Free Essays on Gas Tungsten Arc Welding

1 FUSION WELDING Combination welding is a joining procedure where the mixture of metals is practiced by combination. The significant combination welding forms are recorded beneath: Gas welding Oxyacetylene gas welding (OAW) Circular segment welding Protected metal circular segment welding (SMAW) Gas tungsten circular segment welding (GTAW) Plasma circular segment welding (PAW) Gas metal circular segment welding (GMAW) Lowered circular segment welding (SAW) Electroslag welding (ESW) High-vitality shaft welding Electro shaft welding (EBW) Laser shaft welding (LBW) 1.1 Gas Tungsten Arc Welding (GTAW) 1.1.1 Description of the Process GTAW comprises of an AC/DC circular segment consuming between a non-consumable terminal and the work piece to soften the joint zone. The territory of the circular segment is wrapped in a defensive gas shield which shields the weld pool and cathode from sullying while at the same time permitting a steady curve to be kept up. The filler wire is included either by hand, or in the motorized procedure, by feed rollers joined to the light. 1.1.2 Application Regular applications comprises of top notch welding on hardened steels; aluminum and its composites; copper; nickel combinations and uncommon materials, for example, titanium and zirconium. Gentle prepares are welded when full infiltration welds are required inside specific resiliences, both in size and x-beam quality. Utilized broadly in the aviation, compound and atomic enterprises. 1.1.3 Electrical Conditions DC (direct current) - most regularly utilized for GTAW welding of tempered steels and warmth opposing prepares, mellow and low compound prepares, copper, nickel combinations, lead, silver, titanium and different metals that don't contain aluminum, magnesium or their composites. The anode must be associated with the negative terminal, where 33% of the warmth is created. 66% of the warmth of the circular segment is produced at the positive shaft. A tungsten terminal associated with the positive post would overheat and soften causing... Free Essays on Gas Tungsten Arc Welding Free Essays on Gas Tungsten Arc Welding 1 FUSION WELDING Combination welding is a joining procedure wherein the mixture of metals is cultivated by combination. The significant combination welding forms are recorded underneath: Gas welding Oxyacetylene gas welding (OAW) Curve welding Protected metal curve welding (SMAW) Gas tungsten curve welding (GTAW) Plasma curve welding (PAW) Gas metal curve welding (GMAW) Lowered curve welding (SAW) Electroslag welding (ESW) High-vitality bar welding Electro bar welding (EBW) Laser bar welding (LBW) 1.1 Gas Tungsten Arc Welding (GTAW) 1.1.1 Description of the Process GTAW comprises of an AC/DC curve consuming between a non-consumable terminal and the work piece to soften the joint zone. The territory of the curve is encompassed in a defensive gas shield which shields the weld pool and cathode from defilement while permitting a steady bend to be kept up. The filler wire is included either by hand, or in the motorized procedure, by feed rollers connected to the light. 1.1.2 Application Normal applications comprises of top notch welding on hardened steels; aluminum and its composites; copper; nickel combinations and uncommon materials, for example, titanium and zirconium. Mellow prepares are welded when full infiltration welds are required inside specific resiliences, both in size and x-beam quality. Utilized generally in the aviation, synthetic and atomic businesses. 1.1.3 Electrical Conditions DC (direct current) - most ordinarily utilized for GTAW welding of hardened steels and warmth opposing prepares, gentle and low amalgam prepares, copper, nickel compounds, lead, silver, titanium and different metals that don't contain aluminum, magnesium or their composites. The cathode must be associated with the negative terminal, where 33% of the warmth is produced. 66% of the warmth of the circular segment is produced at the positive post. A tungsten terminal associated with the positive shaft would overheat and liquefy causing...

Criminal Profiling Essay Example | Topics and Well Written Essays - 250 words

Criminal Profiling - Essay Example The fair treatment model, be that as it may, centers around rights and opportunities of suspects and in postponing the speculates worry, compromises the criminal equity system’s goals of guaranteeing lawfulness and rights and opportunity of larger part of individuals from the general public who are helpless to criminal exploitation (Packer 153-172). Danger of fear distinguishes the requirement for profiling however arrangements of established changes block law implementation from concentrating examinations on gatherings of individuals. The Fifth Amendment sets up the requirement for fair treatment under the watchful eye of activities by law authorization officials, on U.S. residents, and this implies discretionary spotlight can't be made on a gathering of residents, regardless of their potential relationship with fear dangers. The fourteenth amendment likewise shields key rights from discretionary laws and this implies it blocks any position that law requirement officials can work on during profiling (Kaplan 30). Moral thought would anyway educate my adjusting between enthusiasm regarding wellbeing and security and making sure about rights and common liabilities of residents. Rights and opportunities consistently struggle and are the reason wellbeing and security worries to require center around wellbeing and security. Likewise, rights and opportunity of hoodlums, who are a couple of individuals from the general public, repudiates rights and opportunities of others. Thusly, concentrating on wellbeing and security reaches out to guarantee rights and opportunity of a larger part to build up a decent

Review Essay Example | Topics and Well Written Essays - 500 words - 1

Audit - Essay Example The article makes reference to that in the time of 1999, 38% of the adolescents in the United States went through their cash in holy places. The article expresses that youthful grown-ups have lower pay assets and monetary strength when contrasted with grown-ups of the general public and still, in 2004, the scientists found that 3 out of each 10 youthful grown-ups gave cash to temples when contrasted with 6 out of 10 grown-ups. Along these lines, we see that the pace of benefactor youthful grown-ups is practically 50% of the more seasoned grown-ups, which is generally excellent for the time of youthful grown-ups. The article further notices that the legislature of the United States hopes to extend almost $15 trillion as a â€Å"intergenerational move of wealth† between years 2006 and 2021. This is a lot of cash that is moved among the friends of an age, and the age being talked about here is the youthful grown-ups. This implies, youthful grown-ups of the general public are mind ful enough to think how to spare additional bucks and spend them in noble cause with the goal that some destitute individual is assisted of his torments. This is really the genuine love for mankind which is the genuine quintessence of magnanimity. The article likewise proposes that youthful grown-ups will in general give increasingly volunteer time when contrasted with more seasoned grown-ups, in the event that they have almost no to give to noble cause.

[WATCH] How to change your life according to Michael Strahan

[WATCH] How to transform yourself as per Michael Strahan Michael Strahan plunked down with Daily Fuel to discuss a significant (and early) expression point in his life. Tune in to how the Good Morning America co-have reached the resolution that he was generally answerable for his destiny, and how Jane Fonda exercise recordings (for goodness' sake) pushed him to be the world class competitor he’d before long become.  The result not just finished up with his political decision to the NFL Hall of Fame, yet the attitude he created has guided him all through his amazing and unmatched career. While there’s an irrefutable arbitrariness to life when all is said in done, we as a whole should in the end choose for ourselves to what degree we decide our own destiny.Source: [DailyFuel]

Ways to Use Capstone Essay Sample Seminars

Ways to Use Capstone Essay Sample SeminarsWhen you are looking for ways to improve your grade, there are two things that you will want to make sure that you use whenever you find a Capstone Essay Sample seminar that you can attend. These two items will be the starting point for you in helping you find the topics and contents that will help you do your homework in your Capstone Essay.One of the most important things that you will want to use is when you find a Capstone Essay Sample seminar that you can attend that will be going over your Capstone Exam. You may not have heard of the Capstone Exam, but you might already know of what it entails. In this section of the Capstone, the students will be taking a test that will require them to write a paper and then pass it before they graduate.The one thing that you should make sure that you use in all of the Capstone Essay Sample seminars that you take will be the questions that you will be required to answer on your tests. You might think t hat this is not important, but when you learn how much your professors and teachers love to test students, you will be able to tell when they ask you a question or send you out to answer some other type of test. This is because test-taking can really impact your grade if you do not properly prepare for it. As you might already know, preparation is key.It would also be a good idea to look at when you find Capstone Essay Sample seminars that have a question that you can fill out for. This is very important, and it is something that you can use for your own convenience as well. Many of the question types that are available at these seminars are question banks, which is where you are required to fill out an essay with the questions that are assigned.The reason that you should not be afraid to fill out question banks is because many of the Capstone Essay Sample seminars will be taking notes and writing them down as they go through your essay. This will help you understand the topic bette r, and this will help you move along quicker if you do not feel that you fully understand the material that you are supposed to be writing about.Another thing that you should use when you are looking for Capstone Essay Sample seminars is when you are going to get your written tests. What this means is that when you take the test for your Capstone Essay, you will need to write a written work. Many of the essays that you will have to write are based on assignments that have been given by your professor, and the essay that you will have to write on top of these assignments will also be used as a class project.When you are looking for Capstone Essay Sample seminars, make sure that you are always prepared. By preparing, you will be able to do a lot better on your Capstone Essay, and you will be able to pass it much easier than if you do not have the proper tools that you will need to do this.

Introduction To General Linguistics Support The Statement - 5500 Words

Introduction To General Linguistics: Support The Statement (Essay Sample) Content: FACULTY OF EDUCATION AND LANGUAGE (FEL) MAY 2017 SEMESTER HBET1103 INTRODUCTION TO GENERAL LINGUISTICS MATRICULATION NO. : 920629125380001 IDENTITY CARD NO. : 920629-12-5380 TELEPHONE NO. : 016-8396253 E-MAIL : rebyhs92@live.com LEARNING CENTRE : Sabah Learning Centre TABLE OF CONTENTS CONTENTS PAGE INSTRUCTIONS 2 1.0 INTRODUCTION 1.1 History 1.2 Agree with the Statement 1.3 Article Support the Statement 1.4 Definition of Linguistic Determinism and Relativity 1.5 Assignment Plan 3-5 2.0 OBSERVATIONS 2.1 First Observation 2.2 Second Observation 2.3 Linguistic Determinism in Observations 2.4 Linguistic Relativity in Observations 5-8 3.0 CRITICAL REVIEW 3.1 Weaknesses of the Observations 3.2 Strengths of the Observations 8 4.0 EVALUATION OF THE SAPIR-WHORF HYPOTHESIS (SWH) 9-10 5.0 CONCLUSION 11 REFERENCES 12 INSTRUCTIONS Do not copy the assignment question and instructions to your answer. Prepare your assignment answer following the layout of the ASSESSMENT CRITERIA shown in the RUBRICS provided for the course. Where RUBRICS are not provided, follow the instructions/guidelines specified by the Faculty for the assignment concerned. Your assignment should be between 2500 to 3000 words (depending on number of words outlined in the assignment instruction) EXCLUDING references. Type your answer using 12 point Times New Roman font and 1.5 line spacing. Show the number of words at the end of your assignment. Tables and figures where provided, should be appropriately titled. List your references separately in the APPENDIX page. 1.0 INTRODUCTION 1.1 History Language is more than just a means of communication as it pervades our social life and influences our culture and even our thought processes. Culture is the result of the creativity and thinking of each member in language community, whereby our thoughts are our brains responses of what has happened today, the present and the future (Rahardi, 2001). The information that we have obtained through observing are then processed into information that we wish to convey. The relationship between language, thought and culture is deeply rooted. When compared, language and culture are two different sides of a coin, but they cannot be separated because language is a reflection of the culture and thought of the speakers. In fact, language and thought are the elements that help build a culture. 1.2 Agree with the Statement I agree with the statement above due to the reason that just as language pervades social life, the elements of social life constitute an intrinsic part of the way language is used. Even though language is regarded by linguistics as an abstract structure that exists independently of specific instances of usage, any communicative exchange is situated in a social context that constrains the linguistic forms the speakers use. The language that we individually use may be influenced or constrained by our ethnic and cultural background, but this does not change the fact that how we define social situation, our perceptions of what others know, think and believe, and the claims we make about our own and others identities will affect how we use our language. It can be observed that a humans language ability is not only depended on the natural capabilities of its brain but rather, its social environments and the patterns of language that the people around us use. 1.3 Article Support the Statement The article below supports the statement above by stating that as the AIs (artificial intelligences) are acquiring human-like language abilities, they are also absorbing the deeply ingrained biases concealed within the patterns of language use. This statement can be found in the 3rd paragraph of the article. This indicates that the AIs adapted to their social environments, mainly the patterns of language used by the people around them, in which they also absorbed the biases as a result of the language acquisition. In the 5th paragraph, computer scientist and co-author, Joanna Bryson claimed that the AIs are prejudiced because they are learning from us, showing that we humans are the same, in terms of adapting to our social environments and acquiring our language from the patterns of language used by the people around us. Despite the influence of our ethnic and cultural background, we still manage to depend on our social environments and acquire our languages from the patterns of language that the people around us use. This is further solidified in the 6th paragraph, stating that the AIs unlike humans, cannot consciously counteract learned biases. Humans are able to do so because we have thought processes, social awareness and other factors driven by moral ideas to help counteract these biases. Even if we do not display our acquisition of the patterns of language used by other people, it cannot be denied that we humans are the most adaptive species by the fact that we copy or imitate the patterns or behaviours of the people around us without noticing that we are doing it unconsciously. 1.4 Definition of Linguistic Determinism and Relativity Linguistic determinism (stronger version) is a concept that postulates human language limits and determines human thought patterns and knowledge (Dalpe, 2013). It is defined as a range of views in which our thinking (or worldview) is seen as being determined or shaped by language, whereby we cannot see things another way as our language determines how we see the world. This concept makes an assumption that human mentality is reflected and limited by language, as well as the languages ability to make cross-cultural connections (Lucy, 1992). Since each language possesses a hidden history of the culture and place in which it originated, no two languages can conceptualize or describe the world in exactly the same way. This concept is not testable as it makes bilingualism and translation impossible. An example of this is the Eskimo language....

The Three Theoretical Approaches to Strategic Management - Free Essay Example

Sample details Pages: 8 Words: 2501 Downloads: 10 Date added: 2017/06/26 Category Management Essay Did you like this example? Introduction Strategic management involves the construction and implementation of major aims and objectives taken by an organisations managers to represent the views of the owners. It is usually based on the consideration of resources, and on an assessment of the internal and external factors affecting the organisation (Nag, et al., 2007). It is an incredibly important factor for company owners to take into consideration as it is directly related to the success of an organisation. Don’t waste time! Our writers will create an original "The Three Theoretical Approaches to Strategic Management" essay for you Create order This report will explore the three theoretical approach to strategic management; resource based view, market based view and I/O view. Furthermore, it will also investigate three type of strategy, which are corporate strategy, business strategy and operational strategy. Resource Based View The resource based view to strategic management provides an explanation of competitive heterogeneity based on the premise that close competitors differ in their resources and capabilities in important and durable ways (Helfat Peteraf, 2003, p. 997). Furthermore, the resourced based view has become one of the most prominent and influential theories in management. This is because it aspires to explain the internal resources that an organisation can utilise to gain a competitive advantage (Kraaijenbrink, et al., 2009). The central theme of a resource based view to strategic management is that for a firm to achieve sustained competitive advantage it must acquire and control a wide range of resources and capabilities (Barney, 2002). Although the resource based view appears to be an incredibly appealing technique to use, it has been extensively criticised. The various criticisms of the resource based view can broadly fall under six main categories. These are (Kraaijenbrink, et al., 2 009); No managerial implications: The resource based view tells managers that certain resources, valuable, rare, inimitable and non-sustainable (VRIN), should be obtained. However, it doesnt give feedback on how managers should go about obtaining these resources (Conner, 2002). Implies infinite regress: Many theorists critique the resource based view because it will lead firms into an infinite loop of endlessly searching for the best resources. Collis (1994, p. 148) states a firm that has the superior capability to develop structures that better innovate products will, in due course, surpass the firm that has the best product innovation capability todayà ¢Ã¢â€š ¬Ã‚ ¦. Applicability is too limited: Conner (2002) believes that the resource based view can only be adopted by large firms who have a lot of market power. This alienates many, smaller firms, from being able to benefit from the success that a resources based view can hold. Sustained competitive advantage is not achievable: The resource based view is focused on sustaining competitive advantage. However, competitive advantage cannot really be sustained because Both the skills/resources, and the way organizations use them, must constantly change, leading to the creation of continuously changing temporary advantages (Fiol, 2002, p. 692). Not a theory of the firm: Most academics agree that the resource based view is not a theory of the firm, but with some turning it into a critique. As the resource based view does not take into account operational boundaries, values, internal structure or asset ownerships, it cannot be a theory of the firm (Dosi, et al., 2008). Definition of resource is unworkable: Many definitions of resources are extremely broad, and if all were taken account than anything of substance to a company would be considered a resource. As the resource based view does not take into account the different definitions and types of resource, it is hard to apply to specific situations (Kraaijenbrink, et al., 2009). Market Based View This perspective focuses on factors outside the firm on the markets in which it competes. Furthermore, the market based view states that the sources of value for the firm are embedded in the competitive situation characterizing its external product markets (Makhija, 2003, p. 437). This basically means that a firms sources of market power is a contributing factor to the organisations performance. Most academics highlight three main sources of market power, these are (Grant, 1991); Monopoly: If a firm has market power in the form of a monopoly then they should expect exceptional business performance. This is because they will be the only company operating within a market, and can dictate the pricing of their products at free will. However, they will also be susceptible to new companies penetrating the market. Barriers to entry: For a company operating as a monopoly they will want to impose strict barriers of entry to try and maintain control of the market for as long as possible Furthermore, this approach should be taken by most companies in a dominant market position, as they do not want other companies to penetrate the market and steal market share. Bargaining Power: The more bargaining power a company has, in regards to both consumers and suppliers, the higher the expected performance would be. This is because if the firm has a low of power over their suppliers and consumers, then the chances are that there are not many substitutes for the suppliers or consumers to choose between. Once again, this allows the company to have dominant impact on the pricing within the market. Furthermore, because many academics suggest that business markets evolve very slowly (Geroski Masson, 1987; Mueller, 1986), it means that market power does not erode rapidly, and a company can maintain it for a reasonably long time. However, even if the market were to dramatically change, a company can utilise their current market power to cushion the effects of any detrimental actions that may occur. Industrial/Organisation View The organisation view on strategic management focuses on how an organisation chooses which industries to operate. It suggests that if an industry is performing exceptionally well, then a business can enter that market and reap substantial financial benefits (Chin, et al., 2003). It is centred on Porters Five Forces (1980), as it analyses the different modes and restrictions of entry into a market. Makhija (2003) takes the view that the I/O view is about manipulating power asymmetries and trying to develop market power. It does this by attempting to minimise the impact of Porters Five Forces, such as industry rivals and threat of new entrants. Furthermore, an I/O view would view market power as a substantial defence against new entrants, and that the industry can have significant impacts on competitive advantage, not so much the market or the organisation. It is a relatively outdated view of competitive advantage, with the resource based view and market based view being preferred by most academics and corporations. Corporate Strategy Michael E Porter (1987, p. 1) defines corporate strategy as the concern as business as on how to create competitive advantage in each of the businesses in which a company competes. In essence, corporate strategy concerns every facet of the business, to add up to more than the sum of its business unit parts. Furthermore, Porter (1987) outlines four generic strategies that exist at a corporate level. These are; Portfolio Management: This is a corporate strategy that is in use by most organisations. It is primarily based on a diversification strategy through acquisition. Although acquisitions can be in a completely new market, corporate managers will often limit the differences to focus their own personal expertise. Furthermore, the acquired firms should run autonomous, with teams focusing on their own work and being reward based on unit results. Restructuring: This is quite dissimilar to portfolio management, as it involves the complete restructuring of businesses. A corporate manager will usually acquire a company with unrealised potential and then seek to actively review and restructure the business operations. This strategy benefits from underperforming companies that are at threat of going into liquidation. When well implemented, the restructuring strategy offers many benefits, it is a cheap mode of acquisition and still leaves a lot of freedom for development. Transferring Skills: The previous two strategies both rely on the acquisition or restructuring of companies and leaving them to operate autonomously. However, a transferring skills strategy seeks to build interconnected relationships between each business unit of the corporation. However, sometimes business units will not synergise well together and no matter how hard a corporation tries, the skills cannot be transferred. This can prove costly and timely for an organisation. Sharing Activities: The final strategy developed by Porter (1987) is via a sharing activities strategy. This strategy is a blend of the three previous strategies, as it leaves business units to act autonomously, but will seek to share a portion of activities between them. This could be in the form of production, supply chain or distribution. Furthermore, this strategy is becoming more and more prominent as sharing often enhances competitive advantage for a business by lowering costs. As all four strategies have a variety of benefits, a corporation must decide on what strategy is most beneficial to follow. In general, the sharing activities strategy will be very suitable, as it is a cheap strategic choice, potentially lowering costs, and maintains the autonomy between business units. However, if a company is looking for rapid strategic growth then they may just build up a large portfolio of acquisitions. Unfortunately, this does come with a substantial amount of risk and resource usage. Business Strategy A business strategy is fundamentally the way in which an organisation will set out to achieve any designated aims or objectives. Furthermore, a business strategy will typically cover a period of around 3-5 years and encompasses three generic strategies. These are; growth, globalisation and retrenchment. Growth and globalisation both look at how an organisation can expand their operations, either domestically or internationally. On the other hand, retrenchment is a defensive strategy, and looks into ways in which an organisation can reduce their operations to focus on what they do best (BCS, 2015). As with the other strategies, business strategy is still meant to give an organisation competitive advantage. There are a variety of ways in which a business strategy can achieve this, including lowering prices or product differentiation. Business strategy is significantly different to corporate strategy in this regard, as it relates to the finer details of operation and gives individu al employees a say on decision making. Functional/Operational Strategy Strategy in an operational context is essentially about how the organization seeks to survive and prosper within its environment over the long-term (Barnes, 2007, p. 24). Furthermore, Slack, et al., (2004) outline five key attributes that an operational strategy will try and achieve. These are; Cost: The ability for an organisation to produce at a low cost. Quality: The ability for an organisation to produce within specification and with minimal errors. Speed: The ability for an organisation to produce quickly and meet consumer needs and demands, such as offering a short lead time between when a customer orders a product and when it gets delivered. Dependability: The ability for an organisation to deliver their products in accordance with any promises made to the consumer. Flexibility: The ability for an organisation to be able to change their operations at any given time. This can include changing volume of production or the time taken to produce. If a company can perform exceptionally well in one or more of these factors, then it allows them to pursue a strategy that uses the factor as a competitive advantage. Barnes (2007) provides a table highlighting the different competitive strategies that a company can pursue dependent on where they are exercising efficient operations. Excellent Operations Performance in Gives the Ability to Compete on Cost Low Price Quality High Quality Speed Fast Delivery Dependability Reliable Delivery Flexibility Frequent new products/services Wide range of products/services Changing the volume of product/service deliveries Changing the timing of product/service deliveries Furthermore, it is highly unlikely that an organisation will be able to act proficiently at every one of the five factors mentioned above, so choosing one to excel it is a preferred method. If a company were to try and focus on all five factors they will likely cause confusion and actually lose their competitive edge. This concept was proposed by Skinner (1969) and is referred to as the trade-off strategy. It basically means that a company can trade-off performance in one facet of their operations to perform exceptionally well in another. Operations can play a fundamental role in strategic decision making, and a company must be clear on where they are performing well in order to market this as a competitive advantage. Conclusion There is not really an optimum strategy to pursue for an organisation, as it is dependent on a variety of external factors that could be specific to the organisation. Careful planning and preparation must be conducted before any organisation commits to following a certain strategy, otherwise they may risk losing substantial resources. Furthermore, the resourced based view and market based view both have their merits, with a combination of the two probably being the most optimum method. An organisation should order their resources to establish a strong market power within an industry. Once this market power has been attained, corporate level members can begin filtering down aims and objectives that can be accomplished by business and operational strategies. Strategic choice involves heavy integration throughout all levels of the business, as strategies can be implement by a number of different departments, all of which offer their own benefits to the overall aims and objectives o f the organisation. Bibliography Barnes, D., 2007. Operations Management. London: Cengage Learning. Barney, J. B., 2002. Gaining and Sustaining Competitive Advantage. s.l.:Prentice Hall. BCS, 2015. Business strategy. [Online] Available at: https://businesscasestudies.co.uk/business-theory/strategy/business-strategy.html#axzz3bWvHhfHY Chin, J. W., Widing, R. E. Paladino, A., 2003. Comparing the industrial organization view and market orientation, s.l.: Market Orientation and Relationship Marketing. Collis, D. J., 1994. How Valuable Are Organizational Capabilities?. Strategic Manamement Journal, 15(1), pp. 143-152. Conner, T., 2002. The Resource-Based View of Strategy and Its Value to Practising Managers. Strategic Change, 11(6), pp. 307-316. Dosi, G., Faillo, M. Marengo, L., 2008. Organizational Capabilities,Patterns of Knowledge Accumulation and Governance Structures in Business Firms: An Introduction. Organization Studies, 29(8), pp. 1165-1185. Fiol, C. M., 2002. Revisiting an Identity-Base d View of Sustainable Competitive Advantage. Journal of Management, 27(6), pp. 691-699. Geroski, P. A. Masson, R. T., 1987. Dynamic market models in industrial organization. International Journal of industrial organization, 5(1), pp. 1-13. Grant, R. M., 1991. A resource-based perspective of competitive advantage. California Management Review, Volume 33, pp. 114-135. Helfat, C. E. Peteraf, M. A., 2003. The dynamic resource based view: Capability lifecycles. Strategic Management Journal, 24(10), pp. 997-1010. Kraaijenbrink, J., Spender, J. C. Groen, A., 2009. The resource-based view: A review and assessment of its critiques, Munich: Munich Personal RePEc Archive. Makhija, M., 2003. Comparing resource based and market based views of the firm: Empirical evidence from Czech Privitisation. Strategic Management Journal, 24(5), pp. 433-451. Mueller, D. C., 1986. Profits in the Long Run. Cambridge: Cambridge University Press. Nag, R., Hambrick, D. C. Chen, M.-J., 200 7. What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28(9), pp. 935-955. Porter, M. E., 1987. From Competitive Advantage to Corporate Strategy, s.l.: Harvard Business Review. Skinner, W., 1969. Manufacturing: The missing link in corporate strategy. Harvard Business Review, 68(3), pp. 136-145. Slack, N., Chambers, S. Johnston, R., 2004. Operations Management. 4th ed. Harlow: Pearson Education.