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EE To Offer BlackBerry Enterprise Service 10
All Tech News > Mobility > Smartphones > EE To Offer BlackBerry Enterprise Service 10
Steve McCaskill, March 27, 2013, 3:56 pm
MobilitySmartphonesWorkspace
BlackBerry Enterprise Service 10 will be available on EE 4G from 2 April
EE is to offer the BlackBerry Enterprise Service 10 (BES10) mobile management platform to business and public sector customers.
BES 10 provides security and application management for BlackBerry 10 smartphones as well as mobile device management for smartphones and tablets running Android and iOS.
The platform also enables BlackBerry Balance on BlackBerry 10, a feature which separates work and personal data and apps, effectively creating two profiles.
EE BES 10 roll out
EE will make BES 10 available from 2 April, with prices starting from £14 per month for 1GB of mobile data. All price plans include user licenses, server software and dedicated BB support from EE, while 4G can be added for an additional £3 a month.
"Now businesses can get BlackBerry's industry-leading security and mobility management solution on the UK's best and fastest network," commented Max Taylor, Director of Business at EE. "Alongside our Secure Mobility management software, the introduction of BlackBerry Enterprise Service 10 means we are the only network operator to offer enterprise-grade security across all mobile operating systems, covering 3G and 4G devices."
"BlackBerry Enterprise Service 10 builds on our decade long leadership in the mobile enterprise space with a unique end-to-end, multi-platform enterprise mobility management solution," added Rob Orr, Managing Director UK & Ireland at BlackBerry. "Our BlackBerry Z10 customers on EE can already take advantage of the nation's fastest mobile network, and we're delighted that the network's enterprise customers will now be able to avail of a mobile enterprise solution that blends unrivalled security with maximum usability."
Recovery hopes
The BlackBerry Z10 is currently the only smartphone running BlackBerry 10, which is seen as vital to the future of the company, which has seen its share of the smartphone market slide in recent years as a result of increased competition from the likes of Apple and Samsung.
It is hoping to retain and attract public sector customers, but it has emerged that BlackBerry 10 has not yet been approved for government use, although this is expected to arrive in the summer once testing has been concluded.
On Thursday, BlackBerry will reveal its first results since launching the BlackBerry Z10 earlier this year, although analysts reports of a lacklustre US launch have affected the company's share price.
What do you know about BlackBerrys? Find out with our quiz!
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BlackBerry Secure Work Space Receives US DoD Security Clearance For iOS And Android


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Professionals have done this before. They know how to make it easy, and they know how to do it right. If you're fumbling around in the dark, you might discover that you're causing as much damage as you're fixing–and that means an even heftier cleanup bill at the end of the day. Instead, work with a professional to ensure that you're really fixing your home, not just making matters worse. They also don't have personal involvement. While it might be devastating to you to see your family's possessions soaked and scattered, professionals have seen it all before, and they can fix it up more efficiently.
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Co-Working Spaces in Mexico
Nuevos Modelos de Trabajo y Creación de Valor: Co-Working Spaces en México
Martha, Corrales-Estrada[1]
Co-working spaces are an increasing phenomenon in most cities, with different formats, in some cases individuals look for a place to work on their computer for a few hours, while others assemble specific talent such as freelancers, entrepreneurs, students to socialize, foster collaboration between various disciplines to build a knowledge sharing community, and to create an environment to foster an ecosystem for innovation.
However, the literature lacks conclusive empirical results about the motivations, practices and drivers for sharing collaborative spaces, and if there are theoretical views as rationale for the boom of these collaborative communities. A current understanding in the corporate literature is that people look for jobs and social security, but what is known about the new generations, are they comfortable with cubicles, schedules, and lifelong employment?
To explore the CWS' motivation, practices and drivers, this empirical research was based on two comparative and exploratory case studies as a methodology, and using semi-structured interviews and direct information observation. Secondary data like the content of the spaces' web pages, online forums and discussion mailing lists has also been taken in consideration.
Based on the case study findings, the article proposed a typology of the different drivers to affiliate to a CWS. Two types of networks were distinguished: (1) networks like The Pool CWS, focusing on an economic logic (cost reduction); and (2) networks like El Cowork, based on a utilitarian logic (sharing of resources, knowledge and means of work).
Key words: Co-Working Spaces, Sharing Economy, Value Creation
Los "coworking spaces" son un fenómeno creciente en la mayoría de las ciudades, con diferentes formatos; en algunos casos, las personas buscan un lugar para trabajar en su computadora durante unas pocas horas, mientras que otros reúnen talento específico, como "freelancers", empresarios o estudiantes, buscando socializar y fomentar la colaboración entre diversas disciplinas para construir una comunidad de intercambio de conocimientos y crear un ambiente para fomentar un ecosistema para la innovación.
Sin embargo, la literatura carece de resultados empíricos concluyentes sobre las motivaciones, las prácticas y los detonantes para compartir espacios de colaboración, y si hay enfoques teóricos como fundamento para el auge de estas comunidades colaborativas. Un entendimiento actual en la literatura corporativa es que las personas buscan empleo y seguridad social, pero ¿qué se sabe acerca de las nuevas generaciones, están a gusto con los cubículos, los horarios y el empleo de por vida?
Para explorar la motivación, las prácticas y los impulsores del CWS, esta investigación empírica se basó en dos estudios de casos comparativos y exploratorios como metodología, utilizando entrevistas semiestructuradas y observación de información directa. También se han tenido en cuenta datos secundarios como el contenido de las páginas web de los espacios, foros en línea y listas de correo de discusión.
Basado en los resultados del estudio de caso, el artículo propuso una tipología de los diferentes detonantes para afiliarse a un CWS. Se distinguieron dos tipos de redes: (1) redes como The Pool CWS, enfocadas en una lógica económica (reducción de costos); y (2) redes como El Cowork, basadas en una lógica utilitaria (compartir recursos, conocimiento y medios de trabajo).
Palabras clave: "Co-Working Spaces", "Sharing Economy", Creación de Valor
Códigos JEL: O35; L26; M21
Co-working spaces (CVW) are an increasingly global and visible phenomenon in most cities, with more than 7,800 spaces worldwide, located in 63 countries, with 781 CWS just in the US, 230 in Germany, 199 in Spain, 154 in UK, 121 in France, 129 in Japan, 22 in China, 95 in Brazil, 21 in Mexico and 19 in Argentina (Deskmag, 2016). According to the global survey on co-working spaces, the number of CWS worldwide has grown from 75 in 2007 to 3,400 in 2013 and to 7,800 in 2015, representing a 36% of growth in the last 12 months. The number of members worldwide also grew from 43,000 in 2011 to 510,000 in 2015 (Deskmag, 2016).
There are more than 7,800 CWS worldwide, located in 63 countries. The number of members worldwide also grew from 43,000 in 2011 to 510,000 in 2015 (Deskmag, 2016).
Some CWS are being procured by individuals simply looking for a place to work on their laptop for a few hours, while others try to carefully put together an ensemble of small companies and entrepreneurs that come in every day. Research into such spaces has, using survey methodologies, assessed their ability to make the resident companies grow (Vanderstraeten & Matthyssens, 2012), or contract other users of the same space for business. Critical research in resource, population and geography has focused on the relation of such spaces to their immediate urban environment, pointing out that they might be a vehicle to foster creativity (Peck, 2012), pushing cultural workers to continuously expand their social capital while socializing.
Another impact with the implementation of CWS is the increasing number of self-employed workers (Cappelli & Keller, 2013), considering that a new generation of professionals is attracted into choosing a life with a lot of flexibility in terms of time and place of work, but how this socialization takes place exactly needs empirical study.
Aiming to fill this gap, this paper presents qualitative findings from a research in two CWS in Mexico, one in Mexico City and one in Monterrey, since they are considered to be the most important cities in terms of population as well as economic and industrial activity.
Following a qualitative and inductive approach (Eisenhardt & Graebner, 2007), with detail observation to understand the practices in these spaces as constitutive of the co-working phenomenon. Why members choose to join and to assemble in a common working space, to what end, what is the value proposition, describing the bundle of products and services that create value for a specific customer segment and in this case the advantages to build a community (Osterwalder & Pigneur, 2010). While many of such spaces differ from one another to the extent that it is not always evident to place them in the same category, it is important to start from the intuition that there are some common denominators to be discovered. With the consideration that even though the CWS uses local practices and real-time, the working practices are also global, following the sun, virtually in space and time.
CWS present themselves as exciting places where creativity flourishes and corporate culture seems a distant phenomenon, but what are the dynamics that will allow the community to grow and to survive, individually and as a group?
The outline of this paper is as follows. It starts by discussing the existing literature on CSW; to provide an understanding on how exactly these spaces are evolved in time, globally and in emerging markets like Latin America, and Mexico in particular. Second, the research question is presented, followed by a proposed methodology based on two case studies in Mexico as a support to present the empirical findings and conclusions regarding CWS with focus on population, resources and culture to explain how and why do individuals and innovation communities enter and participate in co-working spaces.
CWS are a recent phenomenon. Although the the term "co-working" originated in San Francisco in August 2005 and was founded by programmer Brad Neuberg, the CWS was organized as a non-profit co-op, hosted by Spiral Muse. The space offered five to eight desks two days a week, along with shared lunches, meditation breaks, massages, bike tours, and a strict closing time of 5:45 P.M. From then forward, there was a rapid growth of co-working spaces in various cities in the US (Spinuzzi, 2012). When the co-working phenomenon spread across the globe in the years following its foundation, it mixed with local practices and policies such as, for example, Zwischennutzung in Berlin, as a multi-purpose space (McRobbie, 2016), or the local community-based social enterprises in London, and the breeding places policy in Amsterdam where city authorities tried to form alliances with the local sub-cultural scene in order to create an attractive climate for creative groups in former factories, warehouses and schools (Peck, 2012). The evolvement of such places is ever continuing, and as a result one could find more than 7,800 CWS in 2015 (Deskmag, 2016) and similar venues with various profiles, revenue models and target groups (Gandini, 2015).
The phenomenon we look at is thus on the one hand characterized by diversity, since many CWS combine their co-working area with cafes, galleries, or artist studios, thus creating places that are many things at once. Furthermore, the term co-working does not cover all of the spaces, nor do all co-working spaces look or work the same. At the same time there are certain common denominators to be found between such places. The people working there often work individually (freelancers, solo-entrepreneurs and students) or are part of a very small organizations looking to be embedded in a dynamic working environment. They often only really need their laptop in order to work, meaning they easily move between different places of work. If not located in a central downtown location, these places often have an urban and leisure-like feel to them in terms of interior design and proximity to cafes, bars, and other urban facilities.
In order to establish a common ground for CWS, so that it is possible to study specifics and differences as the findings are presented, the Ropo et al. (2015) definition was considered as the reference for the paper as a comprehensive definition for CWS (Ropo et al., 2015, p. 3): "A Co-working space is a workspace that has shared desks, a good Internet connection, usually at least one open-plan space, a common kitchen area and meeting facilities. One can join a space on a daily, weekly, monthly or yearly basis. Often there are no dedicated spaces, desks or chairs, and one can/must choose anew every morning: Where do I sit? With whom?"
But CWS are not simply defined by the fact that people work together in the same space. There is often another goal (explicit or implicit) attached to these places, such as the interest to foster collaboration between various disciplines, the aim to build an ecosystem for innovation, or the wish to create environments in which small businesses can grow rapidly (Peck, 2012).
CWS may be perceived as an alternative to "traditional" organizational settings, but their predecessors are in fact spaces for collaboration which were set up by large organizations. In a study of the Betahaus, a co-working space in Berlin, Gandini (2015, p. 9) saw in CWS "the natural organizational form for the communal factory", claiming that CWS may foster solidarity between self-employed workers in precarious circumstances. CWS, he argued, are a successful reaction to the radical changes in the economic system, and should be seen as social laboratories for new ways of value creation. Gandini (2015, p. 4), by contrast, shows himself skeptical towards such hype, he argues that while these places might help to foster a community among solitary workers, the increase of social capital is only a tool in elevating one's professional profile on the way to individual professional success, and argues that "the communitarian and value-oriented approach to work should therefore be seen as the necessity to share a state that pertains to a creative community", or what Pierre Bourdieu called "habitus", a system or community composed of durable, structured structures designed to find new solutions to new situations, based on members needs and intuitions, which Bourdieu believed were collectively and flexible shaped (Bourdieu, 2004).
Spinuzzi (2012) conducted a qualitative study in CWS in Austin, Texas, showing how people's expectations, interactions and situations they found in the co-working spaces and how these perceptions and experiences mattered greatly for how they understood co-working. It is therefore crucial to take into account the beliefs and actions of those social actors involved in the construction of this phenomenon and its evolution. The social actors involved in this situation built a critical analysis of the politics involved in these spaces through a focus on the practices of these spaces. Nicolini (2009) proposes a methodology of zooming in and zooming out through different community lenses, to consider details and general aspects of the co-working space. Zooming in entail, among other things, a focus on "sayings and doings" on a process of socialization. Zooming out can mean the effects of the global perspective and how it is being implemented on the local working space.
Previous research also intended to understand the social actors involved - management and users of the space – as highly reflexive stakeholders (Nicolini, 2009) who engage in interaction practices, and the effect of these practices in terms of politics and power: what outcomes do these practices produce in terms of socializing, and how do these outcomes in turn afford or shape repeated or new practices. The findings provided some understanding on how the co-working practices were consequential for the production of social life in the community (Feldman & Orlikowski, 2011).
This research builds on three aspects to understand the different collaborative dynamics that are playing out in the localized spaces of the sharing economy. First, the sharing of physical assets (von Krogh & Geilinger, 2014) is linked with the particular profile of the population in a city or region; second, with the geographical situation including resources and conditions such as the number and quality of universities, governmental agencies or business demand; and third, the materiality of the practices and culture. In this sense, the study of the physical spaces where the collaborative practices take place appears as being highly relevant to the understanding of the phenomenon to have co-working spaces flourishing in certain cities. It is also important to distinguish two different types of co-working modes based on specific reasons or interpretations: co-working to reduce costs and co-working to access resources in terms of knowledge, but in both cases the collaboration in co-working spaces opened the door to find opportunities to innovate.
The theory behind the cost and economic interest is based on the transaction cost economics (TCE) explaining that transactions between agents lead to reduce uncertainty. To overcome uncertainty, transactions imply costs of negotiation and monitoring incidents to bring some order for mutual benefit (Williamson & Ghani, 2012). This collaborative structure depends on the specific agreements and investments required to cover the transactions with mutual benefits. Economic agents will increase their performance if the collaborative structure and the nature of transactions are aligned. Consequently, agents engaging in collaboration and sharing in order to optimize the use of assets will gain a competitive advantage (Williamson & Ghani, 2012).
The theories to support collaboration and resource access are based on 2 phases, one being the resource-based view of the firm (Lin & Wu, 2014), where collaboration and sharing practices are considered as a source of new resources (Eisenhardt & Schoonhoven, 1996) and sharing knowledge as the main goal of alliances and cooperation (Kale et al., 2000). Most of these studies have assumed that the goal is to acquire knowledge through learning. The second phase is the community-based view (Amin & Cohendet, 2004; Mintzberg 2009) proposing that organizations are managed and governed to pursue the economic and social goals of a community in a manner that is meant to yield sustainable individual and group benefits over the short and long term (Peredo & Chrisman, 2006). This perspective is aligned with the relational view on sharing that focuses on the effects of the whole network of actors involved in the collaboration, and suggesting that organizations might be motivated to collaborate through sharing knowledge and resources considering the resulting synergies at the network level (Gulati & Singh, 1998). Relationships in the network are based on trust and reciprocity (Mintzberg 2009).
The Knowledge Based Theory provides a lens for the creation, transfer, and application of knowledge that a CWS creates in its community's diversity and heterogeneous knowledge bases and capabilities, which are the main differences and the determinants of creativity and innovative performance. This approach to understand what occurs in the "black box" of the CWS suggests that organizations not only use different knowledge bases and capabilities in developing knowledge but also have different access to externally generated knowledge, projects and networks (Decarolis & Deeds, 1999).
In the Resource Dependency Perspective, CWS are viewed as coalitions. They alter their patterns of behavior to meet, acquire, and maintain external resource needs for the community. The coalitions emerge from social exchanges that are formed to influence and control behavior. Through the monitoring of social ties, alliances, quality of alliances and location of alliances, one can see how it affects the creativity and innovation of the CWS. The environment contains scarce and valued resources, and CWS synergies are going to exploit the benefits by utilizing all the resources they can to achieve their goal of maximization of power. The result is a progressive emergence of a model of co-production and cooperation between members in the community, members are able to identify projects, specific resources, and know how to gain access to them. The existence of this relational capital is a necessity to survive and an attempt to gain first mover advantage, as well as mobilizing resources on a continual basis (Ulrich & Barnay, 1984).
The theory behind the Population Perspective assumes that individuals can be classified into populations based on common organizational profiles. Once they have been grouped into population niches, quick wins and long-term organizational competitiveness can be explored. Therefore, one can study the CWS's growth through their first five years of entry as a niche particular projects. The next phase is an evolutionary one, whereby the focus is on the relationship between project niches and their environments. Once the project has been conceived as a niche, one can replicate or expand to different specializations (Ulrich & Barnay, 1984).
Considering these theoretical population, resource view and knowledge perspective, this paper tries to understand how do individuals are interested in being part of the CWS in Mexico and if this CWS fosters creativity and innovation.
How and why do individuals and creative/innovation communities enter and participate in co-working spaces in specific cities?
Empirically, the paper studies two different localized spaces that are representative of the CWS in the two most important cities in Mexico, Monterrey and Mexico City, in order to illustrate the different practices behind the concept of "co-working". In the first case, space members share assets to reduce costs. In the second case, the driver for collaboration is not purely economic but rather to have access to specific needed resources on a needed basis, but in both cases in an inspirational and recreational environment.
To understand the dynamics regarding CWS operation and evolution, this empirical research is based on a comparative and exploratory study (Yin, 2013) of two collaborative spaces.
The study is mainly based on two sources of data: semi-structured interviews, and direct observation. Secondary data like the content of the spaces' web pages, online forums and discussion mailing lists have also been taken in consideration.
Semi-structured interviews. The main source of data was semi-structured interviews to managers and members of collaborative spaces. The interviews were done in two phases. In the first step, an exploratory research was conducted in the two different collaborative spaces that agreed to participate in the study. This phase took place between July and August 2016 in Mexico City and Monterrey. In total, 9 interviews were done, most of them face-to-face in the spaces' facilities. The interviews focused on eight aspects: (1) the description of the spaces (members, resources); (2) the innovation modes; (3) the collaborative practices; (4) the role of community managers and organization; (5) the physical space; (6) the methodology and tools; (7) the users' involvement and (8) the knowledge management (i.e. intellectual property management). This phase helped to identify the different collaborative dynamics in an explorative approach. To ensure data corroboration for this phase, additional interviews were included with two innovation specialists, one from Mexico City and one from Monterrey, that have followed the evolution of the collaborative spaces in the cities in the last five years. These experts were researchers and university professors that represented highly knowledgeable informants (see Apendix1) who can view the focal phenomena from diverse perspectives (Eisenhardt & Graebner, 2007).
Direct observation. The second main source of data was non-participatory observation of the community activities in the selected two cases. The decision to not make participatory observation was made to avoid interfering with the existing members' activities and knowledge sharing habits. In total, approximately 16 hours of formal observation and several more of informal observation, 8 hours in each location. Following observations, notes were taken to build a more comprehensive understanding of the environment, the dynamics of collaboration and interactions between the actors within the space.
Why CWS in Mexico City and Monterrey
Mexico City is the capital and most populated city of Mexico, containing sixteen municipalities. As an "alpha" global city, Mexico City is one of the most important financial centers and economic hubs in Latin America.
In 2016, the estimated population for the city was approximately 21 million people, with a land area of 1,485 square kilometers, making it the largest metropolitan area of the world's western hemisphere and both the tenth-largest agglomeration and largest Spanish-speaking city in the world.
Mexico City has a gross domestic product (GDP) of US$500 billion, making Mexico City's urban agglomeration one of the economically largest metropolitan areas in the world. The city was responsible for generating 16% of Mexico's Gross Domestic Product and the metropolitan area accounted for about 22% of total national GDP. As a stand-alone country, Mexico City would be the second-largest economy in Latin America, after Brazil.
Regarding education and cultural heritage, Mexico City has the largest universities on the continent. The National Autonomous University of Mexico (UNAM), located in Mexico City, is the largest university on the continent, with more than 300,000 students from all backgrounds. UNAM ranked 74th in the Top 200 World University Ranking published by Times Higher Education, making it the highest ranked Spanish-speaking university in the world. The UNESCO named the extensive main campus of the university, known as "Ciudad Universitaria", a World Heritage Site in 2007.
Monterrey is located in northeast Mexico the capital and largest city of the northeastern state of Nuevo León, in Mexico. It is the second wealthiest city in Mexico and the ninth in Latin America, with a GDP PPP of US$130.7 billion dollars in 2012. Monterrey's GDP PPP per capita of US$31,051 dollars is the highest in the country and second of Latin America. It's considered a Beta World City, cosmopolitan and competitive. Rich in history and culture, Monterrey is often regarded as the most "americanized" and developed city in the entire country, even above the cities along the U.S.-Mexico border.
The city has prominent positions in sectors such as steel, cement, glass, auto parts, and brewing. The city's economic wealth has been attributed in part to its proximity with the United States-Mexican border and economic links to the United States.
As an important industrial and business center, the city is also home to an array of Mexican companies, including international companies such as Siemens, Accenture, Ternium, Sony, Toshiba, Carrier, Whirlpool, Samsung, Toyota, Babcock & Wilcox, Daewoo, Ericsson, Nokia, Dell, Boeing, HTC, General Electric, Gamesa, LG, SAS Institute, Grundfos, Danfoss, and Teleperformance, among others.
According to the coworking organization, the most active and important CWS in Mexico are 23, from Tijuana, Baja California to Merida, Yucatán (see Appendix 1)
The Pool: Case Study in Mexico City
The Pool is a CWS located in two areas in Mexico City's Polanco and Juarez, both areas surrounded by many boutique shops, fancy restaurants and trendy cafés (see Appendix 2).
The Pool has co-work spaces designed for teamwork. It offers two locations in Mexico City, in Polanco and Reforma, with coworking spaces, offices, meeting rooms, spaces for events, workshops and a networking community.
The services include: infrastructure, high speed internet, fiscal address, copy center, cafeteria, relax room, bike parking. All the meeting rooms include projector, internet, whiteboard, for up to 12 people; the meeting rooms may be rented without having to be a member.
The Pool offers space for events like workshops, with capacity from 15 to 70 people in open spaces. The event spaces include audio equipment, internet and if it is needed the CWS help to promote the event without additional cost.
The Pool in Polanco is located in one of the best business areas of Mexico City, close to shops, restaurants, galleries, parks, and bike stations.
The Pool in Toledo (Colonia Juarez) is located a few steps from Reforma Avenue, close to restaurants, galleries, parks, bars, cinemas; it is close to Zona Rosa, Condesa, Roma, Cuauhtémoc, Insurgentes, metro, metrobus and much more. In comparison to working at home, coworking represents a cost.
However, in comparison to renting an office, coworking represents a cost reduction. In the case of The Pool, the cost of membership is a decisive variable for many coworkers.
Coworking spaces in Mexico City clearly compete in price, and price differences might represent having the space full or almost empty. As a manager of The Pool explained: "our fees are very competitive and the space is ideal to work, offering a nice place at a fair price, because we want all the spaces used".
In some cases, the reduction of costs is relative to the cost of specific assets (like renting an office). In some other cases, the cost reduction is relative to the required investment to fulfill the needs of coworkers.
Coworking spaces not only reduce the direct costs of coworkers, but also simplify the record of transactions and their costs and optimize their working time. A manager explained these advantages: "If in your business plan you consider a monthly expense of X, it makes your job much easier because you can keep an exact track of your expenses. We want coworkers to feel like professionals that can just focus on their work, with a service that supports them".
Coworking also represents to get more for less. For instance, the manager explained that by sharing, coworkers can have access to a much better space: "Our members tell us that we have the best coworking space in Mexico City, there is a lot of light, there is a lot of space and a huge terrace. They love to work outside and prefer this space in particular to work or for informal conversations. Members mentioned also that they could not afford this space we have here if it were only them renting it out".
El Cowork: Case Study in Monterrey
The El Cowork has been architecturally constructed in an open and accessible manner. As the space manager explained, "the physical architecture of the space is designed with collaboration and open sharing in mind." While it has several distinct spaces, there is little separation between them. The entrance and the collaborative spaces are a large open space. The lounges can, if needed, be divided by semi-transparent curtains, and transparent glass walls rather than concrete or bricks separate the labs. The intention of this setup is to facilitate serendipitous discoveries and inspiration among people who collaborate. In addition to its open architecture, the idea of El Cowork being a place for collaboration is actively promoted on El Cowork web site, its brochures, and a welcome sign at the entrance (see Appendix 3).
El Cowork's facilities promotes that the spaces be used in ways that are constructive towards the development of creative projects, digital learning and peer collaboration, offering an open agenda for a range of workshops, presentations, exhibitions, and other events on specific topics, but most of the time it functions as an unscheduled space for coworking with no imposed agenda.
El Cowork is based in Monterrey city, a CWS dedicated to the promotion of digital art for businesses, local authorities, agencies, and architecture studios. Since 2014, this service has been supplemented by the creation of the El Cowork Lab, a place of production, research, development and prototyping for guest digital artists. The creation of the El Cowork Lab represents an expansion of the company's value proposition, initially focused on digital communication and production in the digital arts.
The El Cowork Lab is a collaborative workspace that allows selected external artists to develop their digital projects. It offers artists diverse digital and prototyping tools to develop artistic projects, support in terms of access to corporate networks (potentially interested in renting or buying works) and development of the business model around the cowork produced. In return, El Cowork can also commercially exploit the artists' works on behalf of the artist.
The forms of cooperation are built around a convenient logic based on the needed resources for particular projects. As a manager explained "We'll hire people for very specific projects and with particular skills and profile. We are going to need a designer, maybe later a digital multimedia engineer, or at another moment an engineer specialized in robotics, or a developer. We work with 30 people in total, but there are people who work on projects on a needed basis".
Managing external relations and building the network is characterized by a "community" or "club model", in which the artist is selected to achieve a residence on the project. The space is reserved for selected artists and engineers. The network is quite closed and forms a highly selective cooperation unlike other collaborative spaces that are based on a more open internal and external sharing logic.
Resultados y discusión
Based on the case studies, two different approaches were identified as drivers or motivations to affiliate as a CWS member: (1) cost-based collaboration; and (2) resource-based collaboration. The results lead us to important contributions to the literature on collaboration and the sharing economy.
First, each space tends to focus on one type of sharing, even if the other types of sharing can take a minor role. Cost-based collaboration can be based in mere contractual transactions while a resource-knowledge based collaboration requires a fertile soil of trust, intense engagement from all agents driven by a strong (intrinsic) motivation.
Second, the type of sharing implemented depends on the purpose of both the space managers and the community members.
Third, a collaborative community might emerge (or not) depending, in part, on the (different types of) proximity among members.
Four, spaces managers have a leading role in the implementation of the sharing approach, by organizing sharing-focused activities and empowering the community to freely evolve.
Based on the interviews with CEO & Founders (see Appendix 4), direct observation and secondary sources like websites, brochures and online forums, two different dynamics and interests occurred. Members on both CWS expressed satisfaction in being part of the community from 8.38 in The Pool and 8.87 in El Cowork. They also plan to stay in a long term basis, in The Pool 53% do not plan to leave and 38% plan to stay minimum a year; in El Cowork 68% do not plan to leave and to remain minimum a year in 23% of the cases.
Each coworking motivation to collaborate represents a key and different approach to build a community for each type of space, The Pool's members look for a strategic location to work and meet with clients, and El Cowork's members look to connect with other people to find together opportunities for new projects as a team, sharing ideas and knowledge (see Appendix 5).
Knowledge Base View promotes the centralization and resource pooling (skills, expertise, and networking) in a physical location. The initiative captures a portion of the value created by sharing access to these talents and expertise, and the value generated is distributed in the community.
Resource Base View promotes access to underused resources (tools, machines, and infrastructure) and the investment is shared among the participants.
The Population Base View promotes conditions and capabilities of a particular location to promote institutional coordination of critical entities such as universities, government agencies and business communities with availability and collaboration interest to build an innovation ecosystem of strategic alliances.
Coworking based on cost may be related on contractual transactions while coworking based on people and resources may be related with professional and mutual trust as a ground for building a relationship (see Appendix 6) based on testimonies of managers and users of coworking spaces.
In the case of the operators and managers of the CWS, they also presented different reasons to open and run a sharing space, in The Pool the owner considered it a good opportunity to promote entrepreneurship, do business and find new customers looking to share an office space and share costs. In the El Cowork the owners expressed their motivation to connect other people, talents and skills as an opportunity to find strategic projects and share ideas and knowledge as a team.
These results contribute to the literature on collaboration by offering some understanding about how the physical environment and the understanding of sharing and collaboration can influence positively the collaborative practices among localized actors in the context of the sharing economy.
This paper will contribute to the understanding of the motivations for joining new working landscapes, specific community-based enterprises as a co-working space in emerging markets, choosing Monterrey and Mexico Cities as representative hubs, based on location, proximity to economic and education centers, and population, as an interesting environment to explore if these synergies of resources, talent and knowledge interacting to foster creativity and innovation.
For academics the case research found implications of organizational theories, particularly the transaction cost of economics in The Pool case; and for the population, resource & knowledge views in El Cowork case.
For practitioners who may consider the dynamics of CWS to better design the layout of the physical spaces, as well as the resources like technology, tools, skills, people and networks. Here, the role of the CWS managers is key to design and implement the right strategies and approaches to foster collaboration and to better organize the right activities or events, like training, promotion, project monitoring, social events, to make sure that the CWS will be sustainable and of value for all the community members and to guarantee that the community is empowered to grow and evolve.
Future research may consider compare the managers and affiliates' motivations and triggers in more CWS in major cities; compare the managers and affiliates' motivations and triggers in more CWS in different emergent markets; and to complement the qualitative approach with a quantitative study focusing on CWS managers and affiliates using professional social networks to contact them, and using the findings of this paper, in particular the networks' typologies as drivers and motivations, and as important insights to design the research instrument.
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CWS in Mexico
Source. (CWS in Mexico (source: http://wiki.coworking.org/w/page/16583744/CoworkingVisa).
The Pool CWS.
The Pool in Polanco
The Pool in Juarez
Polanco area in Mexico City is considered a posh and safe neighborhood. The area is filled with high-end shopping, with some of the world's best restaurants, museums, and fancy bars.
And Polanco's not just a beautiful face with a vapid personality. It offers some of Mexico City's best parks, including a section of the Chapultepec Park, and places to explore such as the Museo Soumaya and the Museo Nacional de Antropologia.
Juarez area in Mexico City is an eclectic mix of hip new places and classic restaurants from the mid-20th century.
Juarez hosts some of the city's best art galleries.
Juarez is located between the historic center of Mexico City and the Chapultepec Park area, just south of the Paseo de la Reforma, which is one of Mexico's main commercial districts and its financial center.
The best known area of the colonia is Zona Rosa (Pink Zone) which is a tourist attraction for its artistic and intellectual reputation.
Source. (https://thepool.mx/)
El Cowork.
El Cowork en San Pedro Garza García, N.L., México
(Monterrey Metropolitan District)
San Pedro Garza Garcia is a city-municipality in state of Nuevo León (Northeast of Mexico). It is a contemporary commercial suburb of the larger metropolitan city of Monterrey. The area hosts important coporations and financial institutions. It includes prestigious universities, malls, hotels, restaurants, parks and residential buildings. It is considered a wealthy sector and safe neighborhood..
Source. (http://www.elcowork.com)
CWS's Founders & CEOs Vision
Interviews with CEOs and Founders
El Cowork
Luis Barrios
Jorge Camargo
Luis got a master's in entrepreneurship at Babson College in Boston, MA.
After finishing his master program, he envisioned to build and to support an entrepreneurial community in Mexico: The Pool.
Jorge started his bachelor degree in computer science at Monterrey Tech and finished his degree at UT Austin. Jorge realized that if he had started Ecaresoft, his first startup in a more collaborative space, surrounded by people going through a similar process, the launching might have taken not 18 or 12 months but much less time. He started El Cowork.
CWS's launching
Members' driver to be part of a CWS
Economic and networking with entrepreneurial ecosystem
Knowledge-based community (startups) and relational
Average time as a member
Revenue Stream
1. Contracts for 6 to 24 months for space rentals
2. Training workshops: digital transformation, search funds, etc.
Subscription for memberships by month, and El Cowork has only two types of memberships, full time and half time.
Customer Segment
The target consists of companies that are growing or in creation, as well as freelancers, independent executives who develop their business in a more nomadic way and need a place where they can receive clients, with meeting rooms, get more professional phone calls, access to internet, a cafeteria area in central neighborhoods and the country's business areas, in the case of Mexico City
Focused mainly on the "maker" or creative people because in principle the main pitch was for technology startups, but in reality it ended up being the ecosystem that revolves around not just technology startups, but also design agencies, digital marketing, freelancers, etc., but within that niche. El Cowork has to choose who works in the space, particularly because it's not a huge space, it may be that the value of working in the CWS is greater than just with people working at totally random things.
"The proposal is a theme of community and linkage; it's a theme of being able to exactly access spaces favorable to the development of business, to productivity with accessible costs and without fines, with flexible contracts for them based on their needs. So, in addition to creating events, there is normativity, bringing speakers to different workshops, courses, talks that professionalize their business, that strengthen the capabilities of these companies to grow, connect them to lawyers, talk to them on subjects like taxes, digital marketing, how to develop mobile applications, how to connect them to programmers, development houses, schools that produce profiles for software development so they can hire human capital; on ecological topics, innovation topics like raising capital, which are the funds that actively invest here in Mexico, in which phase, and better practices for raising capital, among others"
"There are several aspects of the proposal of value; one is belonging to a community that's going to help you grow, by sharing knowledge or an infrastructure; (2) although it sounds presumptuous but I think it's important. . .I think the place where you work can affect even your habits or how comfortable you feel, so part of the CW's proposal is to give in to sharing a space with more people, and with that you can have a much better space than if it's just for yourself; it's that mix between being part of a community and being in a space where you feel good about going to work every day. Elaborating in that hypothesis, what makes a difference between MBA programs is maybe what students are in each program, and then we think something similar could apply in a CWS, where the social circle you make while you're starting a business can have a much greater and faster impact on it or on the possibility of success for that venture"
Source. (Author's Interviews).
Dynamics and Motivations for Co-Working Spaces' Members
Online surveys to members
Dynamics of the CWS
The Pool (Mexico City)
(Responses from 18 members)
El Cowork (Monterrey)
Economic for cost sharing based on price
Knowledge and resource sharing based on convenience
Transaction Cost of Economics (TCE)
Resource, Knowledge and Population Based Views
Theoretical Approach's Authors
· TCE: Williamson & Ghani, 2012;
· TCE: Teece, 1986;
· TCE: Klein, Crawford, & Alchian, 1978
· Knowledge based enterprise: Badaraco, 1991;
· Resource based enterprise: Eisenhardt & Schoonhoven,1996);
· Community based enterprise: Peredo & Chrisman, 2006;
· P2P models: Bauwens, 2006
Planned time to stay
Choice of space to work
In an individual office (42%), in a meeting room (36%) or in a coffee area (12%)
In an open space (52%), in a team office (36%) or in a coffee area (12%)
Members' interactions
Casual and small talk (40%), sharing contacts (50%), and sharing opportunities for promects (10%)
Sharing knowledge (28), brainstorming or sharing new ideas (30%), sharing opportunities for new jobs or projects (42%)
From strongly (61%) to very strongly (28%)
Motivators as members
1. "I decided to become a member of The Pool because I got the advantages of working in a nice space but reducing my direct costs, simplifying bookkeeping and with flexible working time based on my needs"
2. "As a coworker in The Pool, I feel the support of the staff there to cover all office matters being shared, making it easier for me to focus on my projects"
3. "I enjoy the location of The Pool and the facilities being shared by all the community for a fair price based on my demand"
4. "As a member I have access to technology infrastructure such as servers, Internet speed, secure connections and safe access to the place and to the information for a reasonable price"
5. "I like to invite my prospects and customers and offer them a convenient place for business meetings, with open spaces with light and nice terrace. I could not afford these spaces as an individual"
1. "I enjoy being able to connect with people for specific projects. We are going to need a designer, later an electronics engineer, or at another moment an engineer specialized in robotics, or a developer"
2. "As a member I have the possibilty to collaborate with people who work on projects on an ad hoc basis".
3. "I am interested in keeping updated with the workshops and conferences being offered in the CWS"
4. "As a member, I consider the CWS as a "club" model in which the designer or engineer are selected to achieve a component on the project"
Interviews & Testimonies of Community Managers
Interview to Community Managers
(Responses from
Two Community Manager)
Two Community Managers)
Motivators as operators
A: "improve the work experience of other peopole"
A: "interest in coworking movement & personal fulfilment to connect people to find opportunities to collaborate in new projects"
B: "In The Pool we have people with the expectation to build a long-term, more than 50% of our affiliates have been members for more than a year trying to be part of a professional community but with flexibility and autonomy and trying to share the cost of the working space. We offer a nice space for a good price in order for the space to be used, because we are convinced is better to have a community paying a reasonable price than a small group paying high prices"
B : In El Cowork Space we offer a collaborative workspace that allows selected external designers and engineers to develop their digital projects. It offers professionals diverse digital and prototyping tools to develop design thinking projects. It also offers support in terms of access to corporate networks (potentially interested in contracting innovation projects) and in return El Cowork can commercialized their members' work.
The forms of cooperation are built around the needed resources for particular projects.
[1] PhD; Profesora Investigadora; Departamento de Emprendimiento e Innovación Tecnológica; EGADE Business School; Tecnológico de Monterrey; Sharing Economy y Modelos de Negocio basados en Innovación y Emprendimiento. Email: mcorrales@tec.mx
Artículo Recibido: 10 de Mayo de 2019
Artículo Aceptado: 30 de Agosto de 2019

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: When I save a RegionPlot result that I have used Opacity for its color, it contains redundant grid lines; how to get rid of them? I am using RegionPlot and I want to use Opacity for the color transparency
RegionPlot[x - 3 Sin[y] < 0, {x, 0, 4}, {y, 0, 3}, PlotStyle -> Directive[Blue, Opacity[0.3]], BoundaryStyle -> None]

But when I save the result, it contains some random grid lines inside it; how can I get rid of them? I need a clear plot.

redpajama_set_name: RedPajamaStackExchange


The International Transactions in Operational Research (ITOR) will publish a special issue devoted to ALIO-EURO 2011.
All proposals accepted for the conference will be invited to submit a full paper for the special issue and subject to peer-review.
The deadline for submission of papers is 15th October 2011 30th September 2011.
All submissions should be made through the Manuscript Central: http://mc.manuscriptcentral.com/itor -- do please not forget to refer to the special issue (ALIO-EURO 2011) in the appropriate field.
A copy of the submission should also be sent to alio.euro.2011@gmail.com.
Porto, Portugal, May 4 - 6, 2011 .


text:
Q: Android Mainactivity doesn't show activity_main.xml After I changed some of my app design at the activity_main.xml and launch the app the MainActivity class design doesn't change.
I tried to change the design after I changed the working space from tablet to android phone and the design doesn't fit on the phone the image views are too large and they fill all the phone screen any suggestions how to make it fit within the phone?
<RelativeLayout xmlns:android="http://schemas.android.com/apk/res/android"
xmlns:tools="http://schemas.android.com/tools"
android:layout_width="match_parent"
android:layout_height="match_parent"
android:background="@drawable/bg_1"
android:paddingBottom="@dimen/activity_vertical_margin"
android:paddingLeft="@dimen/activity_horizontal_margin"
android:paddingRight="@dimen/activity_horizontal_margin"
android:paddingTop="@dimen/activity_vertical_margin"
tools:context="com.example.flagsgame.MainActivity" >

<LinearLayout
    android:id="@+id/linearLayout1"
    android:layout_width="match_parent"
    android:layout_height="wrap_content"
    android:orientation="horizontal" >

    <Button
        android:id="@+id/start_btn"
        android:layout_width="295dp"
        android:layout_height="wrap_content"
        android:text="@string/start_game" />
</LinearLayout>

<Button
    android:id="@+id/reguler"
    android:layout_width="wrap_content"
    android:layout_height="wrap_content"
    android:layout_alignLeft="@+id/linearLayout1"
    android:layout_alignRight="@+id/linearLayout1"
    android:layout_below="@+id/linearLayout1"
    android:text="Classic Mode"
    android:visibility="invisible" />

<Button
    android:id="@+id/time"
    android:layout_width="wrap_content"
    android:layout_height="wrap_content"
    android:layout_alignLeft="@+id/reguler"
    android:layout_alignRight="@+id/reguler"
    android:layout_below="@+id/reguler"
    android:text="Time Attack Maddness"
    android:visibility="invisible"/>

public class MainActivity extends Activity implements OnClickListener {

private static final String TAG = "Flagss Game" ;//יצירת טאג למשחק לשימוש בםונקציות כמו exception

Button start;
Button time;
Button reguler;
DatabaseHandler db = new DatabaseHandler(this);

@Override
protected void onCreate(Bundle savedInstanceState) {
    super.onCreate(savedInstanceState);
    setContentView(R.layout.activity_main);
    //List<Flagss> arrAdd= new ArrayList<Flagsss>();

    start = (Button)findViewById(R.id.start_btn);
    time = (Button)findViewById(R.id.time);
    reguler = (Button)findViewById(R.id.reguler);
    start.setOnClickListener(this);
    db = new DatabaseHandler(this);

    creat_rows();
}

/*
//קבלת התמונות
private void pic_view(String pic2) {

    // TODO Auto-generated method stub

    //Log.d("Result from pic function " , pic2);
    ImageView imageView = (ImageView)findViewById(R.id.imageView1);
    String uri ="@drawable/";
    uri += pic2;
    int imageResource = getResources().getIdentifier(uri, null, getPackageName());
    Drawable res= getResources().getDrawable(imageResource);
    imageView.setImageDrawable(res);

}*/

@Override
public boolean onCreateOptionsMenu(Menu menu) {
    // Inflate the menu; this adds items to the action bar if it is present.
    getMenuInflater().inflate(R.menu.main, menu);
    return true;
}

@Override
public void onClick(View v) {
    // TODO Auto-generated method stub
    start.setVisibility(start.INVISIBLE);
    time.setVisibility(time.VISIBLE);
    reguler.setVisibility(reguler.VISIBLE);

    //Intent s = new Intent(this,ClassicMode.class);
    //startActivity(s);

    reguler.setOnClickListener(new View.OnClickListener() {

        @Override
        public void onClick(View v) {
            Intent cm = new Intent(MainActivity.this,ClassicMode.class);
            //Intent c = new Intent(MainActivity.class ,ClassicMode.class);
            startActivity(cm);
        }
    });

    time.setOnClickListener(new View.OnClickListener() {

        @Override
        public void onClick(View v) {
            // TODO Auto-generated method stub
            Intent tm = new Intent(MainActivity.this,TimeAttack.class);
            startActivity(tm);
            Log.d(TAG, "inside time");
        }
    });
}

A: Please ensure that you have kept activity_main.xml file in the correct layout directory. It is possible that you might have changed it for another kind of layout. So verify all the activity_main.xml within your project.


Some folks just leave an impression. I was much younger, and had the opportunity to see a man who walked with authority. He was the kind of guy who made you feel intimidated if you were in the same zip code. I couldn't imagine what my boss was feeling, so I guess I now understand the reason he had been drinking heavily in secret the night that Mr. Steinbrenner came to our track.
I was nearing 30, and was in charge of valet, and all parking. I also had the best job of taking the stars to the airport a few miles away. I liked it because they tipped well, and they would always talk the secret talk of the night…. For a young man, it was kinda cool….
This night the private room was packed. I was always on hand if my boss gave me the signal to take someone to a hotel or the airport. It wasn't the passion of my life, but it was a great job for a young guy in college. There were no ballplayers on hand, but Mr. "S" had plenty to talk about in the room. He commanded the floor like a Senator…. He made E.F. Hutton look silly, and everyone listened to him… I just got to say hello and get a strong handshake, as he gave me an autograph that went to the wall of fame in the parking office. The best part of the signature was it came with a $50 tip. He told me I was his man, and not to drift too far away as he didn't know how long he wanted to stay. His horse was running in the Lane's End Stakes, and he wanted some sleep. I was his man, and for a $50, I would have taken him to Timbuktu that night.
His runner won the 1997 Jim Beam Stakes, and he wanted out as soon as the race was over. I took him over to the airport as he had a private jet. I congratulated him, and he gave me a $20 this time, and a $5 win ticket. He said cash it, and get a bite to eat…. Nothing more than that, and the Boss was gone…. I never saw him again, and today when I read about him passing on to that big backstretch in the sky, I thought about him. Not like everybody else that read about his Yankees, or his famous firings. But, how he commanded the room, and the others looked like they were his valet drivers as well. I can't say that I really thought he defined baseball, even though he bought and put together a dynasty. He had a Midas touch, and walked as if he was untouchable. That was the part I liked. I didn't try to kiss up, but I was respectable to the man. He treated me fairly in his time at the track. I wonder how many drinks it took my boss to get confidence enough to talk to him. The Nashville crowd didn't impress him with stories of Elvis, or the many legends of country they played with. He was a cool customer, and for a day or so I got to see him in action. It was a pleasure, and pretty profitable for me. The money I spent, but the ticket I kept. I wanted to remember the Boss, and his big victory. So be careful St. Peter. He may have you drive him to the main house if you're not careful.
Nice Blog reminds me of what Pete Rose said .At the track everyone is equal. Ive hung out with Lou Pinnela and Don Zimmer at the track and we didnt talk about Baseball we talked horses we were equal. Funny story about Lou we were in the racebook at river downs the day after opening day a few years ago. He heard me rooting for a horse at Tampa Bay Downs that won. I hit the exacta it paid 150.00 and he said to me why didnt you give that one tI replied without missing a beat I dont think you neeeded it. He laughed.
You are right on all counts… We are all equal, and Zim and Sweet Lou didn't need the money !! – Good hit !!


text:
Pakistani Senator Equates India's Air Strike To Israeli Aggression Against Arabs
Monday, March 11, 2019 by Indian Defence News
by Elias Hubbard
Pakistani officials deny external pressure is behind the renewed push against militancy, but they have acknowledged a large number of suspects rounded up in recent days are linked to JeM. They have also confirmed that two brothers of Maulana Masood Azhar, who founded and runs JeM, are among the detainees.
In the wake of February 14 Pulwama terror attack, Pakistan began a crackdown on terror groups this week amid growing worldwide pressure.
The incident left more than 40 Indian security personnel dead.
The Pakistan People's Party (PPP), the country's main opposition, has taken a strong stance against the Imran Khan government for not raising the issue of Indian aggression at global forums like the United Nations, the Common Wealth and the Organisation of Islamic Countries (OIC).
He added that "the government is eliminating militant hideouts in the country by implementing the National Action Plan (NAP)". "We will not allow any militant group to function in our country now", he said.
One such attack in Indian-controlled Kashmir on February 14, claimed by the Jaish-e-Mohammed (JeM) Pakistan-based group, killed 40 Indian paramilitary police and led to clashes between the nuclear-armed rivals as India retaliated. The United States and the United Nations have listed JeM, LeT, JuD and FIF as global terrorist groups. "India should be informed that Pakistan would give a befitting response to any future aggression".
Equating the 26 February airstrike by the Indian Air Force (IAF) to Israel's aggression against Arab states, PPP Senator Mian Raza Rabbani said India's strategic partners want to establish it as the "policeman" of the region.
"With Pakistan's Army most likely shaken by the Indian raid and unwilling to slide into protracted conflict, Prime Minister Imran Khan returned the pilot to India, in what was seen as a goodwill gesture, called for talks and promised an investigation into the bombing". India said one of its aircraft was shot down - Pakistan said two - and its pilot captured by Pakistan's military.
Analysts say the curriculum in most of the Islamic schools is confined to reading the Muslim holy book, the Quran, and other religion-based books, and very few of the schools teach modern science subjects.
Labels: Air Force, Airstrike, Army, Border, CB, India, ISI, Israel, JeM, Pakistan, SS, Terrorism


text:
QUEENS SCIENCE PROJECT
By NICK CHARLES
For the technologically challenged, crashing cyberspace and scanning the heavens just became as simple as a visit to your local science museum. Yesterday, the New York Hall of Science in Flushing Meadows, Queens, publicly unveiled its $13 million expansion, showcasing the "Window on the Universe" exhibit, which taps directly into NASA; the "Technology Gallery," which allows for wholesale surfing of the Net; and finally, a front door. "People would walk past our door and assume we were closed," admitted Alan Freidman, the museum's director. "During the [1964] World's Fair, they had hidden the entrance so that people couldn't see the lines to get in.
" The Hall, which debuted as a pavilion for the New York World's Fair, has for a decade offered a totally hands-on science experience. With close to 170 interactive exhibits, the curious of all ages have been able to ogle a paramecium in the Microbial Zoo and examine the world's first three-dimensional, magnified model of a hydrogen atom in the "Realm of the Atom.
" Now the Hall has steeped itself in state-of-the art science and technology equipment. "We're an incubator for bringing in new technology," boasted Friedman, who added that by next year there even will be an outdoor science playground. The Hall, open Wednesdays through Sundays, is in Flushing Meadows-Corona Park, Queens. It is accessible by car via the Long Island Expressway to the 108th St. exit, or the Grand Central Parkway driving east to the Midtown Tunnel exit, or by train via the No. 7 Flushing line to the 111th St. station. For directions and info, call (718) 699-0005.


^ Hedychium coronarium J.König. The Plant List 2010.
^ 3.0 3.1 3.2 3.3 薑花 Jianghua. 香港浸會大學中醫藥學院藥用植物圖像數據庫.
^ 4.0 4.1 4.2 4.3 4.4 4.5 薑花. 香港野花網.
^ 6.0 6.1 薑花(Hedychium coronarium). 植物通.
^ Hedychium coronarium Koen. 薑花. 中國自然標本館.
^ 10.0 10.1 10.2 野薑花Hedychium coronarium Koenig. 台北植物園資訊網.
^ 11.00 11.01 11.02 11.03 11.04 11.05 11.06 11.07 11.08 11.09 11.10 11.11 11.12 11.13 11.14 11.15 11.16 11.17 11.18 11.19 11.20 11.21 11.22 庭院植物 野薑花. 公務人力發展中心.
^ Hedychium coronarium Koenig. 台灣植物資訊整合查詢系統植物名彙.
^ 13.0 13.1 13.2 13.3 遮陰處理對薑花生育之影響. 行政院農業委員會薑花主題館.
^ Hedychium coronarium Koen.. 香港植物標本室.
^ 21.0 21.1 《中國藥用植物圖鑒系列之一 南方藥用植物圖鑒 》. 王玉生、蔡岳文. 汕頭大學出版社. 2007年7月: 第305頁. ISBN 978-7-81036-859-9.
(简体中文) 姜花 Hedychium coronarium. 中國自然標本館物种相册. [September 4, 2011].
(简体中文) 姜花. 中國植物圖像庫. [September 4, 2011].
野薑花. 台灣野生植物資料庫. [September 4, 2011].
穗花山奈(野薑花). 中央研究院數位典藏資源網. [September 4, 2011].
Hedychium coronarium Koenig. 台灣植物資訊整合查詢系統. [September 4, 2011].
穗花山奈. 桃米自然保育及生態旅遊協會. [September 4, 2011].
野薑花 Hedychium coronarium Koenig 八月 第3週. 環境資訊中心. [September 4, 2011].
薑花. 藥用植物圖像數據庫 (香港浸會大學中醫藥學院). [November 4, 2011].


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Watch Lawless Heart
"Is the life you have the life you want?"
Stuart dies and his lover Nick, brother-in-law Dan, and best friend Tim deal with his absence in different ways. For each of them, life takes an unexpected turn. After Stuart passes away, Nick begins an innocent relationship with a new female friend. His feelings for his new upbeat companion confuse him, which brings up new challenges he has yet never faced. Does this mean his relationship preferences have changed? People around him even talk about how unusual it is that he is with a "girl." Dan experiences difficulties in a different way than Nick. This man who has at least up until Stuart's death never been the type to have an affair feels as if he has missed out on his life when he meets Corinne. For the first time ever, the solidity of his marriage is challenged as he becomes enticed by this brand new woman. He is not only drawn to her by her beauty but also by her bluntness and dedication to living for pleasure. She even offers her consolation, suggesting he may be depressed. Tim, Stuart's best friend who has been away for year returns from abroad after eight years. One reason he returns is because of Stuart's death, but is criticized for perhaps returning only because he "finally ran out of money. Tim has always been the easygoing and charismatic type. He even allegedly throws a party just to impress a woman he just met. However, for a long time always felt as if something was missing. He seems to find it in this new woman in his life, yet her unknown past could become an obstacle. Lust, envy, jealousy, deception, all surface amongst people who ordinarily thought of themselves or each other as "good people." So much drama and chaos takes place that it seems as if no happy ending will result. People who thought they had life figured out suddenly realize how lost they really were. New truths also surface as each person chooses either fight or flight. In the process, each person affected by Stuart's death finally reaches certain conclusions after a long road of struggles. The path to total recovery in each person may not yet be finished, but at least some inner conflicts causing relationship breaches are resolved. Destiny continues to unfold as all three of these men cross paths with each other and new people. Each person affected by all their choices also come to their own life and relationship conclusions. Life is never again the same for anyone as death becomes more of a reality for them all.
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Stuart dies and his lover Nick, brother-in-law Dan, and best friend Tim deal with his absence in different ways. For each of them, life takes an unexpected turn. After Stuart passes away, Nick begins an innocent relationship with a new female friend. His feelings for his new upbeat companion confuse him, which brings up new challenges he has yet never faced. Does this mean his relationship preferences have changed? People around him even talk about how unusual it is that he is with a "girl."
Dan experiences difficulties in a different way than Nick. This man who has at least up until Stuart's death never been the type to have an affair feels as if he has missed out on his life when he meets Corinne. For the first time ever, the solidity of his marriage is challenged as he becomes enticed by this brand new woman. He is not only drawn to her by her beauty but also by her bluntness and dedication to living for pleasure. She even offers her consolation, suggesting he may be depressed.
Tim, Stuart's best friend who has been away for year returns from abroad after eight years. One reason he returns is because of Stuart's death, but is criticized for perhaps returning only because he "finally ran out of money. Tim has always been the easygoing and charismatic type. He even allegedly throws a party just to impress a woman he just met. However, for a long time always felt as if something was missing. He seems to find it in this new woman in his life, yet her unknown past could become an obstacle.
Lust, envy, jealousy, deception, all surface amongst people who ordinarily thought of themselves or each other as "good people." So much drama and chaos takes place that it seems as if no happy ending will result. People who thought they had life figured out suddenly realize how lost they really were. New truths also surface as each person chooses either fight or flight.
In the process, each person affected by Stuart's death finally reaches certain conclusions after a long road of struggles. The path to total recovery in each person may not yet be finished, but at least some inner conflicts causing relationship breaches are resolved.
Destiny continues to unfold as all three of these men cross paths with each other and new people. Each person affected by all their choices also come to their own life and relationship conclusions. Life is never again the same for anyone as death becomes more of a reality for them all.
Douglas Henshall
Tom Hollander
Bill Nighy
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Neil Hunter
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Home sport Brazil and Portugal qualified for the round of 16
Brazil and Portugal qualified for the round of 16
Lucinda Lima Nov 30, 2022 0 Comments
Brazil qualified for the FIFA World Cup Round of 16 with a 1-0 victory over Switzerland on Monday in Qatar.
Casemiro was the only scorer in this match in the 83rd minute. The South American squad thus benefited from one of the rare openings in the Swiss tight game.
Rodrygo, the author of the assist, explained, according to Agence France-Presse: "It was a complicated game, against a closed team which put us in trouble, but we continued to play this match. When space was created, I was able to give this pass to Casemiro. He made a big kick and gave us the victory." .
The two players also played with Real Madrid until last August.
"This is very important, Rodrigo agreed. Casemiro shares his experience with us. Before the ball reached us, I shouted to him: "Let it pass!". Immediately after that, he popped up and I managed to give him the ball back. [avec le Real] Today, I made a choice.
Thus, Brazil, who have not yet faced Cameroon, have achieved two victories in as many matches since the start of the World Cup. It became the second country to qualify for the qualifiers, after France.
Not daring
On the Swiss side, we think the strategy paid off for a large part of the match, but we were well aware in the European clan of the difficulty the match presented.
"Brazil is a team that applies a lot of pressure and has a lot of talent. It's normal that there are phases of the game where you are more defensive than you play against another team. We defended well, there weren't many chances for Brazil…but they scored Great goal, there was nothing I could do [sur le but]. It was impossible. We are always disappointed when we lose, but now we have the final on Friday.
See also Esportes Liga Europa: Manchester United se qualifica em Milão, Dínamo de Zagreb deixa o Tottenham
Despite everything, coach Murat Yakin believes his teammates could have done more.
"For a long time, the strategy of this game worked. We had a good command of the game, we ran well and covered good distances. But this result is sad for us, because the players lacked audacity in attack.
Switzerland will still be able to advance by beating Serbia.
Portugal beat Uruguay
Bruno Fernandes' brace propelled Portugal into the last 16 of the FIFA World Cup on Monday in Qatar. Cristiano Ronaldo's team beat Uruguay 2-0.
The first goal, which came in the 54th minute of play, required the effort of Ronaldo, who came within inches of redirecting the ball with a header. Goalkeeper Sergio Rochette, who had to respect this possibility of redirection, was thwarted.
Then a Uruguayan handball in the box allowed Fernandez to add his second goal with a penalty kick during stoppage time in the second half.
"Our entire team gave a great performance against a tough opponent," Portuguese coach Fernando Santos was quoted as saying by Agence France-Presse. We were able to find spaces and control the game, to create movement. Uruguay prevented us from doing what they know how to do, which is to play on the counter-attack.
It is certainly a sweet revenge for Portugal, who had just been knocked out in the round of 16 in the last World Cup, in 2018. But already, the team turned towards the final match of the preliminary round against South Korea, with the firm intention of claiming first place in Group H.
See also WRC: Clash at the top of the Loeb/Ogier Rally of Portugal
"Four years ago, circumstances were different," Santos said of the latest confrontation between the two countries. It was then the Round of 16. This time, Uruguay could have won, but we won, it's a pleasure to go through the Round. That's what we wanted. I said my team is very united, we have a very good team spirit, and we give answers. We are not yet sure that we are ahead, we want to be the first.
Ronaldo announced during the World Cup that he was leaving Manchester United, where he also played alongside Fernandez. If rumors of rifts between the two men have swirled recently, the two men have made things clear, particularly with the first goal hug.
Asked to comment on Ronaldo's decision, Fernandez refused to take a stand.
"I don't feel uncomfortable, I don't have to pick a team," Fernandez said. It was an honor to play in the national team with Cristiano and in the club. Cristiano has always been an inspiration to me, it was a dream to play with him, but nothing lasts forever."
-With AFP
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Research sheds light on the role of ACE2 in ovulation
By Dr Joanne Delange
Angiotensin converting enzyme 2 (ACE2) is involved in vital cyclic ovarian functions and thus COVID-19 may impact female reproductive health.
It is known that SARS-CoV-2, the virus which causes the disease COVID-19, enters cells via ACE2 receptors. These receptors are present on the surface of many cell types, including those of the human female reproductive tract. This current study conducted by Dr Misung Jo's lab at the University of Kentucky College of Medicine, aimed to discover the expression of ACE2 in the human ovary throughout the follicular phase, which accounts for the first half of the menstrual cycle, and is also known as the periovulatory phase.
The scientists state in their paper: 'Our comprehensive in vivo study... is the first report documenting the ovulatory induction of ACE2 expression in naturally cycling women and the only report showing the dramatic and rapid up-regulation after ovulatory induction among any species studied so far.'
The ovary undergoes a series of cyclic changes during the menstrual cycle that requires precisely controlled angiogenesis and an acute inflammatory response. ACE2 is known to play an important role in both angiogenesis and inflammatory responses, the scientists propose that ACE2 may also be expressed and involved in these processes in the human ovary.
The cyclic changes are initiated by a surge in luteinising hormone (LH), which induces the expression of specific genes. The proteins produced exert their biological actions to bring about necessary cellular and extracellular changes required for ovulation and early pregnancy.
Thirty premenopausal women undergoing surgery for tubal ligation and 16 premenopausal women undergoing IVF took part in the study. Dominant follicles were collected before the LH surge and throughout the follicular phase from patients who had ovulation induced by human chorionic gonadotropin (hCG), which is a hormone normally produced by the placenta. The follicles were processed for immunohistochemical or gene expression analysis.
Published as a journal pre-proof in Fertility and Sterility, this study revealed that the expression of ACE2 is quickly induced after hCG administration throughout the follicular phase of ovulation.
This study further provided evidence that the induction of ACE2 expression in the ovaries was mediated by hCG and hCG-induced steroid hormones, progesterone and glucocorticoid, in ovarian follicles.
The scientists also set out to discover whether ACE2 is also expressed in cumulus cells, a cluster of cells that surround and protect the egg, and granulosa cells, which surround the oocytes as they grow. They collected cumulus and granulosa cells, immediately prior to ovulation, from women undergoing IVF procedures at the time of oocyte retrieval and found the expression of ACE2 in both cell types. However, the levels were higher in cumulus cells compared to those in granulosa cells from all patients tested.
This research suggests the potential involvement of ACE2 as a critical enzyme for the LH surge-induced cyclic events of ovulation. Furthermore, this may implicate the possible impact of COVID-19 in vital cyclic ovarian functions and women's overall reproductive health.
The scientists conclude that 'our current findings showing the rapid and dramatic induction of ACE2 expression... offer a compelling possibility that the ovary could be a target of SARS-CoV-2, [which is] particularly vulnerable during the periovulatory period.'
The ovulatory up-regulation of ACE2, a receptor for SARS-COV-2, in dominant follicles of the human ovary
Fertility and Sterility | 5 August 2021
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Are you on a lookout for a good electric chainsaw in the market? But, are thoroughly confused with the endless options that are available? If your answer is yes to both those questions, then you are lucky today as we are going to be making it a little easier for you to choose a great and powerful chainsaw.
In this article, we are going to be reviewing the DeWalt DCCS620B 20V Max Compact Cordless Chainsaw.
There's with absolute certainty we can say that you have either heard of DeWalt earlier or have an appliance by DeWalt. This brand is a well-known American brand, famous all over the world that has been around for the last nine decades.
They are extremely known for all of their power tools as well as hand tools. They take pride in their fast-growing system.
As of now, the company claims that they have over a 100 different kind of products available in the market right now. So, you can be assured that the DeWalt chainsaw is at par with the rest of the high-quality products they produce.
Before we even begin reviewing this chainsaw for you, we'd like to mention that DeWalt DCCS620B 20V Max Compact Cordless Chainsaw is a bare tool. This means that this product comes to you with no battery nor a charger. These can be purchased separately.
To speak about the physical appearance of this product, if you are familiar with all of DeWalt's products, you will be completely aware of their color scheme. This sturdy, strong yet compact design features a black and yellow colored exterior. This product's dimensions are 25 x 9 x 9 inches.
If you prefer a lightweight chainsaw over one that is much heavier, then you will most certainly like this DeWalt Chainsaw. Weighing at only 7.6 lbs. without a battery and at about 8.8 lbs. with a DeWalt DCB205 5.0 Amp battery, this makes this chainsaw one of the lightest chainsaws out there.
Due to its lightweight, it is really easy to use this device and even easier to maneuver it. It is also possible to use this product with just one hand.
The DeWalt chainsaw comes equipped with a low kickback 12 inch Oregon bar and chain. This is perfect if you are looking for basic construction work or some outdoor branch cutting.
This Oregon bar and chain is also capable of automatically oiling itself. To protect the blade, DeWalt has offered a guide bar scabbard.
An interesting feature that the DeWalt chainsaw has is the chain tensioning system. The tension of the chain on this chainsaw can be changed without any tools.
So, you don't need to carry around small tools around with you in order to change the tension on this. In addition, this comes with a bar tightening knob which makes sure that there is proper bar clamping force.
One of the best features of this chainsaw is that it features a high-efficiency brushless motor. Brushless motors are known to last longer, and they are also very efficient.
This motor makes the chainsaw work faster, better and even last longer. It not only extends the motors life but maximizes the runtime.
Starting this product could not be any simpler. All you will need to do is pull the trigger, and that is it. That's all it takes to start this product. And again, with the pull of the trigger, you can stop the use of this chainsaw.
As this product is a bare tool, you will have to purchase the battery separately. This may be off-putting to some. However, this also gives you the freedom to choose the power of the battery as you would like. This DeWalt chainsaw does not limit itself to only a 20-volt battery. You are also able to use a 60 flexvolt battery to power this chainsaw.
You also don't need to be worried about the maintenance of this chainsaw or worry whether you will be spending loads of money on it. This chainsaw has low maintenance thanks to no carburetors, no spark plugs as well as no air filters.
Since there lack of these things in your product you can be certain that you are not going to be riding up a hefty bill on this chainsaw's maintenance.
There are massive perks to buying a product from a well-known brand, and this applies to DeWalt chainsaw as well. DeWalt offers its customers who buy this chainsaw with a limited three-year warranty.
To add to that, they also offer you one year of free service, and the cherry on the cake is that this company offers you a 90-day money back guarantee if you are not fully satisfied with this product. And if you live in America, this will be even perfect for you because there are over 70 service centers across the country to help you at any point in time.
If you only want a chainsaw that is lightweight, then you will certainly love this chainsaw. Even after inserting a battery this weighs just about 8.8 lbs. making it one of the lightest chainsaws.
DeWalt's fantastic warranty and money back guarantee beat several in the same category.
This chainsaw's capability of working with a 20V battery as well as a 60V battery make this chainsaw very versatile.
The brushless motor ensures that this chainsaw does not only work efficiently but also makes the motor last longer for you.
It goes without saying that the biggest con about this chainsaw is that you will have to buy the battery and the charger, all separately.
This chainsaw does not come with oil. That will have to be purchased separately too.
In summary, the DeWalt DCCS620B Cordless Chainsaw is a bare tool which is lightweight and comes with a with a low kickback 12 inch Oregon bar and chain and an automatic chain tensioning.
There you have it. An in-depth review of the DeWalt DCCS620B 20V Max Compact Cordless Chainsaw. We do hope this answers all of your question's you have with regards to this chainsaw. Sure, the fact that this is a bare tool may be off-putting for some of you.
However, it is important to remember that this gives you the freedom to choose the power of the battery as you would like. We assure you that buying this chainsaw will leave you with no regrets.


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Nature: Addresses⁄Lectures›
The Transcendentalist
The Transcendentalist By Ralph Waldo Emerson The first thing we have to say respecting what are called new views here in New England, at the present time, is, that they are not new, but the very oldest of thoughts cast into the mould of these new times. Download Complete Essay Transcendentalist Emerson A Lecture read at the Masonic Temple, Boston, January, 1842 Summary: The light is always identical in its composition, but it falls on a great variety of objects, and by so falling is first revealed to us, not in its own form, for it…
Man the Reformer
Man the Reformer By Ralph Waldo Emerson I wish to offer to your consideration some thoughts on the particular and general relations of man as a reformer. I shall assume that the aim of each young man in this association is the very highest that belongs to a rational mind. Download Complete Essay A Lecture read before the Mechanics' Apprentices' Library Association, Boston, January 25, 1841 Summary: In the history of the world the doctrine of Reform had never such scope as at the present hour. Lutherans, Hernhutters, Jesuits, Monks, Quakers, Knox, Wesley, Swedenborg, Bentham, in…
The Conservative, an essay by
The Conservative By Ralph Waldo Emerson The two parties which divide the state, the party of Conservatism and that of Innovation, are very old, and have disputed the possession of the world ever since it was made. This quarrel is the subject of civil history. The conservative party established the reverend hierarchies and monarchies of the most ancient world. Download Complete Essay The Conservative View A Lecture delivered at the Masonic Temple, Boston, December 9, 1841 Summary: The battle of patrician and plebeian, of parent state and colony, of old usage and accommodation to new facts,…
The Young American
It is remarkable, that our people have their intellectual culture from one country, and their duties from another. This false state of things is newly in a way to be corrected. America is beginning to assert itself to the senses and to the imagination of her children, and Europe is receding in the same degree. This their reaction on education gives a new importance to the internal improvements and to the politics of the country. Who has not been stimulated to reflection by the facilities now in progress of construction for travel and the transportation of goods in the United States?
Introductory Lecture …
Introductory Lecture By Ralph Waldo Emerson The times, as we say — or the present aspects of our social state, the Laws, Divinity, Natural Science, Agriculture, Art, Trade, Letters, have their root in an invisible spiritual reality. To appear in these aspects, they must first exist, or have some necessary foundation. Read at the Masonic Temple, Boston, December 2, 1841 Summary: The Times — the nations, manners, institutions, opinions, votes, are to be studied as omens, as sacred leaves, whereon a weighty sense is inscribed, if we have the wit and the love to search it out. Nature itself seems to propound to us this…


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