We assert that researchers should use statistics derived from the linear distances between actual and estimated locations of test transmitters to estimate location error in radiotelemetry data. We call this approach the location error method. We used the distribution of such linear distances from a test data set from a study on black bears (Ursus americanus) in the mountains of North Carolina to predict error statistics for another test data set. We then compared the predicted with the actual error statistics. We also predicted error statistics for the second test data set using the error polygon method and Lenth's maximum likelihood estimator method. Linear and areal predictions of error using the location error method closely matched actual error in the second data set. The 90% confidence area calculated from test data contained 90% of the actual locations. The linear error measures taken from the error polygon method averaged twice the length of the 90% confidence distances generated from test data, and the 90% error polygons actually contained 95% of the true locations. The 95% confidence ellipse of Lenth's maximum likelihood estimator method [Formula: see text] was also a poor indicator of the precision of the actual location errors (95th percentile = 187 ha). Investigators should use bearing analysis on known locations only to find and correct biases in the bearing data prior to triangulation.
Studying one of two bear species not experiencing widespread population decline, provides insight into the population responses of the six bear species that are in decline and into responses of other long‐lived species for which data are difficult to collect. Black bear (Ursus americanus) sanctuaries were established in North Carolina (U.S.) in 1971 to protect core populations of bears and to provide dispersing bears for hunting. Population index values, derived from counts of bears visiting bait stations, were significantly greater inside the Pisgah Bear Sanctuary than outside and were greater along trails than along roads. Survivorship of bears outfitted with transmitter collars was greater for sanctuary bears alone than for sanctuary plus non‐sanctuary bears. Monte Carlo analyses of Leslie matrices showed that the bear population in the sanctuary would be stable if cub survivorship, p0, was about O.7, and the population in the sanctuary plus the surrounding area would be stable if p0 was about 0.83. Estimates of litter survivorship in North Carolina indicate, however, that p0 can not exceed O.71. Overall, the matrix analyses indicated an ultimate population decline in the total bear population (sanctuary plus surrounding area). The population index of the bait station did not show a discernible decline. The Pisgah Bear Sanctuary provides dispersing bears for hunters and provides some protection for the resident bears. The sanctuary may not, however, provide resident bears with enough protection to maintain a viable breeding population within its boundaries. Reducing human access to bears and their habitat appears crucial, either by making large sanctuaries or by eliminating roads.
This is the first of three planned articles concerning Corporate Entrepreneurship (CE). The author is a former entrepreneur practitioner who secured an earned doctorate from Pepperdine University in 2008, and who now teaches at Zayed University in the United Arab Emirates. In this article the author explores the concept of Corporate Entrepreneurship (CE) using case study methodology to connect previous scholarly research with data collected from successful companies. The paper discusses the problem of sustaining CE as organizations mature using Hayek’s Theory of Cultural Evolution as a framework. The author suggests that corporate entrepreneurship, often called intrapreneurship, while critical for sustaining competitiveness and increasing stakeholder value, often poses a dilemma for large organizations. The different processes and strategies these companies use to attempt to sustain CE are outlined together with suggestions for integrating corporate entrepreneurship into any organization’s culture, strategy, and management process. Finally, recommendations are provided as to how organizational leaders can successfully integrate corporate entrepreneurship into any organization’s strategy and management systems.
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