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COM objects and, 260 261 database access and, 262 263 form data, receiving, 263 265 form responses, sending, 265 266 vs. HTML pages, 258 260 architecture of, 249 250 Internet Database Connector (IDC), 249 architecture of, 250 251 file types in, 252 253 HTTP variables and, 254 257 Internet Server API (ISAPI), 249 WebClasses, 266 275 debugging features, 273 274 WebClass Designer, 267 268 WebItems, 268 273 Internet Layer, TCP/IP model, 12 13 Internet mail. See e-mail Internet Protocol (IP). See IP (Internet Protocol) Internet protocols explained, 5 6 FINGER, 56 58 FTP, 66, 139 171, 228 230 HTTP, 174 198, 231 247 NNTP, 64 71, 73 98, 216 222, 331 357 NTP, 53 54, 58 62, 337 POP3, 371 378 SMTP, 134 137, 222 224, 359 369 UDP, 13 14, 48 50 UUCP, 63 WHOIS, 55 56 Internet Server API (ISAPI), 249 Internet Service Providers (ISPs), 94InterNIC, 6, 9, 55 IP (Internet Protocol), 8 addresses, 9, 18, 19, 176, 393 394 ports, 9 10, 25 FTP protocol, 146, 147 HTTP protocol, 174, 176 NNTP protocol, 65 SMTP protocol, 94 95 ISAPI (Internet Server API), 249

Source: The act is contained in Public Law No. 107-204, July 30, 2002.

As Wright & Gardner point out, this may be due to a belief that such practices will further increase performance, or that they will reduce the risk of performance declines, or from a belief in the justice and ef cacy of wealth distribution However, it is the pro ts that generate HR practices, rather than vice versa A further possibility that they identify is that the observed relationship between HR practices and performance may not stem from any true relationship (ie true from a positivistic perspective), but from implicit theories of organisational survey respondents.

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In other words, if a respondent has little detailed knowledge of HR practices in his/her rm (highly likely if the rm is large, diverse and multi-sited), but knows the rm is performing well in terms of productivity and pro tability, he/she may infer that high-performance HR practices must exist, given this level of performance, based on the implicit theory that such practices are related to high performance (Gardner et al, 1999) Finally, Wright & Gardner raise the issue of how little has been done to unlock the black box of the processes that link HRM (however conceptualised) with performance (however conceptualised) But unless this is done, eg by developing models that include theoryderived, key intervening variables, it is not possible to rule out unequivocally alternative.

How will the standards of new Web languages be resolved We can conclude that future search and Web Services will need metadata and logic constructs available globally Global Web standards (open vs proprietary) are truly a key element for the future of the Web But how can we assure that the Web remains primarily based upon compatible standards despite erce vender competition for various standards control Traditionally, standards have evolved through three methods: 1 A vendor dominates a market and sets a de facto standard (eg, telephony by AT&T, or PC operating systems by Microsoft) This would lead to a Web monopoly and a centralized network 2 Vendors and markets collaborate in ways that may not be clearly attributed to any one organization, but over time emerge as the leader (eg, TCP/IP) This would lead to the Web as a decentralized network 3.

characteristics (climate/culture, human resource practices, organizational design). These factors affect proactive and innovative working through encouragement (stressors, culture and norms), support (human resource practices, design) and opportunity (autonomy, leadership). It can also be seen from this review, however, that research in this area is much less comprehensive than other areas. We discuss this de ciency further in the concluding section.

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Standards organizations establish standards that are so useful that they are rapidly universally adopted (eg, HTML, by W3C) This would lead to a Web as a distributed network Currently, vendors support different frameworks on their specialized Web servers The J2EE framework works to optimize UNIX avor servers for Web Service applications provided by one group of vendors and NET framework works to optimize Windows servers for Web Service applications provided by Microsoft and its supporters So long as the business logic is controlled by vender-speci c frameworks, interoperability, overall ef ciency, inference, and smooth growth will remain problematic Moving toward an open markup language standard will level the playing eld worldwide and allow business logic, inference, and other intelligent applications to be more fully utilized.

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One of the most important contextual factors likely to affect proactivity and innovation is work design, particularly the amount of job autonomy and job complexity. Many studies have linked job control and complexity to proactive and innovative outcomes (e.g. Amabile et al., 1996; Andrews & Gordon, 1970; Ekvall, 1993). For example, Frese et al. (1996), found that personal initiative was lower amongst East Germans than West Germans due to lower job autonomy and job complexity, and showed that initiative was enhanced with increases in these job characteristics (see also Frese, Garst & Fay, 2000). LePine & Van Dyne (1998) found that employees were more likely to constructively

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