The Balloon-borne Large Aperture Submillimeter Telescope for Polarimetry (BLASTPol) was a suborbital experiment designed to map magnetic fields in order to study their role in star formation ...processes. BLASTPol made detailed polarization maps of a number of molecular clouds during its successful flights from Antarctica in 2010 and 2012. We present the next-generation BLASTPol instrument (BLAST-TNG) that will build off the success of the previous experiment and continue its role as a unique instrument and a test bed for new technologies. With a 16-fold increase in mapping speed, BLAST-TNG will make larger and deeper maps. Major improvements include a 2.5 m carbon fiber mirror that is 40% wider than the BLASTPol mirror and ~3000 polarization sensitive detectors. BLAST-TNG will observe in three bands at 250, 350, and 500 microns. The telescope will serve as a pathfinder project for microwave kinetic inductance detector (MKID) technology, as applied to feedhorn coupled submillimeter detector arrays. The liquid helium cooled cryostat will have a 28-day hold time and will utilize a closed-cycle \(^3\)He refrigerator to cool the detector arrays to 270 mK. This will enable a detailed mapping of more targets with higher polarization resolution than any other submillimeter experiment to date. BLAST-TNG will also be the first balloon-borne telescope to offer shared risk observing time to the community. This paper outlines the motivation for the project and the instrumental design.
The chapter tries to conceptualize different forms of competence and relate them to both organization theory and strategic management. A general premise is that organizations embody coherent ...structures of tasks and competences, with distinctive governance modes, which do not replicate either pure market arrangements or any ‘nexus of contracts’. The authors identify the specificities of each firm in terms of (1) organizational processes (including their operating routines), (2) positions (broadly defined to cover their specific assets, their location along the value chain, and their relationships with suppliers and customers), and (3) paths (i.e. their patterns of change in the former two sets of characteristics). The chapter emphasizes the stickiness over time of distinct organizational capabilities and, thus, also the constraints that the past learning history of the organization puts upon the degrees of discretionality of strategic management. This perspective on organizations and organizational learning clearly shifts the focus of analysis from rather product positioning or ‘clever strategizing’ to the process of problem‐solving and organizational governance, and, dynamically, to competence‐enhancing strategies.
Summary
The effects of orthostatic changes on the excretion of urokinase were studied in healthy normal volunteers. Urokinase excretion rose (average +69%) significantly (p<.005) while urine volume ...fell (average–59%) significantly (p <.001) after the subjects had been standing. There was no difference between men and women nor was there an apparent diurnal variation in urokinase excretion of recumbent subjects. A relationship between urokinase excretion and sympathetic nervous system activity is suggested.
