LEADER 02426oam 2200709 450 001 9910706968903321 005 20231208185124.0 035 $a(CKB)5470000002459787 035 $a(OCoLC)799988137$z(OCoLC)654114518$z(OCoLC)806009725 035 $a(EXLCZ)995470000002459787 100 $a20120717d1999 ua 0 101 0 $aeng 135 $aurbn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aCombating terrorism: role of the National Guard response teams $ehearing before the Subcommittee on National Security, Veterans Affairs, and International Relations of the Committee on Government Reform, House of Representatives, One Hundred Sixth Congress, first session, June 23, 1999 210 1$aWashington :$cU.S. Government Printing Office,$d1999. 215 $a1 online resource (iii, 69 pages) 300 $a"Serial no. 106-32." 320 $aIncludes bibliographical references. 517 $aCombating terrorism 606 $aEmergency management$zUnited States 606 $aCivil defense$zUnited States 606 $aIntergovernmental cooperation$zUnited States 606 $aInteragency coordination$zUnited States 606 $aWeapons of mass destruction$zUnited States$xSafety measures 606 $aDomestic terrorism$zUnited States$xPrevention 606 $aCivil defense$2fast 606 $aArmed Forces$2fast 606 $aTerrorism$xPrevention$2fast 607 $aUnited States$xNational Guard 607 $aUnited States$2fast 608 $aLegislative hearings.$2lcgft 615 0$aEmergency management 615 0$aCivil defense 615 0$aIntergovernmental cooperation 615 0$aInteragency coordination 615 0$aWeapons of mass destruction$xSafety measures. 615 0$aDomestic terrorism$xPrevention. 615 7$aCivil defense. 615 7$aArmed Forces. 615 7$aTerrorism$xPrevention. 676 $a363.3/2/0973 801 0$bOCLCE 801 1$bOCLCE 801 2$bOCLCO 801 2$bOCLCQ 801 2$bOCLCF 801 2$bOCLCQ 801 2$bOCLCO 801 2$bCWCLL 801 2$bOCL 801 2$bOCLCA 801 2$bNJR 801 2$bBUF 801 2$bOCLCQ 801 2$bGPO 906 $aBOOK 912 $a9910706968903321 996 $aCombating terrorism: role of the National Guard response teams$93466959 997 $aUNINA LEADER 03745nam 22007695 450 001 9910298497503321 005 20260415134325.0 010 $a3-319-14517-7 024 7 $a10.1007/978-3-319-14517-4 035 $a(CKB)3710000000343620 035 $a(EBL)1973913 035 $a(SSID)ssj0001424169 035 $a(PQKBManifestationID)11770572 035 $a(PQKBTitleCode)TC0001424169 035 $a(PQKBWorkID)11363324 035 $a(PQKB)11259803 035 $a(DE-He213)978-3-319-14517-4 035 $a(MiAaPQ)EBC1973913 035 $a(PPN)183518942 035 $a(EXLCZ)993710000000343620 100 $a20150129d2015 u| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aExploring the Design and Effects of Internal Knowledge Markets /$fby Hind Benbya 205 $a1st ed. 2015. 210 1$aCham :$cSpringer International Publishing :$cImprint: Springer,$d2015. 215 $a1 online resource (53 p.) 225 1 $aSpringerBriefs in Digital Spaces,$x2193-5890 300 $aDescription based upon print version of record. 311 08$a3-319-14516-9 320 $aIncludes bibliographical references. 327 $aResearch objectives -- Review of the literature.- Research methodology -- Results -- Implications for theory and practice -- Contributions to the 2020 perspective -- Conclusion. 330 $aThis book investigates the design and implementation of market mechanisms to explore how they can support knowledge- and innovation management within firms. The book uses a multi-method design, combining qualitative and quantitative cases with experimentation. First the book reviews traditional approaches to solving the problem as well as markets as a key mechanism for problem solving. After a short discourse on the applied methodology the book discusses internal- market types and examples of internal markets. It goes on to describe design guidelines including incentives design, governance mechanisms and lessons learned. It then analyzes the effects of internal knowledge markets. The book concludes with implications for theory and practice as well as the short-term perspectives. 410 0$aSpringerBriefs in Digital Spaces,$x2193-5890 606 $aInformation technology 606 $aBusiness?Data processing 606 $aApplication software 606 $aManagement 606 $aIndustrial management 606 $aData mining 606 $aIT in Business$3https://scigraph.springernature.com/ontologies/product-market-codes/522000 606 $aInformation Systems Applications (incl. 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