1866
DOI: 10.1007/bf01302529
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Schmelztiegel von Magnesia

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“…Researchers first seized on the preference for novelty as a means to study infants' basic sensory abilities to discriminate colors, forms, orientations, levels of complexity, and so forth (cf. Bornstein, Kessen, & Weiskopf, 1976;Caron & Caron, 1968,1969Cohen, Gelber, & Lazar, 1971;Cornell, 1975;Martin, 1975;McGurk, 1972). The habituation paradigm was next adapted to study higher level perceptual processes, including size and shape constancy (Caron, Caron, & Carlson, 1979;Day k McKenzie, 1981;McKenzie, Tootell, & Day, 1980), memory across delays and interference (Cohen, Debache, & Pearl, 1977;Fagan, 1973;Pancratz & Cohen, 1970), and face perception (Barrera & Maurer, 1981;Cohen & Strauss, 1979; Dirks & Gibson, 1977;Fagan, 1972).…”
mentioning
confidence: 99%
“…Researchers first seized on the preference for novelty as a means to study infants' basic sensory abilities to discriminate colors, forms, orientations, levels of complexity, and so forth (cf. Bornstein, Kessen, & Weiskopf, 1976;Caron & Caron, 1968,1969Cohen, Gelber, & Lazar, 1971;Cornell, 1975;Martin, 1975;McGurk, 1972). The habituation paradigm was next adapted to study higher level perceptual processes, including size and shape constancy (Caron, Caron, & Carlson, 1979;Day k McKenzie, 1981;McKenzie, Tootell, & Day, 1980), memory across delays and interference (Cohen, Debache, & Pearl, 1977;Fagan, 1973;Pancratz & Cohen, 1970), and face perception (Barrera & Maurer, 1981;Cohen & Strauss, 1979; Dirks & Gibson, 1977;Fagan, 1972).…”
mentioning
confidence: 99%
“…System development activities, project management events, and project teams should all be aligned in order to achieve successful project outcomes (Eppinger & Salminen, 2001;Sharon et al, 2011). Additionally, a capability to manage project complexities through future state control mechanisms is critical to project management practice (Caron, Ruggeri, & Merli, 2012). The capability may include tools to predict possible outcomes, including cost and schedule, which could impact the project either negatively or positively.…”
Section: Complex Systems Development Project Performance Factorsmentioning
confidence: 99%