Subject Entrepreneurship

Segment Sources of Opportunity

Topic Types and Attributes of Resources

This text version is for your personal study only. Reproduction and/or redistribution is not allowed.

Please note that this is a text-only version. All links and animations are not activated in this version.
It is recommended that you view the topic online for an interactive learning experience.

Table of Contents
1. Overview
2. Identifying Attributes of Strategic Resources
3. Importance of Strategic Resources
4. Types of Resources: The PROFIT MODEL
5. RBV and Business Success
6. Application of the RBV to the Blitz Case
7. Self-Assessment
8. Summary

1. Overview
Why do entrepreneurs need a theory of entrepreneurship?
This is because a theory enables its user to be efficient. The process model of new
venture creation is a theory about what entrepreneurs tend to do to create a new
venture. In this topic, we will discuss the theory about the kinds of resources and
capabilities entrepreneurs need in order to have a successful business. This theory is
called the resource-based view (RBV) of the firm. We apply this theory to the new
venture, the developing enterprise and smaller business.
The evolutionary approach to entrepreneurship is quite compatible to the RBV, but at
a different level. The evolutionary approach is a valuable tool at the population or
industry level because it helps us explain how communities or networks of
organisations are formed. The RBV is useful at the level of individuals and nascent
entrepreneurs because it provides guidance for behaviour and strategy.
Both approaches coalesce in the early creative period of innovation when the initial
variation takes place. Here, the innovators strive to obtain and configure resources
to build an economic organisation that will prosper and survive. The RBV helps
explain how they do that.
The resource-based theory is efficient and practical because it focuses on the
strengths, assets and capabilities of entrepreneurs and their ventures. It not only
incorporates market opportunity and competition into the model, but also
emphasises resources. An entrepreneur may already control these resources or may
be able to obtain them in the future. However, without resources to exploit a
situation, even the best situation cannot create an entrepreneur. This topic details
the basic terminology and concepts of the RBV. Read this article, “Firm Resources
and Sustained Competitive Advantage” to learn about the resource-based theory and
its details.
Objectives: Types and Attributes of Resources
Upon completion of this topic, you should be able to:
 explain the resource-based theory of entrepreneurship
 explain the attributes of resources that firms require to create sustainable
competitive advantage (SCA)
 describe types of strategic resources and examine how these resources
influence success

Copyright © 2015, GlobalNxt University. All rights reserved. 1 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

2. Identifying Attributes of Strategic Resources

What is a resource?
A resource is any thing or quality that is useful. No two entrepreneurs are alike, and
no two ventures are the same. The resource-based theory of sustainable competitive
advantage (SCA) makes sense for the study of entrepreneurship because it focuses
on idiosyncrasies and differences that characterise entrepreneurs and the founding of
their companies.
According to RBV, entrepreneurs are individuals who are important and unique
resources to the firm - resources that money cannot buy. The resource-based theory
contests the assumptions of the purely economic theories of industrial organisation
and strategy. Resource-based theory assumes that resources distributed among
firms are heterogeneous and immobile. In plain English, firms have different starting
points for resources (called "heterogeneity") and other firms cannot get them (called
"immobility"). This theory values creativity, uniqueness, entrepreneurial vision and
intuition and the initial conditions under which new ventures are created.
How does a new firm originate?
Economic organisations have their origins in the resources currently controlled,
potentially acquirable and combined and assembled by the entrepreneur or the
entrepreneurial team. Firms begin their history with a relatively small endowment of
strategically relevant resources, but a firm's uniqueness depends on how these
resources are expected to perform in the marketplace. The theory has a rather
simple formula:

However, this is only possible if cheap assets exist. In addition, the availability of
assets depends upon the existence of a market imperfection that is due to imperfect
information or variations in expectations about prices and events. These two sources
of imperfection are not limitations because perfectly available information seldom
exists, and the key to an entrepreneur's vision is insight into the future. The essence
of successful entrepreneurship is foresight and taking advantage of uncertainty and
incomplete information before someone else does.
How does this apply to corporate entrepreneurship?
Existing firms and larger corporations apply the resource-based view of the firm a bit
differently. Instead of thinking about resources in terms of starting a new enterprise,
corporate strategists use the theory to implement the company's strategic plan and
intent. The strategic intent of a corporation is the long-term goal to move from the
firm's current position to its desire future position. In order to do this, the firm must
understand the resources and capabilities it currently has and then determine its
future needs. The difference between current capabilities and future needs is the
"resource and capability gap".
The Resource-based view (RBV) holds that SCA is created when firms possess and
employ resources that are rare, valuable, imperfectly imitable and non-substitutable.

Copyright © 2015, GlobalNxt University. All rights reserved. 2 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

Learn about the attributes of RBV in the presentation below.

Attributes of Resource-based View

Now, let us learn about these attributes in detail.
Rare
A resource is rare if it is not available to all competitors at a price that all
competitors can afford. In some sense, the price of the asset is a signal to its rarity.
However, not all resources are acquired through the market, and therefore, not all
resources have a price. Some resources are acquired through learning and training,
and some by accident of experience and history. Entrepreneurs whose initial
endowments are obtained in this manner, or in ways that avoid market prices, can
have rare resources.
Valuable
Resources are valuable when they help the organisation implement its strategy in an
effective and efficient manner. This means that in the context of a strengths,
weaknesses, opportunities and threats model of firm performance, a valuable
resource is one that exploits opportunities or minimises threats in the firm's
environment. This characteristic of a strategic resource highlights the similarity
between the resource based model and the environmental model of strategy.
However, the environmental model only includes this attribute of resources, while
the resource based model includes additional attributes also.
Imperfectly Imitable
Firms with rare and valuable resources clearly have advantages over firms lacking
such assets. Indeed, such strategic endowments will often lead to innovation and
market leadership. However, even rare resources can be procured at a price. If the
price is so high that no profit is made, there is no SCA because the procuring firm
has spent its advantage on the resource. Where duplication is not possible at a price
low enough to leave profits, the resource is said to be imperfectly imitable or
something that cannot be imitated. There are three reasons for imperfect imitability,
unique historical conditions, causal ambiguity and social complexity.
Non-substitutable
Non substitutable resources refer to the degree to which common resources are
strategically equivalent to the valuable and rare resources of another firm. For
example, let us say that there are two firms, A and B. A has a resource that is rare
and valuable, and it employs this resource to implement its strategy. If B possesses
a common resource that can be substituted for valuable and rare resources of A, and
these common resources do the same things, then the rare and valuable resources
of A will not lead to strategic advantage. In fact, if B can obtain common resources
that threaten the competitive advantage of A, then so can numerous other firms
thereby insuring that A has no advantage. At times, very different resources can also
be substitutes. An expert system computer program may substitute for a manager. A
charismatic leader may substitute for a well designed strategic planning system. A
well designed programmed learning module may substitute for an inspirational
teacher.

Copyright © 2015, GlobalNxt University. All rights reserved. 3 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

3. Importance of Strategic Resources

Why are these four characteristics important ?
When a firm possesses and controls resources with these four characteristics, it will
be able to withstand competitive and imitative pressures. If the new enterprise can
protect these resources and maintain these four qualities, it will have competitive
advantage over the long term. New ventures that form with some of these
characteristics but not others will have short-term or minor advantages. Firms that
are created with all of these qualities, but not completely and without protection
from competitors, will have a competitive advantage until other firms are able to
copy and imitate it.
If entrepreneurs' goal is to achieve SCA for the new venture, then they must create
an organisation that possesses these four attributes. If they choose wisely, they will
create a venture that is forgiving, rewarding and enduring. If not, their venture will
fade into an also-ran whose bundle of resources may soon be depleted by the forces
of destructive capitalism.
A recent research study has verified this conclusion. The study sought to identify the
criteria that influence the performance of high-tech new ventures. The results
indicated that entrepreneur quality, resource-based capability and competitive
strategy are the critical determinants of the firm's viability and achievement.
Successful entrepreneurs develop multiple resource-based capabilities to support
multiple-strategies and push their products through market. Another conclusion is
unique products relative to competitors do not bring success. Instead, the firm's
ability to meet the unique requirements of customers brings success. Read this
article, “Success criteria in high-tech new ventures” to know more about this study.

4. Types of Resources: The PROFIT MODEL

The resource-based theory recognises six types of resources: Physical resources,
Reputation resources, Organisation resources, Financial resources, Intellectual
resources and Technology resources. The first letter of each of these types spells out
the word "PROFIT". These six types of resources are broadly categorised and include
all assets, capabilities, organisational processes, firm attributes, information and
knowledge. Let us review the six types of resources in the presentation below and
examine the special situations where these resources may confer particular
advantage or no advantage at all.

Resources of the Resource-based Theory: PROFIT Model

Given below is a description of each resource type.
Physical Resources
Physical resources can be thought of as the tangible property of the firm employed in
either the production or administrative process. This includes the firm's plant and
equipment, its location and the amenities available at that location. Some firms also
possess natural resources, such as minerals, energy resources or land. These natural
resources can affect the quality of its physical inputs and raw materials. Other inputs
may have to be purchased.
Rob Ryan is a serial entrepreneur, and his current focus is to help other
entrepreneurs. To accomplish this, he uses his own ranch and retreat in the great
western state of Montana in the US. The ranch land is a physical resource that

Copyright © 2015, GlobalNxt University. All rights reserved. 4 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

enables Ryan's clients to enjoy the rugged outdoors and receive lessons on
entrepreneurship, management and business planning. Ryan runs Entrepreneur
America in this sprawling setting. Read the article, Out of business: as Rob Ryan
discovered, some innovation happens only after you leave the company, to see how
this unique location helps drive the business success. In addition, note how Ryan
advises his entrepreneurial customers to think big!
Reputation Resources
Let us move on to reputation resources. Reputation resources can be defined as the
set of perceptions that constituents in the firm's environment hold for the company.
It can exist at the product level, in terms of brand loyalty, or at the corporate level,
as a global image. While technological resources may be short lived because of
innovations and inventions, reputation capital may have a long life. Many
organisations maintain high reputations over long periods of time. In fact, Fortune
magazine's annual survey of corporate reputation indicates that 7 of the top 10
corporations in any given year have appeared in the top 10 many times before.
When your organisation's reputation is in tatters, you have a problem. Read the
article, Reputation: you only know its worth when it lies in tatters, to see how bad
the damage can be and how organisations try to manage the risk of losing their good
name.
Organisation Resources
Let us discuss organisation resources. These resources refer to the firm's structure,
routines and systems. It ordinarily refers to the firm's formal reporting systems, its
information generation and decision making systems and any formal or informal
planning that the business does.
The organisation's structure is an intangible resource that can help one differentiate
the organisation from its competitors. A structure that facilitates speed can be the
entrepreneur's most valuable resource. In the post industrial economy, organisations
will increasingly be required to make decisions, innovate, acquire and distribute
information more quickly and more frequently than ever before. Organisational
structures that separate the innovation from the production function speed up
innovation, while those that separate marketing from production speed up
marketing. The appropriateness of designs depends on the complexity and
turbulence in the environment.
Obtaining organisation resources and developing the initial organisational culture are
among the most important skills that an entrepreneur can possess. Visit the
Startupfailures website and click through to Step 18 in the Steps for Sustainability
Archive. The article posting details 5 vital steps for creating a corporate culture
where human potential can be realised while business value is generated. Read these
steps to see how organisational resources influence the longevity of a venture.
You will read about some useful advice for imprinting a high-performance culture in
your new organisation. An organisation?s culture generates a contract wherein the
team and the organisation are committed to first survive and then to create a place
for the realisation of everyone's potential. Following these steps could prove to be
one of the keys to your organisation's sustainability.
Financial Resources
Financial resources are those that represent money assets, and fungible financial
stocks. Financial resources can be characterised generally as the firm's borrowing

Copyright © 2015, GlobalNxt University. All rights reserved. 5 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

capacity, the ability to raise new equity and the magnitude of internal fund
generation. Access to capital markets at below average cost is an advantage
attributable to the firm's credit rating and previous financial performance. Various
indicators of a venture's financial resources are its debt to equity ratio, its cash to
capital investment ratio and its external credit rating. Although start up
entrepreneurs perceive that access to financial resources is the key to getting into
business, most agree that financial resources are seldom the source of sustainable
competitive advantage.
However, the management of financial resources, the organisation, processes and
routines that the firm develops, which enables it to use its resources more
effectively, can be a source of SCA. This is because the capability of financial
management possesses the complexity and human element that is valuable, rare,
imperfectly imitable and non substitutable. Therefore, while the money as a resource
is inert and static, the capability of managing the money is dynamic, complex and
creative.
Intellectual Resources
These resources include all the knowledge, training and experience of the
entrepreneur and the entrepreneurial team. It comprises all the judgment, insight,
creativity, vision and intelligence possessed by the individual members of an
organisation. Entrepreneurs often perceive great opportunities where others see only
competition or chaos. Therefore, entrepreneurial perception is a resource. The values
of the entrepreneurs and their beliefs about cause and effect can form the initial
imprint of the firm's culture.
In addition, human capital includes relationship capital as a subset. Relationship
capital does not refer to what the organisation's members know, but whom the
organisation's members know and what information these people possess.
Networking gives the entrepreneur access to resources without controlling them. This
minimises the potential risk of ownership and keeps overhead down. Entrepreneurial
networking has become standard practice, and the old view of the entrepreneur as
the rugged individualist is now modified to reflect the realities of today's complex
business environment. Finally, intellectual resources also include non personal
relationships of the organisation, such as contractual or continuing based habit,
custom or tradition.
To gain some perspective on outstanding intellectual resources let's take the case of
Cognizant Technology Solutions.
Cognizant Technology Solutions at Teaneck, New Jersey in the United States is a
software development company for information intensive firms and industries.
Recently, they were ranked number 8 on Business week's ratings of Hot Growth
Companies.
Among the fastest growing entrepreneurial companies, Cognizant largely attributes
its success to its intellectual resources. If you visit their website, you will find that
they share a great deal of their expertise and prior work directly on the website.
There are case studies of previous clients, descriptions of industry practices, and a
complete description of corporate advantages. How can they be so forthcoming?
Because their true advantage is embodied in the people they employ and the
knowledge and experience that they have. Cognizant even runs its own knowledge
academy. Here is its description from the website,
"Our greatest strength is our people's knowledge and it is our associates and

Copyright © 2015, GlobalNxt University. All rights reserved. 6 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

managers who deliver the outstanding projects upon which we have built our
reputation. Cognizant is committed to facilitating continuous learning among its
associates. This commitment plays an important role in ensuring that the associates
keep themselves current with leading edge technologies and executive
communication skills so that they can perform their roles effectively and efficiently."
Technology Solutions
Technology resources are embodied in a process, system or physical transformation.
These may include labs, research and development facilities and testing and quality
control technologies. Knowledge generated by research and development and then
protected by patents is a resource, as are formulae, licenses, trademarks and
copyrights. Technological secrets and proprietary processes are also resources. There
is a distinction between technological capital and intellectual capital. Intellectual
capital is embodied in a person or persons, and is mobile. If the person or persons
leave the firm, so does the capital. On the other hand, technological resources are
physical or legal entities and are owned by the organisation.
Let us learn more about Outstanding Technology Resources.
Sicor Inc. at Irvine, California is a vertically integrated, multinational pharmaceutical
company that focuses on generic finished dosage injectable pharmaceuticals, active
pharmaceutical ingredients, or APIs and generic bio pharmaceuticals. It is ranked
number 15 in Business week's 2003 Hot Growth Companies.
Sicor has mastered the manufacture and testing of hundreds of medical compounds
in its labs and facilities. The company has also mastered the production of injection
instruments as well as the packaging for the product. In this sense, Sicor's
technological resources are a primary source of competitive advantage. Sicor is an
international firm with facilities all over the world. You will also note that in addition
to its technology resources, Sicor has enormous relationship capital in the form of
alliances, intellectual and human resources in the form of excellent scientists and
executives and superb worldwide labs in the form of physical resources.

Note: This review of the PROFIT model references the following:

 Entrepreneur America
 Beck, S., “ Out of Business”, Inc. 19 no.6 (May 1997): 72-77
 Fortune
 Maitland, A., “ Reputation: you only know its worth when it lies in tatters”,
The Financial Times (31 March 2003): 14
 Conference Guru
 Cognizant Technology Solutions
 Teva Pharmaceuticals

Reading: Organisational Resources and Sustainable Entrepreneurship

Obtaining organisation resources and developing the initial organisational culture are
among the most important skills that an entrepreneur can possess.
Visit the Conference Guru website and click through to Step 18 in the Steps for
Sustainability Archive. The article posting details 5 vital steps for creating a
corporate culture where human potential can be realised while business value is

Copyright © 2015, GlobalNxt University. All rights reserved. 7 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

generated. Read these steps to see how organisational resources influence the
longevity of a venture.
You will read about some useful advice for imprinting a high-performance culture in
your new organisation. An organisation's culture generates a contract wherein the
team and the organisation are committed to first survive and then to create a place
for the realisation of everyone's potential. Following these steps could prove to be
one of the keys to your organisation's sustainability.
Reflection: Outstanding Intellectual Resources
Cognizant Technology Solutions at Teaneck, New Jersey (USA) is a software
development company for information-intensive firms and industries. Recently, they
were ranked number 8 on Business week's ratings of Hot Growth Companies. Among
the fastest growing entrepreneurial companies, Cognizant largely attributes its
success to its intellectual resources. If you visit their website, you will find that they
share a great deal of their expertise and prior work directly on the website. There are
case studies of previous clients, descriptions of industry practices, and a complete
description of corporate advantages. How can they be so forthcoming? Because their
true advantage is embodied in the people they employ and the knowledge and
experience that they have. Cognizant even runs its own knowledge academy. Here is
its description from the website:
"Our greatest strength is our people's knowledge and it is our associates and
managers who deliver the outstanding projects upon which we have built our
reputation. Cognizant is committed to facilitating continuous learning among its
associates. This commitment plays an important role in ensuring that the associates
keep themselves current with leading-edge technologies and executive
communication skills so that they can perform their roles effectively and efficiently".

Reading: Outstanding Technology Resources

Teva Pharmaceuticals, from Israel, is a vertically integrated, multinational
pharmaceutical company that focuses on generic finished dosage injectable
pharmaceuticals, active pharmaceutical ingredients, or APIs and generic bio-
pharmaceuticals. It is ranked number 15 in Business week's 2003 Hot Growth
Companies.
Visit the Teva website and look up the About Us sections. When reviewing these
sections, reflect on the questions given below:
 Where are the various subsidiaries of Teva located?
 What do you think are Teva's sources of competitive advantage?
 What are the key resources that have contributed to Teva's success?
You will learn that Teva has mastered the manufacture and testing of hundreds of
medical compounds in its labs and facilities. The company has also mastered the
production of injection instruments as well as the packaging for the product. In this
sense, Teva's technological resources are a primary source of competitive
advantage. You will see that it is an international firm with facilities all over the
world. You will also note that in addition to its technology resources, Teva has
enormous relationship capital (alliances), intellectual and human resources (excellent
scientists and executives) and superb worldwide labs (physical resources).

Copyright © 2015, GlobalNxt University. All rights reserved. 8 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

5. RBV and Business Success

You learned that ventures and enterprises that have resources and capabilities that
are rare, valuable, imperfectly imitable and non-substitutable have a basis for SCA.
When you have many types of resources with these qualities, you have strengths
that can be used to your advantage. When you do not, you have weaknesses that
require development.
You also learned about the six types of resources (physical resources, reputation
resources, organisation resources, financial resources, intellectual resources and
technology resources), which are the basic profit factors used in assessing the
potential of a new venture. Each firm will have different combinations and
configurations of the six categories of resources and capabilities. However, the
juxtaposition of resource qualities with resource configuration makes the key
difference.
Unlike the classical economic models that consider all firms and their products as the
same, they are quite different in the real world. The reality is that some
entrepreneurs succeed spectacularly, some fail miserably and many just limp along
endlessly. This is the fundamental explanation of why RBV considers business
realities as it does. This explanation diverges quite a bit from the classical
economists' version, but it is much closer to the reality we all experience.

6. Application of the RBV to the Blitz Case

You have categorised Blitz's opportunity recognition process. In this topic, let us
review the key resources that the founders bring to Zuma SunCare.
Reading: Blitz and the Resource-based View
Blitz Suntan lotion is a line of tanning and sun production products, with varying
degrees of SPF levels. Review the Resources that the Blitz team members bring to
the venture in the Blitz case.
When reviewing the case, reflect on the following questions:
 Does the Blitz team bring substantial resources to Zuma SunCare?
 Which resources does the Blitz team possess to some extent?
 Who, in your opinion, could prove to be a critical resource for Zuma SunCare?
You will see that the Blitz team lacks some important resources, and this makes it
tough for them to get financial resources. To begin with, they do not have an
organisation or any physical resources. Moreover, they do not have any tangible
reputation in the market. Suntan lotions are already available in plenty in the
market, just not in dual chambers. Although the team does have some marketing
experience and enormous amount of relationship capital, they do not have any start-
up business experience. This is why hiring Steven Smith as the CEO is so important.
Here is a person who has a record of accomplishment and has the recommendation
of at least one funding source. In essence, the overall resources of Blitz could be
graded at D without Smith, and C with him as part of the team.

Copyright © 2015, GlobalNxt University. All rights reserved. 9 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

7. Self-Assessment
Now, try the self-assessment questions to test your understanding of the topic. Click
the following link to open the Self-Assessment in a new window.
Self-Assessment
Q1. Which of the following statements is the most appropriate definition of a
resource?
1. A resource is any thing or quality that is rare.
2. A resource is any thing or quality that is useful.
3. A resource is any thing or quality that is imperfectly imitable.
4. A resource is any thing or quality that is non-substitutable.
Q2. Which of the following is the most appropriate definition of strategic resources?
1. Resources that are well-located or placed
2. Resources that are included in a new venture's business plan
3. Resources that create competitive advantage
4. Resources that are necessary for carrying out the firm's usual activities
Q3. Which of the following is the most appropriate definition of rare resources?
1. Resources that exploit some environmental opportunity
2. Resources that cannot be copied by competitors
3. Resources that are not widely available to all competitors
4. Resources that cannot be replaced by other common resources
Q4. Which three of the following can be categorised as a firm's technological
resources?
1. Research labs and development facilities
2. Minerals and energy resources
3. Licenses and trademarks
4. Quality control methods
Q5. Which of the following statements best defines reputational resources?
1. Perceptions that internal people have about the company
2. Perceptions that external people have about the company
3. Ability of the company to gather internal data
4. Ability of the company to gather external data
Q6. Which three of the following can be categorised as an organisation's financial
resources?
1. The firm's borrowing capacity
2. The firm's ability to raise new equity
3. The firm's ability to consume and expend
4. The amount of cash generated by internal operations

Copyright © 2015, GlobalNxt University. All rights reserved. 10 of 11

Subject Entrepreneurship
Segment Sources of Opportunity
Topic Types and Attributes of Resources

8. Summary
This topic covered the following points:
 To achieve success, a new venture must be able to obtain a sustainable
competitive advantage. This is done by possessing, procuring, developing,
controlling and employing resources, skills and capabilities that have the
following characteristics:
o Rare
o Valuable
o Imperfectly imitable
o Non-substitutable
 Resources and capabilities can be organised into the following six categories:
o Physical
o Reputation
o Organisation
o Financial
o Intellectual and human
o Technology
 Each business will have a different configuration of these resources and
capabilities, and therefore, will compete differently in the market. This leads
to differential success due to strengths and weaknesses. As a result, some
firms thrive and others disappear.
Credits and Disclaimer
Microsoft is a registered trademark of Microsoft Corporation in the United States and/or other countries.
Netscape and Navigator are registered trademarks of Netscape Communications Corporation.
J. Barney, "Firm Resources and Sustained Competitive Advantage," Journal of Management, Vol. 17, 1991. Copyright ©
1991 Jay Barney. Used by permission of the author.
M. Kakati, "Success Criteria in High-tech New Ventures," Technovation, May 2003, Vol. 23, pp. 447-457. Copyright ©
2003 with permission of Elsevier, Inc.
Copyright © 2000-2005 Possibility Productions d/b/a Conference Guru. All rights reserved.

Copyright © 2015, GlobalNxt University. All rights reserved. 11 of 11