Intra-company technology transfer in a multinational industrial firm

Little literature has been developed to describe the process of transferring a corporation's technology between international units of that company for ultimate transfer to their external customers (Kimberly 1981 and Leonard-Barton and Sinha 1993). This paper addresses the issues at Air Products and Chemicals, Inc. involved in the transfer of applications technology. Technology is transferred from the unit of the corporation which develops the technology to international affiliates and subsidiaries. The ultimate goal is the support of product sales to the external industrial customer. A strategy for this type of organization is described which is supported by references to theoretical constructs in the literature and empirical observations from the organization itself.     

India's “Grand Strategy” for the Indian Ocean: Mahanian Visions

This article considers how India sees the Indian Ocean, and in particular its drive to make the Indian Ocean, “India's Ocean.” Various comparisons and links are made. Firstly there is the role and application of Mahanian tenets of “sea-power,” in particular naval projection, control of sea-routes and access to bases. Second is the contrast between the earlier maritime visions of Kavalam Panikkar (1945) and Keshav Vaidya (1949) and the continental mindset evident under Nehru and his successors which saw neglect of India's maritime power. Third is the strategic vision evident since 1998 with the BJP government and maintained by the Congress administration since 2004. This has underpinned India's Naval Chief of Staff Arun Prakash's current eloquence on the possibilities opening up for India in and around the Indian Ocean. Questions of intent (strategic doctrine) and the application of “state power” (spending, bases, ships and equipment, geographical reach) are woven together.     

The effect of authority and social influence on eyewitness suggestibility and person recognition

This study investigated the influence of an authority figure on eyewitness identification. Participants watched a staged crime and then were administered a photo lineup by either an authority (policeman) or non-authority figure (civilian). Participants in the authority condition were more likely to choose a lineup member than those in the non-authority condition. There was no effect of authority, however, on the accuracy of the identification decisions. The lack of a deleterious effect suggests that the presence of a police officer during identification procedures does not create an unduly suggestive situation or have undesirable effects on eyewitness identification decisions. Although witnesses' choosing behaviors did not increase the rate of identification errors, the effect of the administrator's authority on choosing was reduced when unbiased instructions (vs. biased instructions) were presented to the witnesses. Thus, support was found for the use of neutral instructions during eyewitness identification procedures.