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EN
The idea of standardization and its broad interpretation is shown by use of rich historical evidence, including accounts of Ancient Egypt and Rome, Renaissance epoch, Russia before and after Peter the Great, Western Europe (Germany, England, France) before and after the industrial revolution. The contemporary standardization is dated from the rise of mass-scale industry, that is, from the capitalism, and institutions dealing with standardization appeared at the end of XIX - beginning of XX century, when standardization was perceived as an economic requirement, not in the least due to intensive militarization, and national organizations responsible for standardization appeared in time of World War I. Detailed account of standardization in the USSR is given, which was launched with introduction of metric system of measures and weights and establishing the first central body on standardization in 1925. In 1968, the USSR was the first in the world practice to develop and approve the so called 'State Standardization System'. The world experiences in standardization were subject to concern in the USSR, an evidence of which is the resolution of the Council of Ministers of the USSR 'On Organization of Work on Standardization in the USSR'. Works on standardization were suspended with the breakdown of the USSR.
EN
The aim of the paper is to present and explain the key factors which play an important role in project management. Project success can be defined and analyzed from the various points of view, also from the perspective of a project product. Analyzing the conditionality and key factors which are most conducive to the achievement of a successful project, the particular attention was paid to the factors appearing in surroundings and resulted from external stakeholder influence on a project, which can't be predicted and controlled. The second area of discussed issues is related with the correct project planning, which helps to coordinate action on the realization of established purposes. The conclusion can be expressed by the statement that crucial success factors should be perceived in complex approach, noticing mutual interactions and feedbacks occurring between them.
EN
As it is broadly accepted, typical uses of demonstratives are accompanied by demonstrations. The concept of demonstration, however, manifests the action–product ambiguity analogous to that visible in the opposition between jumping and the resulting jump, talking and the resulting talk or crying and the resulting cry. It is also a heterogeneous concept that enables demonstrations to vary significantly. The present paper discusses action–product ambiguity as applied to demonstrations as well as the heterogeneity of the latter. An account that acknowledges ambiguity and heterogeneity of demonstrations is sketched in the paper. It is argued that it has a rich explanatory and descriptive potential.
EN
Within the context of reverse logistics (RL), only a few studies have focused on the management characteristics that lead to effectively implementing RL. From the myriad of potential factors of effective RL, the paper focuses on the role of knowledge management, 1st-tier integration and the extent of RL planning, as these factors and their mutual relations have been neglected by empirical research to date. The paper develops a theoretical model to fill this gap and tests it using structural equation modelling on primary data. The findings based on 146 cases support that knowledge management, the extent of RL planning and the level of integration with the 1st-tier supply chain members are the factors related to the effectiveness of RL. The study underpins the importance of long-term RL planning and deeper integration and collaboration with customers and suppliers for effective RL and so to reduce the negative impact of product returns.
EN
One of the striking features of Davidson's account of action individuation is the internalization of actions to the domain of bodily movements. I reconstruct Davidson's arguments for that claim as applying mainly against naive externalism (according to which actions are simple events, extending in time and space beyond the agent's body) but also against externalist moderationism (according to which actions are complex events, extending in time and space beyond the agent's body). I show that the debate between Davidson's internalist minimalism and externalist moderationism is at a standstill. Externalist moderationism is better at explaining some of the claims we are prepared to make about actions (the temporal problem) while internalist minimalism is better at capturing some deeper intuitions about actions. I argue that one can use the old distinction between process and product as applied to agency to help get out of the impasse and restore healthy externalist intuitions.
EN
The paper provides an overview and description of the Chinese economy in recent decades, taking into account the specifics of China’s economic policy. The business activity of one of the most successful transnational Chinese company – Lenovo – was investigated in the paper. The article presents and analyzes the main business strategies that helped Lenovo to win in a short time competitive positions in the market of electronic equipment, gadgets and software products, not only on the national, but also on the world market. Particular attention in the study is given to the analysis of the company’s financial performance by business groups and geographical units; the main indicators of the financial effectiveness of the company’s business strategies; the effectiveness of the company’s use of production resources is illustrated. Also, the paper analyzes the composition and elements of the global value chain formed by the company to realize competitive advantages and retain competitive positions in the world market.
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