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It reviews the literature that considers these aspects from several perspectives hiv infection timeline molnupiravir 200mg with visa, such as the definition of the boundaries that entrepreneurs have to consider in defining strategies and actions to transform the implementation of sustainable practices antiviral yahoo discount 200mg molnupiravir with mastercard. The methodology section describes the research steps followed, while the case study section explains the results of the analysis of a specific reality. Finally, the conclusions provide main implications of our study for future research. In order to avoid a depletion of natural resources and a subsequent loss of well-being in the long term, consumption rates must be reduced. Because the environment comprises a complex mix of nature, networks, and people, it can be influenced by a number of actions and practices carried out by a single subject, a group of people, and organizations. This approach is first, a consequence of external and not manageable forces and second, the result of decision-making processes of the managers of the firm or a personal interest of the entrepreneur (Tee et al. Considered a managerial approach, enhancing sustainability also means measuring it with the aim of understanding if any change in the firm performance is a consequence of this virtuous behaviour and a positive effect on corporate imagine and reputation (Gabzdylova et al. As underlined by Ohmart (2008a), the increasing interest in sustainability in the winery sector faces three main challenges: (1) defining the meaning of sustainability in this specific industry, (2) implementing it in the vineyard, and (3) measuring the effects of its implementation process. Despite numerous studies on sustainability implementation in wineries, there is no recognized definition of sustainability in this sector. In this regard, several initiatives have arisen to identify sustainability issues and to promote practices and actions in these terms. According to Elkington (1997), the identification of sustainability dimensions should consider the triple bottom performance (economic, social, and environmental impacts). Due to the lack of a widely recognized, international framework on sustainability measurement in the agriculture sector, particularly in wineries, several initiatives have proposed the evaluation of different aspects of sustainability, such as the tools for carbon footprint measurement (Pulselli et al. Other points under discussion are which dimensions of economic, social, and environmental impacts are usually considered and which stages of wine production should be evaluated in terms of sustainability costs and performance. Several case studies on best practices have proposed insights from different perspectives, such as environmental drivers and impacts (Marchettini et al. With the aim to contribute in filling this gap, this article presents an explorative case study analysis on a particular cooperative distinguished for its keen attention to sustainable production and tangible interest in the governance of sustainable issues. To answer our research questions through the case study (Patton, 2002), a qualitative approach was employed (Creswell, 2007) to observe actions and facts in their natural conditions (Yin, 2009). The case was selected as a best practice due to the involvement of the cooperative in Magis, a sustainability project promoted by BayerCrop Science, which promotes low-impact wine production. We identified Ripasso as an excellence-seeking cooperative comprising 106 firms, using Gabzdylova et al. The firms classified as minimalist consider sustainability issues only in relation to compliance with the standards sector or national or regional laws, and they do not invest in sustainability improvement beyond the legal requirements. The value-driven firms are partially involved in sustainable practices, but their actions are driven by volunteerism and expression of a champion that consider sustainability processes important but are limited by scant financial and economic resources. To reach a high level of reputation, companies employ signs, logos, and statements, such as sustainability reports and brands. Finally, the excellence-seeking firms consider sustainability both as part of their business and the philosophy of their operations, making high investments to improve cost efficiency and ensure green production. In this case, the higher price paid by the consumer is justified by a product with a high quality of raw materials and an environmentally sensitive way of production. This particular case was chosen because of its position in the matrix as an excellence-seeking enterprise. As shown in the findings, this cooperative winery considered the acquisition of a sustainable brand and related certification as an effort driven by the importance of its entry to this particular market and its strong belief that to act for sustainability is the correct decision. The project aims to develop the sustainability and quality of Italian wine in an effective and transparent way, involving wine producers, the scientific community, oenologists, and the industry. In view of the lack of techniques on how to improve sustainability practices, Magis is an example of how an external initiative can improve the protocols and knowledge on this issue. Through a protocol adapted to different geographic areas and farming styles, wineries record results by using a computerized platform. This system permits monitoring the data collected, with the aim of improving sustainable production. Between September and November 2014, we conducted semi-structured interviews with key informants at the farm (oenologist, general manager, accountant, and agronomist) who were involved in the introduction and development of the Magis project.

Other studies show that performance management in public sector is more a fiction than a concrete fact (Radnor & McGuire hiv infection age group buy cheap molnupiravir 200mg, 2003) sore throat hiv infection symptoms cheap 200mg molnupiravir otc. Performance perspective in the public value theory In compliance with public value theory, public managers must manage operational processes taking into account both the desires and aspirations of the community (Moore, 1995). Alford and Hughes (2008:131) state that "should it be understood that value is not public by virtue of being delivered by the public sector. In fact, it can be produced by government organizations, private firms, non-profit or voluntary organizations, service users, or various other entities ". Consequently it contains within itself all the features related to its economic, legal, ethical and social dimension. In order to embed this in the public sector, we need to look at the "benefits created and resources expended by public organizations in generating those benefits". In considering this multidimensional view, a second position becomes relevant, if we look at the most pervasive concept of "public sphere" as a "democratic space which includes, but is not co-terminus with, the state within which citizens address their collective concerns, and where individual liberties have to be protected" (Benington, 2009:233). The importance of the necessary steps for the public value creation may actually recognize the logic of the performance management as a real operational support. Nevertheless it is important, redesigning the relations between politicians and manager. In fact, according to a holistic view, it has to be extended to all the types of intervention undertaken by public authorities/agencies. The latter, however, does not admit direct or immediate verification, as happens with customer satisfaction. This model stretches traditional notions of accountability for both politicians and public managers. Accountability can be delivered through performance and financial management objective setting and targets, through greater information and transparency as well as through dialogue with all the actors. The first is the re-orientation of performance management through a shift of attention onto the outcomes within the performance system variables. A performance culture is one of the fundamentals "to ensure a sustainable service culture and continuous improvement" for a new public service ethos (Stoker, 2006:48). The second one is the introduction of a broader concept of outcome, within both the decision-making processes and the performance measures. This concept encompasses the impact of the public action on the citizens or the community, while the traditional concept was focused on the impact on the users. With further evaluation, the label public value management "could be considered a more complex tool for assessing the total value of government services" (Kelly et al. Another interpretation comes from Cole & Parston (2006), when introducing the Public Service Value Model, but their contribution is focused on a mere recovering of the tools used by performance management. Every point of the strategic triangle (Legitimizing and authorizing environment, Operational capacity, Outcome/Public value) all the actors are involved in a massive process of accountability, internal and external. For this purpose "developing concrete methods of measuring specific aspects of performance" is considered as essential (Moore, 2006:98). Furthermore, it adds emphasis on both social outcomes and the action of partners and co-producers. The scheme is inspired by components observable also in the performance management scheme (fig. The inputoutput components aim to monitor operational capacity, by taking into account the consequent interactions with partners and co-producers of public services. In addition particular attention is paid to citizens in a logic of customer satisfaction. This offers a satisfactory explanation to the third question where citizens are seen as different from mere users: Moore (2006:106) argues "government has clients on one hand and citizens on the other". So the core of this relationship is in the behavior that public administration must "elicit from the clients which co-produce value for the public" in order to understand and respect their needs (Alford, 2011). This distinction is an interpretive lens to ensure some level of customer satisfaction but also to produce any necessary change to achieve desired outcomes. This means that politicians and managers have to establish a virtuous circle in three actions. The second envisages constant attention to monitoring processes and managing internal performance. Key values are identified as solidarity, equality, equity, authority and autonomy. On the one hand, performance management should aim at highlighting efficiency and productivity, and on the other it should measure the value created for the community and citizens in their different expressions.

For instance hiv infection of the brain 200mg molnupiravir with amex, the more people grew to depend for survival on knowledge instead of instinct hiv aids infection process molnupiravir 200 mg discount, the more they benefited from sharing their learning mutually; a solitary individual under such conditions became an idiot, which in Greek originally meant a "private person"-someone who is unable to learn from others. At the same time, paradoxically, there is a long tradition of wisdom warning us that "Hell is other people. And when we examine the most negative experiences in the life of average people, we find the other side of the glittering coin of gregariousness: the most painful events are also those that involve relationships. At home an uncaring spouse, an ungrateful child, and interfering in-laws are the prime sources of the blues. How is it possible to reconcile the fact that people cause both the best and the worst times? People are the most flexible, the most changeable aspect of the environment we have to deal with. The same person can make the morning Mihaly Csikszentmihalyi / 167 wonderful and the evening miserable. Because we depend so much on the affection and approval of others, we are extremely vulnerable to how we are treated by them. Therefore a person who learns to get along with others is going to make a tremendous change for the better in the quality of life as a whole. This fact is well known to those who write and those who read books with titles such as How to Win Friends and Influence People. Business executives yearn to communicate better so that they can be more effective managers, and debutantes read books on etiquette to be accepted and admired by the "in" crowd. Much of this concern reflects an extrinsically motivated desire to manipulate others. But people are not important only because they can help make our goals come true; when they are treated as valuable in their own right, people are the most fulfilling source of happiness. It is the very flexibility of relationships that makes it possible to transform unpleasant interactions into tolerable, or even exciting ones. How we define and interpret a social situation makes a great difference to how people will treat one another, and to how they will feel while doing it. For instance, when our son Mark was twelve years old, he took a shortcut across a rather deserted park one afternoon as he walked home from school. In the middle of the park he was suddenly confronted by three large young men from the neighboring ghetto. But he caught up with the trio, and asked if they would reconsider giving him back the watch they had taken. He explained that it was very cheap, and of no possible value to anyone except him: "You see, it was given to me on my birthday by my parents. The vote went two to one in favor of returning it, so Mark walked proudly home without change but with the old watch in his pocket. From an adult perspective, Mark was foolish to possibly risk his life for an old watch, no matter how sentimentally valued it was. But this episode illustrates an important general point: that a social situation has 168 / Flow the potential to be transformed by redefining its rules. In this case his success was largely dependent on luck: the robbers could have been drunk, or alienated beyond the reach of reason, and then he might have been seriously hurt. But the point is still valid: human relations are malleable, and if a person has the appropriate skills their rules can be transformed. But before considering in more depth how relationships can be reshaped to provide optimal experiences, it is necessary to take a detour through the realms of solitude. Only after understanding a bit better how being alone affects the mind can we see more clearly why companionship is so indispensable to well-being. The average adult spends about one-third of his or her waking time alone, yet we know very little about this huge slice of our lives, except that we heartily dislike it. Adolescents, adults, and old people all report that their worst experiences have taken place in solitude. Almost every activity is more enjoyable with another person around, and less so when one does it alone. People are more happy, alert, and cheerful if there are others present, compared to how they feel alone, whether they are working on an assembly line or watching television. For people in our studies who live by themselves and do not attend church, Sunday mornings are the lowest part of the week, because with no demands on attention, they are unable to decide what to do.

Effects on the Countryside Gottfried (1983 hiv infection symptoms wikipedia cheap molnupiravir 200mg line, 135) observes that In the aftermath of the Black Death hiv infection long term effects order molnupiravir 200 mg on-line, contemporaries noted the phenomenon of Ё Wustungen, the depopulation of rural areas. This migration to towns combined with the effects of disease in rural areas caused a pronounced shortage of agricultural workers". While urban populations recovered by the 16th century, rural population recovered in the aggregate only by 1600 (see Figure 3(b)). Unfortunately, we do not have localized data on rural populations, and thus cannot test if rural population also recovered locally by 1600. The Black Death led to a period of massive reforestation in Europe as the need for land and wood dramatically declined and marginal soils were abandoned Some coefficients are still negative, in particular for the analysis at the state/country level (cols. However, these effects are relatively small once standardized, with beta coefficients equal to -0. As shown in Figure 3(d), a greater share of land was used before the 14th century, reaching two thirds by 1300, and decreasing by 15 percentage points by 1400. The delayed recovery of land use may reflect the employment of more capital per worker and the switch to pastoral farming. We obtain the mean land share within a 10 km radius of each of the 165 main cities and examine how land use varied. The magnitude of the beta coefficient in 1300-1400 is lower than for the effect on city population but still high (-0. Overall, cities recovered their populations by the 16th century and their rural areas, based on the results on land shares, recovered theirs by 1600. Obviously, we expect cities and their rural areas to recover together: (i) As land is a fixed factor, rural wages increase when rural population declines, which, combined with nonhomothetic preferences, increases the demand for urban goods, thus attracting people to surrounding cities (VoigtlЁ nder and Voth, 2013b); and (ii) Fixed factors in cities means a Other sources have used data on tree rings or fossil pollen for plants used by humans, but only for selected regions. The correlation between the percentage change in land use within 10 km of a city and the percentage change in the population of that city is 0. Additionally, we control for the contemporaneous changes in both city population and country population in all land share regressions. However, random measurement error in land use, the dependent variable, should if anything lower the precision of our estimates. The effects are precise for the periods 1300-1400 and 1400-1500, thus minimizing this concern. However, cities recovered before land use, suggesting that either peasants were initially replaced by technology or livestock or that urban fixed factors played an important role in urban recovery. If both cities and their immediate hinterlands recovered their populations by 15001600, population recovery in high-mortality areas must have been driven by either differentially increasing fertility and decreasing mortality in high-mortality areas or migration from low- to high-mortality areas. Since rural areas close to cities also recovered, migrants must have come on net from rural areas farther away. Indeed, while land use recovered locally by 1600 (see Table 8), it did not recover in the aggregate before the 18th century (not shown). Accordingly, using gridcell-level data on cereal suitability, cereal suitability decreases with distance to existing cities in 1300 (Web Appendix Figure A. If fixed factors increase demand for labor in high-mortality areas, it could well be that marginal areas are more depopulated in low-mortality, not high-mortality, areas. Historians document how the Black Death led to the desertion of villages in England (Beresford, 1954), France, and Germany (Braudel, ed, 1965; Pounds, 1974). Some of the smaller villages were lost in these circumstances many more shrank dramatically in size. In the longer run, since labor was in short supply and peasants demanded better pay, many landowners switched to sheep rearing, which required much less labor than arable farming. Peasants also abandoned their villages to seek newly available economic opportunities in high-mortality areas. This Of course, it could have been that people left areas close to low-mortality cities for areas close to high-mortality cities to be in turn replaced by migrants from rural areas farther away from cities. Potato suitability does increase with distance from cities in 1300, which is not surprising since it did not matter before the introduction of the potato in the 16th century (results not shown, but available upon request). But immigrants had to come from somewhere and it was often the countryside that lost population (see Web Appendix Section 11.

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