statehood – settling immigrants into areas where Jewish presence needed strengthening and, at first, largely excluding the Palestinian community from access to housing and the labour process. Points out that, over time, the exclusion of Palestinians became unrealistic. Concludes that Israel’s welfare state was determined by political conditions of developing statehood – most importantly the exodus of Palestinians and the influx of Jewish immigrants.

Artificial Neural Networks (ANNs) have many potential applications virtually in wide areas ranging from engineering to management. Recently, a great deal of interest (and effort) has been directed towards using ANNs in business practice. In particular, they have been used in areas which were once reserved for multivariate statistical analysis. Owing to this they are often considered to be statistical methods. Marketing researchers and managers who are not aware of the conceptual differences between these two methods cannot use this new “cutting‐edge” technology effectively. Discusses the conceptual differences and similarities between the two methods, having in mind market researchers and managers who are looking for new tools to support their decision making.