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The order in which hominids and carnivores had access to Plio-Pleistocene bone assemblages has defied interpretation despite attempts to decipher their sequence from element frequencies or by comparing ancient butchery marks with modern ones. Data from two simulations in which experimental stone-tool butchery of long bones occurred after carcasses were defleshed by large free-ranging East African carnivores are here compared to data from the FLK Zinjanthropus bone assemblage from Olduvai Gorge, Tanzania. One experimental sample simulated two stages of tissue removal; defleshing of long bones by carnivores, followed by tool-assisted flesh-scrap removal and marrow extraction. A second simulated three stages of tissue removal; the first two stages the same as the first sample, plus a third stage in which bone-crunching carnivores ravaged the remains. Carnivore ravaging is demonstrated to result in additional tooth marks on epiphyseal fragments, but does not significantly alter the incidence of defleshing tooth marks or butchery marks on midshafts. The Zinjanthropus sample is similar to the three-stage simulation in its proportion of epiphyseal relative to midshaft fragments, and for the incidence of midshafts bearing tooth marks and butchery marks. © 1998 Academic Press Limited.
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Studies of innovation management effectiveness pinpoint specific practices that will allow companies to increase customer satisfaction and pursue a strategy of speedy R&D-without compromising profitability. The two practices that accomplish this end, when used moderately (although not universally), are Quality Function Deployment for project selection and Stage-Gate Tracking for controlling development. Companies that use Internal Rate of Return as a criterion for project selection have also been found to be move profitable.
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The present study compared work commitments, overall job satisfaction, intrinsic and extrinsic rewards satisfactions, and organizational and professional turnover intentions of 718 male and female accounting professionals at different career stages. Career stage was measured by professional tenure. The results indicate that there are some differences in work attitudes across career stages for male accounting professionals. Job involvement, organizational commitment, and intrinsic and extrinsic rewards satisfaction are positively related to professional tenure. Organizational turnover intentions are negatively related to professional tenure for male accounting professionals. There are no significant differences in work attitudes across career stages for female accounting professionals, An examination of reasons for differences in work attitude patterns between male and female accountants suggests the need for research to determine whether later career stages (advancement and maintenance) differ for men and women. The results also suggest that future research should consider defining career stage in terms of the overlap between stages defined using alternate career stage measures.
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Survey research on measuring customer satisfaction using an index, market share and a lead user confirms that satisfaction must be with the firm as an innovator well as with the innovative service or product. The customer is defined as not only the end user or consumer but as a downstream counterpart of R&D in the same company or in other parts of the distribution chain. For an overall indication of customer satisfaction, measure the firm's responsiveness, its technology (capabilities and products) and product quality/reliability.
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As companies increasingly try to do more with less, one of the key prescriptions in the literature has been to employ practices that shorten time to market, including the time taken in R&D. This article reports on survey research that links cycle times and financial performance, and records executives reactions to the results. The main finding is that the reduced costs of faster cycles fail to show up in improved earnings, and suggests several reasons why this occurs. For companies forced by competition to speed up their cycles, several management methods are given for reducing time with minimal financial impairment.
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