Word: firmed
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Dates: during 1980-1989
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...here a force more subtle than a desire to maintain a title or office. Many people commit a huge portion of their lives to a single large-scale business organization. They derive their identity in part from the organization and feel that they contribute to the identity of the firm. The mission of the firm is not seen by those involved with it as wholly economic, nor the continued existence of its distinctive identity as a matter of indifference...
...merged Time Warner Inc. will still have to generate the rising stock values that the two companies have promised, or the communications giant, for all its size, could face a new takeover threat. Says Alfred Rappaport, chairman of Chicago's Alcar Group, a management-consulting firm that champions shareholder value: "What Time must now do is not celebrate the decision, but convince the marketplace that the new company can still deliver." For now, however, Time must keep one eye on the marketplace and the other on a courtroom in Wilmington, where its freedom to purchase Warner will finally be decided...
...national barriers in 1992, the B.A.T deal would be worth two-thirds the total value of the 898 European mergers and acquisitions carried out in the first half of this year. It would rank second only to last year's $25 billion takeover of RJR Nabisco by the LBO firm Kohlberg Kravis Roberts...
...assembling a bulky Mars vehicle and studying the effects of long-term space flight. But a single station may not be the best option. Several experts have suggested breaking it down into smaller units. One such station, the Industrial Space Facility, has already been designed by a Houston firm, Space Industries Inc. At $900 million, it could be launched by 1994 and take over most of the Freedom station's proposed experiments in space manufacturing. Another mini-station could handle biomedical studies, and others could be used as assembly and takeoff points for the Mars and subsequent missions. Just...
...most blatant instances of influence peddling went virtually unnoticed. Paul Manafort, later a leading campaign adviser to President Bush, used his connections at HUD to ensure funding for an unwanted $43 million rehabilitation of dilapidated housing in Seabrook, N.J. Not only was he a partner in the development firm involved on the project, but he also received $326,000 in fees for his trouble. The matter went unreported for three years. Are there any lessons to be learned from the HUD fiasco? Offered one Washington reporter: "Just because something's silent, that doesn't mean it's asleep...