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M. P. Georgeoff and A. L. Lansky. 1987. Reactive reasoning and planning. In Proceedings of the Sixth National Conference on Arti cial Intelligence, Vol. 2. Seattle,WA, pp. 677 682. B. Hayes-Roth. 1993. Intelligent control. Arti cial Intelligence 59:213 220. A. Newell. 1990. Uni ed Theories of Cognition. Cambridge: Harvard University Press. N. J. Nilsson. 1994. Teleo-reactive programs for agent control. Journal of Arti cial Intelligence Research 1:139 158. T. J. Norman and D. Long. 1996. Alarms: An implementation of motivated agency. In M. J. Wooldridge, J. P. M ller, and M. Tambe, eds., Intelligent Agents II. Proceedings of the Second International Workshop on Agent Theories, Architectures, and Languages (ATAL-95). Heidelberg: Springer, pp. 219 234. A. Sloman, L. Beaudoin, and I. Wright. 1994. Computational modeling of motivemanagement processes. In Frijda, ed., Proceedings of the Conference of the International Society for Research in Emotions.Washington, DC: ISRE Publications. A. Sloman and R. Poli. 1995. Sim agent: A toolkit for exploring agent designs. In M. J. Wooldridge, J. P. M ller, and M. Tambe, eds., Intelligent Agents II. Proceedings of the Second International Workshop on Agent Theories, Architectures, and Languages (ATAL-1995). Heidelberg: Springer. A.K. Mackworth. 1977. Consistency in networks of relations. Arti cial Intelligence 8:99 118.

Review and discuss with management, the Internal Auditors and the Outside Auditor: (a) Significant financial reporting issues and judgments made in connection with the preparation of the Company s financial statements; (b) The clarity of the financial disclosures made by the Company; (c) The development, selection, and disclosure of critical accounting estimates and the analyses of alternative assumptions or estimates, and the effect of such estimates on the Company s financial statements; (d) Potential changes in GAAP and the effect such changes would have on the Company s financial statements; (e) Significant changes in accounting principles, financial reporting policies and internal controls implemented by the Company; (f) Significant litigation, contingencies and claims against the Company and material accounting issues that require disclosure in the Company s financial statements; (g) Information regarding any second opinions sought by management from an independent auditor with respect to the accounting treatment of a particular event or transaction; (h) Management s compliance with the company s internal accounting and financial controls and the recommendations of management, the Internal Auditors and the Outside Auditor for the improvement of accounting practices and internal controls; and (i) The adequacy and effectiveness of the Company s internal accounting nd financial controls and the recommendations of management, the Internal Auditors and the Outside Auditor for the improvement of accounting practices and internal controls; and (j) Any difficulties encountered by the Outside Auditor or the Internal Auditors in the course of their audit work, including any restrictions on the scope of activities or access to requested information, and any significant disagreements with management.

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The surging demand for ef cient Internet navigation, e-mail, multimedia content, audio and video broadcast, and unicast (long tail) services is thus driving demand for large, centralized hosting facilities and regional caching and storage nearer the network edge This trend is a by-product of the repurposing of the legacy network backbones from primarily voice- to data-centric services in a world that is still dominated by narrowband rst- and last-mile connectivity Only when massive broadband is extended to the edge of the network will one nd a reversal of this trend Dramatic reductions in the cost of digital storage, the resurgence of free advertising supported business models for Internet services, coupled with the distributed computing power capabilities of an ever-increasing Internet Web 20* community leveraging user self-generated content, greatly enlarged by the advent of social networking, are rapidly eclipsing all previous forecasts for Internet storage and transmission capacity.

practices and business strategy, but given that businesses often have multiple locations, categories of employees and jobs, precise assessments of HR practices become problematic, especially when as is often the case the research design relies on just one senior management respondent The bulk of research linking HR practices and performance has been conducted at corporate level, given the reliance on nancial measures of performance, as it is at this level that much of the publicly available nancial data exists However, this exacerbates problems associated with the validity of single-respondent assessments, given the complexity of assessing HR practices over a range of businesses, the problem that there may be variance between the business strategies across businesses within some corporations (hence, identifying a business strategy is likely to be problematic) and, because these studies cross industries, the dif culty in partialling out all of the industry effects.

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