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Para Taekwondo: From Vision to Paralympic Inclusion (and Beyond)
( Olof Hansson ) 국제태권도학회 2017 International Symposium for Taekwondo Studies Vol.2017 No.-
This presentation looks into the actions taken by the World Taekwondo Federation (WTF) after Taekwondo was rejected in 2016 from the 2020 Tokyo Paralympic Games. The WTF was informed in 2010 that their application to include Para Taekwondo in the 2016 Rio Paralympic Games program was unsuccessful. Dr. Chungwon Choue, the WTF President, presented a vision for Taekwondo in 2004 to be al-inclusive regardless of gender, age, social class, or ability. Included in this vision was the development of Taekwondo for athletes with a physical impairment, or Para Taekwondo. The Paralympic Committee was formed in 2005 with the aim of including Para Taekwondo in the Paralympic Games program, and the first World Para Taekwondo Championships was held in Baku, Azerbaijan in 2009. Those championships were an effort to reach the participation requirements stipulated for inclusion by the International Paralympic Committee (IPC). To put forward recommendations on how to include Taekwondo in the 2020 Tokyo Paralympic Games, a Para Taekwondo Development Task Force convened in 2013. The task force created a list of 20 recommendations including, expansion of Para Taekwondo to include additional impairment classes, development of poomsae as a competition format, establish a Para Taekwondo department within the WTF, development of Classification Rules and competition rules for Para Taekwondo, and increase cooperation with the IPC and International Sport Organisation for the Disabled (IOSD). The implementation of these recommendations laid the foundation for Para Taekwondo’s inclusion in the 2020 Tokyo Paralympic Games program.
Super-atom molecular orbital excited states of fullerenes
Johansson, J. Olof,Bohl, Elvira,Campbell, Eleanor E. B. Royal Society 2016 Philosophical transactions. Series A, Mathematical Vol.374 No.2076
<P>This article is part of the themed issue 'Fullerenes: past, present and future, celebrating the 30th anniversary of Buckminster Fullerene'.</P>
Experience of Seventeen Compact Wet End Systems
Meinander, Paul-Olof Korea Technical Association of the Pulp and Paper 2002 펄프.종이기술 Vol.34 No.5
Ten years ago most papermakers were convinced that a system needs to be voluminous and heavy for controllability and stability. In order to improve grade changing dynamics, the author of this paper began developing a compact papermachine wet end. The results have proven that compactness is beneficial even more broadly. Quoting Voith$^1$the trend is now the opposite - the systematic collecting and direct feeding of the individual water flows back into the system". In its gasless form this is actually covered by a POM Technology Patent.tent.
Photosensitivity in sponge due to cytochrome c oxidase?
Bjorn, Lars Olof,Rasmusson, Allan G. Korean Society of Photoscience 2009 Photochemical & photobiological sciences Vol.8 No.6
An action spectrum for photosensitivity in sponge larvae published by Leys et al. [J. Comp. Physiol., A, 2002, 188, 199-202] was interpreted by the authors as being due to a combination of light absorption by flavin or carotenoid in the blue region, and another pigment such as pterin in the long-wavelength region. Here we show here that their action spectrum closely matches the absorption spectrum of reduced cytochrome c oxidase that is present in sponges, and compare with other photoreactions which are thought to be due to this chromoprotein.
Mongolic vowel shifts and the classification of the Mongolic languages
Svantesson, Jan Olof 한국알타이학회 2000 알타이학보 Vol.10 No.1
Although the Mongolic language group consists of ten rather closely related languages, there is no consensus in the literature about the classification of the languages into subgroups. One reason for this is the occurrence of more or less independent phonological innovations which are difficult to order in time and which may have spread geographically rather than genetically. All Mongolic languages except Oirat have gone through rather drastic vowel shifts, changing or even destroying the basis for vowel harmony. In this article, a classification based on these vowel shifts is proposed.
Tatiana Anisimova,Olof Brunninge 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07
In times of rapid technological change and increasing global competition, the brand constitutes one of the few resources to ensure sustainable competitive advantage (Lindemann, 2003). An important brand attribute companies need to build and communicate to consumers is brand authenticity. The technological and economic dynamics of our modern times can have destabilizing social consequences, particularly during the uncertainty caused by economic or political crises – which robs individuals of their need for stability and continuity. In these times, the human desire for authenticity may be especially strong (Turner & Manning, 1988). But what drives the authenticity of a brand? Recent research has identified brand heritage, that is, a company’s active use of its past and legacy, as beneficial for achieving competitive advantage (Urde, Greyser, & Balmer, 2007; Balmer, 2009). Previous conceptualizations of brand heritage highlight longevity, core values, use of symbols and an emphasis on history (Urde et al., 2007). Balmer (2013) builds on these conceptualizations, identifying six traits an institution should possess to be regarded as having a corporate heritage, including institution trait constancy (e.g. in terms of organizational culture; product, process and quality focus; location; group and class associations; design, style and sensory utilization; and corporate communications). To the best of the authors’ knowledge, no research so far has examined brand heritage as part of a corporate brand’s identity and authenticity for the specific case of post-Soviet brands whose embeddedness in a turbulent political and social environment over the last 200 years makes brand heritage management challenging. Using Balmer’s (2013) institutional trait constancy framework (Figure 1), the purpose of this study is to understand the identity of post-socialist corporate brands as corporate heritage brands and the challenges faced by managers in ensuring trait constancy of their corporate brands in the context of building and leveraging an authentic corporate heritage. A specific focus will be on analyzing how the heritage of corporate brands in post-socialist countries is connected to, and affected by, long-term societal developments including fundamental political and social regime shifts (i.e. presocialism, socialism and post-socialism). Our empirical application is the fast-moving consumer goods (FMCG) sector, and here in particular the confectionary industry because confectionary brands form an integral part of the traditions and culture of a society (Tellström, Gustafsson, &Mossberg, 2006). The paper draws on case studies of three Russian iconic corporate brands in the confectionary category (Babaevsky, Krasny Octyabr and Rot Front), and one Latvian iconic confectionary brand Laima. Through these case studies, the following research questions are answered: RQ1: How does institutional trait constancy manifest itself in corporate heritage brands in post-socialist countries? RQ2: How do long-term societal developments in these countries challenge institutional trait constancy in a brand heritage management context? Our findings suggest that successful brand heritage management in a post-Soviet context requires consistency regarding organizational culture, and here in particular adaptability and resilience, along with a focus on history and traditions. It also needs consistency in terms of product, process and quality foci, as well as regarding design, style and sensory utilization. Consistency as to location, group associations and corporate communications also matters. We argue that it is critical for academics and practitioners to better understand how brands become embedded in long-term social developments and consumer life-style and how the society feeds back into maintaining their brand heritage. On that basis, our findings can be used for development of effective branding heritage strategies to assist companies in their brand heritage management, and in sustaining their long-term competitive advantage in uncertain times.