Replayability in games is important to many players as it increases the amount of play time they get out of a game for the price they paid, which is why it is interesting to know how replayability can be promoted in games with simple mechanics. Previous research has categorised what motivates players to play a game again, as aspects of replayability. These aspects and the inherent subjectivity of replayability have been taken into account to define replayability. In this study, a game is designed to be replayable according to those definitions and then iterated on three times. Four different tools and principles for designing for replayability are used and evaluated in the design. All four tools and principles are considered in the initial design, after which one or a few are selected to be used in each game iteration. For each version of the game, the reason for, and the theory behind, design decisions is documented. The game is then released and player data and answers to two questions within the game are gathered to inform reflection. After which the design is reflected on before designing the next iteration. Four different tools and principles were tested as part of the design process. The Periodic Dilemma Generator (Aghekyan, 2021), the Aspects of Replayability (Krall and Menzies, 2012) (Monedero March, 2019), game elements based on randomisation (Bycer, 2018), and a tool to add synergy (Rosewater, 2013). Each of them proved to be useful in different ways. The Aspects of Replayability helped focus the design as goals to work towards. The Periodic Dilemma Generator tool was used throughout the design as both a design tool and a guide for creating meaningful choices. Randomisation was added as part of the game’s initial design and remained the main source of variance throughout all iterations. Designing synergy between game elements then enhanced both the Periodic Dilemma Generator and the randomised variance, making it the tool that provided the most replayability in the game. Using these tools and principles together, they can guide the design to enhance the complexity of a simple game to promote replayability. / Omspelbarhet i spel är viktigt för många spelare då det ökar mängden speltid de får ut av ett spel för det pris de betalade, därför är det intressant att veta hur man kan främja omspelbarhet i spel med enkla mechanics. Tidigare forskning har kategoriserat vad som motiverar spelare att spela ett spel igen. Det kallas aspekter av omspelbarhet. Dessa aspekter och subjektiviteten av omspelbarhet har beaktats för att definiera konceptet. I den här studien designas ett spel för att vara omspelbart enligt de definitionerna och sedan designas tre ytterligare iterationer. Fyra olika verktyg och principer som handlar om att designa för omspelbarhet används och evalueras i designen. Alla fyra verktyg och principer används i den ursprungliga designen, varefter en eller ett fåtal av dem väljs till att användas för att designa varje iteration. För varje version av spelet dokumenteras orsaken till, och teorin bakom, designbeslut. Spelet släpps sedan och spelardata och svar på två frågor inom spelet samlas in för att informera vid reflektion. Varefter designen reflekteras över innan nästa iteration utformas. Fyra olika verktyg och principer testades som en del av designprocessen. Verktyget Periodic Dilemma Generator (Aghekyan, 2021), principen Aspects of Replayability (Krall och Menzies, 2012) (Monedero March, 2019), spelelement baserade på randomisering (Bycer, 2018) och ett verktyg för att lägga till synergi (Rosewater, 2013). De visade sig alla vara användbara på olika sätt. Aspects of Replayability hjälpte till att fokusera designen som genom att agera som mål att arbeta mot. Periodic Dilemma Generator användes genom hela designen som både ett designverktyg och som en guide för att skapa meningsfulla val. Randomisering lades till som en del av spelets ursprungliga design och förblev den huvudsakliga källan till varians genom alla iterationer. Att designa synergi mellan spelelementen förbättrade sedan både Periodic Dilemma Generator och den randomiserade variansen, vilket gjorde det till det verktyg som gav mest omspelbarhet i spelet. Genom att använda dessa verktyg och principer tillsammans kan de vägleda designen för att förbättra komplexiteten i ett enkelt spel och främja omspelbarhet.

The aim of the study was to investigate if PRIMA-1, a drug that reactivate the tumour suppressor gene p53, will have a synergistic effect when used in combination with γ-irradiation in a human small cell lung cancer cell line (U-1690), which show a low-dose hypersensitivity in clonogenic survival experiments. Clonogenic cell survival after incubation with PRIMA-1 alone in concentrations from 0.1 to 30 µM or in combination with γ-irradiation with a 137Cs source was performed. The standard LQ model, and the repairable-conditionally repairable damage model, the RCR model, were fitted to the experimental data. PRIMA-1 showed a time and concentration dependent cytotoxic, and 10 µM killed 60 % of cells during 72 hours incubation. The cells show low-dose hypersensitivity calculated with the RCR model. The combined treatment with 8 µM PRIMA-1 had a synergistic effect with irradiation doses from 2 Gy and above. The overall conclusion is that a combination with PRIMA-1 and irradiation is beneficial to achieve the best effect.

<p>Permanentno prilagođavanje trži&scaron;nim promenama ukupne turističke privrede Srbije, predstavlja njeno strategijsko prilagođavanje. U tom smislu sagledavane su dimenzije i strukturne odlike turističkog trži&scaron;ta, a posebno funkcionalne karakteristike tražnje i ponude. Analizirani su faktori&nbsp; konkurentnosti turističke ponude. Posebno su obrađeni procesi i složenost promena na turističkom&nbsp; trži&scaron;tu kao &scaron;to su:&nbsp; dugoročne promene u pokretačkim faktorima turističke traženje, dugoročne tendencije i promene u međunarodnom turističkom poslovanju,&nbsp; faktori i efekti globalizacije poslovanja u turizmu. U strategijskom prilagođavanju preduzeća turističke privrede, kao i ostalih učesnika u turističkoj ponudi promenama tražnje, po&scaron;lo se od procesa formulisanja strategije a potom od tehnolo&scaron;kog i trži&scaron;nog prilagođavanja usluga i ostalih instrumenata marketinga.&nbsp; Zatim je&nbsp; ukazano na prilagođavanje organizacione strukture preduzeća na turističkom trži&scaron;tu, a posebno na strategijsko i taktičko upravljanje tražnjom. Obuhvaćen je i koncept strategijskog upravljanja turističkom destinacijom. U daljem istraživanju obuhvaćene su strategijske&nbsp; osnove razvoja Srbije kao turističke destinacije.&nbsp; Naročito je ukazano na strategije transformacije preduzeća. Pobolj&scaron;anje ukupne organizovanosti turističke privrede Srbije podrazumeva unapređenje proizvoda i ostalih instrumenata trži&scaron;nog nastupa turističke ponude.&nbsp; To podrazumeva i strategijsko unapređivanje prodajno-promotivnih aktivnosti.&nbsp; Dati su elemnti perspektive razvoja turizma Srbije do&nbsp; 2010 godine, zajedno sa ekolo&scaron;kom komponentom turističkog proizvoda Srbije.</p> / <p>Permanent adjusting of the overall Serbian touristic economy to the market changes represent a form&nbsp; of its strategic adjustment. Dimensions and structural characteristics of the tourist market, and especially the functional characteristics of demand and offer have been perceived from that aspect. Factors of competitiveness of the tourist offer have also been analyzed. Processes and complexity of changes on the tourist market such as: long term tendencies and changes in motivating&nbsp; factors of the tourist demand, long-term tendencies and changes in the carrying of business activities in tourism, factors and effects of globalisation of the carrying out of business enterprises in tourist economy, as well as that of the other participants in tourist offer of to do schanges of the demand have been initiated by process of strategy formulation, followed by technological and market adjustments of services and other marketing instruments. At a later stage, adjustment of organizational structure of enterprises to the scanges on the tourist market, and especially strategic and tactical management of the demand have also been pointed out.</p>

Researchers have discovered that a low level of instructor motivation can have negative effects on instructors, such as low-quality teaching and low engagement for the students. The purpose of this study was to explore university instructors' experience with motivation and how it might be important to their graduate students' experiences and success. This qualitative case study followed the conceptual framework of two motivational theories: the self-determination theory and the achievement goal theory. The research question explored instructor motivation and how students perceived that motivation. Furthermore, the research question and subquestions were designed to reveal ways instructor motivation influences graduate students. The study included 8 graduate students and 6 instructors of graduate students. Data sources were 2 written assignments with instructor feedback and interview responses of graduate students and instructors of graduate students. Data analysis included reviewing responses to interview questions and instructor feedback on written assignments. Open coding and axial coding were used to help ensure that categorization of the data was accurate. The resulting themes were (a) [The belief in student abilities], (b) [Being physically and mentally present], (c) [Relatedness], (d) [Instructor/Student synergy], and (e) [Instructor immediacy]. When the graduate students felt the instructor possessed high levels of motivation, they too felt highly motivated. The findings of this study tie instructor motivation to students and students' motivation back to the instructors. The instructor's and student's levels of motivation also impacted their coworkers or peers' level of motivation. The findings of this study could lead to future studies confirming the tie between instructors' and students' motivation and how it is contagious to those who are exposed to it.

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As the global markets are becoming increasingly competitive, companies need to find a way to maintain their relevance and competitiveness. Studies have found that companies engaging in Mergers and Acquisitions are more likely to remain competitive. (Choi &amp; Chang, 2020) However, current literature focuses a lot more on other factors that motivate companies to engage in Mergers and Acquisitions, such as Synergy benefits, Increasing market shares, and expansions. Studies have found that there have been several historic waves of M&amp;A activity. This thesis aims to expand further the understanding of how big European companies invest in new companies. What are the longitudinal patterns amongst the different acquisitions? What kinds of companies do they acquire and where the target companies are located? With the help of publications and annual reports provided by the five analyzed companies, the study found that there are some clear trends of what kinds of companies the acquiring firms are investing in. The regions are mostly the bigger markets and not the markets with the highest growth potential.(Radulescu et al., 2014)With this information, I conclude that the bigger companies are buying target companies in markets that they know and are familiar with. Companies are investing in companies that have a leading position in a desired market and invests into market shares and increasing their own product offering.

In parallel with the popularization and widespread diffusion of the internet, interest in the concept of different business models (BM) has increased dramatically, attracting the attention of both scholars and managers alike (Dodgson, Gann and Phillips, 2013). As a result, an increasing number of businesses decide to establish themselves and compete in the digital arena (Lee, 2001); many of which are employing what is called a platform model capitalizing on the ability to operate with several BMs simultaneously (Gu, Kannan and Ma, 2018; Aversa, Haefliger, Hueller and Reza, 2021). The purpose of this study is to explore how a digital platform company can manage a diversified business model portfolio in a digital platform context. Theoretical concepts relevant to the subject were used to analyze the challenges and opportunities of operating with a diversified BM portfolio, as illustrated in our two research questions: 1) What are the challenges and opportunities in operating with a diversified BM portfolio? and 2) How could a new model be integrated into a diversified BM portfolio with B2C, B2B and B2B2C models already employed? A single case study approach was used in this study in the form of in-depth interviews with executives at a company with a diversified business model portfolio, coupled with data from annual reports and strategic documents to strengthen the empirical foundation. Even though the most commonly voiced drawbacks with a case study design often revolves around the generalizability (or lack thereof), we believe that the findings presented in this study are sufficiently generalizable and broadly applicable, especially considering the prevalence of contextually similar companies (digital companies with a platform model and diversified BM portfolios). The empirical findings highlighted several vital aspects of successfully managing a diversified BM portfolio; the importance of resource management as well as the value of creating a long-term strategy. In short, this study showed that a diversified BM portfolio can provide a) increased firm capacity utilization through effective resource allocation, b) a safeguard toward market fluctuations via multiple revenue streams, c) leverage of resources through BM exploitation and exploration and d) a source of competitive advantage as a result of the complexity of the system. However, the aforementioned benefits are not devoid of challenges. Most notably how to prevent undermining parts of the core business as a result of cannibalization, which could be managed using a Phased Integration Strategy.

The purpose of this study was to identify dimensions of synergy in the College Going Initiative of Imperial County, California. The instrument through which this intersegmental partnership was examined was the Partnership Self-Assessment Tool. This study found that leadership is the strongest contributor to synergy, and that leadership facilitates the use of other dimensions, such as administration/management activities and the efficiency and sufficiency of resources in a partnership. This study identified how leadership spans organizational boundaries to filter and combine information from each educational segment in a manner useful and appeasing to all segments. This study extended existing research by identifying a new model, the Three Phases of Synergy, which describes how the activities and outcomes produced in a synergistic partnership occur in three distinct phases: the convening phase, the implementation phase, and the sustainability phase. Each phase requires leaders take special consideration regarding how to influence the administrative activities and resources of the partnership. The ultimate goal of this three-phase continuum is to maximize and sustain results in a synergistic partnership. This study recommends educational professionals maximize the benefits of partnership by developing their boundary spanning abilities. Such recommendations are made for educational professionals engaging in partnership during each of the three phases of synergy identified in this study. In addition, the benefit of creating educational policy which reinforces synergistic partnerships and recommendations for implementation are discussed. Finally, this study makes recommendations regarding replicating this study, utilizing the Partnership Self-Assessment Tool in education, and future research of boundary spanning activities and synergistic partnerships.