A third approach described in this chapter relies on the activation of normal cell repair mechanisms to restore lost synapses. In a second, often used approach, pathways leading to synaptic loss or cell death are identified and inhibited. Nevertheless, they provide precious insight into the avenues of current research that may lead to future modes of enhancement.Īs described in Chapter 2, one of the most common approaches to develop new cognitive enhancers is to identify the pathways involved in learning and memory, and to test activators specific to these pathways. Unlike traditional approaches (e.g., enriched environment, Chapter 4), most of the innovative approaches are invasive and they are therefore unlikely to be tested on human beings. Shira Knafo, in Cognitive Enhancement, 2015 A Journey through this BookĪfter defining the possible meanings of cognitive enhancement in its multiple forms, this book looks in depth at a number of the traditional and cutting-edge technologies that are currently studied and employed in experimental animals and sometimes, in humans. While managers and business owners in Laos PDR can use the same frameworks for deciding on strategies and operational business practices as managers around the world use, successful interpersonal management practices in Laos will normally require adaptations based on a strong understanding of the unique social-cultural environment found in the country. This moderation of ambition should not be considered an inferior feature of the Laos business environment, but it is a feature which should be understood while developing the most effective and efficient business practices to use within the country. While it would be unfair to claim the owners and managers of the three companies examined are lazy, there does appear to be a moderation of ambition and more of a focus on quality of life that is consistent with the teachings of the middle path which is a central feature of Theravada Buddhism. In Laos, the work ethic differs from what is seen in Western societies or in East Asia.
While from a strategic standpoint the companies’ choices of using niche strategies can be explained using typical strategic management frameworks and choice of operational practices would seem to be consistent with expectations of using a cost–benefit analysis, many of the interpersonal business practices would appear to be shaped by unique local conditions and differ from practices found in different cultural environments. Shop selling religious items in Vientiane The practices of the three companies examined would appear to be consistent with the proposals.įigure 10.2. Hipsher (2011) proposed that firms originating from the Theravada Buddhist countries of Southeast Asia which include Laos PDR are likely to (1) use a paternalistic management style, (2) use informal HR and interpersonal management practices, (3) have few formal rules, (4) are generally more reactive and use little long-term planning and (5) focus more on cooperation and quality of life as opposed to competition and an all out drive for success. The interpersonal business practices of the three firms would appear to be heavily influenced by the social-cultural environment.
Nattiwapan primarily uses her location to advantage in targeting foreign tourists. Moreover, without internationally recognized brand names or technological innovation it is difficult for Lao companies to compete using a differentiation strategy targeting top-end consumers in the urban areas.īoth Lao Magic Carpets and the Cultural Production Company use their local knowledge and origins to create products that appeal to customers wanting products that are uniquely Lao in nature, while Ms. Due to the country's small domestic market and lack of personnel with technical skills it would be very difficult to compete in the manufacturing sector on cost with companies from China or Thailand. It would seem these choices of strategy are driven to some extent by the external environment. In all three cases examined we see the use of a niche or focused business strategy.
Hipsher, in The Private Sector's Role in Poverty Reduction in Asia, 2013 Analysis
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