Relevant bibliographies by topics / Blue and Red Ocean

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Blue and Red Ocean'

Author: Grafiati
Published: 4 June 2021
Last updated: 6 February 2022

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Journal articles on the topic "Blue and Red Ocean"

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Trees, V. J. H., and D. M. Stam. "Blue, white, and red ocean planets." Astronomy & Astrophysics 626 (June 2019): A129. http://dx.doi.org/10.1051/0004-6361/201935399.

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Context. An exoplanet’s habitability will depend strongly on the presence of liquid water. Flux and/or polarization measurements of starlight that is reflected by exoplanets could help to identify exo-oceans. Aims. We investigate which broadband spectral features in flux and polarization phase functions of reflected starlight uniquely identify exo-oceans. Methods. With an adding-doubling algorithm, we computed total fluxes F and polarized fluxes Q of starlight that is reflected by cloud-free and (partly) cloudy exoplanets, for wavelengths from 350 to 865 nm. The ocean surface has waves composed of Fresnel reflecting wave facets and whitecaps, and scattering within the water body is included. Results. Total flux F, polarized flux Q, and degree of polarization P of ocean planets change color from blue, through white, to red at phase angles α ranging from ~134° to ~108° for F, and from ~123° to ~157° for Q, with cloud coverage fraction fc increasing from 0.0 (cloud-free) to 1.0 (completely cloudy) for F, and to 0.98 for Q. The color change in P only occurs for fc ranging from 0.03 to 0.98, with the color crossing angle α ranging from ~88° to ~161°. The total flux F of a cloudy, zero surface albedo planet can also change color, and for fc = 0.0, an ocean planet’s F will not change color for surface pressures ps ≿ 8 bars. Polarized flux Q of a zero surface albedo planet does not change color for any fc. Conclusions. The color change of P of starlight reflected by an exoplanet, from blue, through white, to red with increasing α above 88°, appears to identify a (partly) cloudy exo-ocean. The color change of polarized flux Q with increasing α above 123° appears to uniquely identify an exo-ocean, independent of surface pressure or cloud fraction. At the color changing phase angle, the angular distance between a star and its planet is much larger than at the phase angle where the glint appears in reflected light. The color change in polarization thus offers better prospects for detecting an exo-ocean.
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Gündüz, Şafak. "Preventing blue ocean from turning into red ocean: A case study of a room escape game." Journal of Human Sciences 15, no. 1 (2018): 1. http://dx.doi.org/10.14687/jhs.v15i1.5140.

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The weariness of competitive business environment has made it one of the hot topics of recent business management literature to find ways to escape from the intense Red Ocean by creating a Blue Ocean where there is no competition. Rene and Mauborgne’s Blue Ocean Strategy (2004) provides a reasonable solution for this issue. Blue Ocean Strategy studies demonstrate that every blue ocean will eventually turn red due to fast entries into the market and the literature leaves a gap in understanding how blue ocean could be turned into blue again after it becomes red. This study addresses this void specifically by exploring the practices of a room escape organization of a new-born entertainment sector showing how they could manage to create their second blue ocean after experiencing their blue ocean turning into red. It is aimed at contributing to Blue Ocean Strategy with a case study in which the process of creating a blue ocean is traced; its immediate turning into red and achieving to become blue again is analysed. This study illustrates the ease of application of Blue Ocean Strategy in practice with the case study of a room escape game organisation. This study aims to generate insights for future research for managers, academics, innovators, entrepreneurs and policy makers who are interested in creating their sustainable blue ocean with innovative moves by presenting a solid case analysis.
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Linda Kusnita, Kadek. "Blue Ocean Strategy di Industri Perhotelan." Jurnal Manajemen Bisnis 16, no. 3 (2019): 122. http://dx.doi.org/10.38043/jmb.v16i3.2236.

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ABSTRACTThis research is intended to know the marketing carried out by Harper Kuta Hotel to get out of the Red Ocean Marketing carried out in the hospitality industry has implemented a red ocean zone which in all hotels uses the same marketing strategy, so marketing is offered in marketing. This study uses qualitative methods and uses four blue ocean frameworks that explain the strategies that must be corrected and corrected. Data collection uses interview techniques from each resource person. The final goal of this research is to learn the advantages possessed by Harper Kuta Hotel, so that they can choose the right strategy and have innovation.
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Unissa.A, Barkath, and Dr Kumudha. "Blue Ocean Marketing-A Promising Strategy." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 7, no. 1 (2013): 974–78. http://dx.doi.org/10.24297/ijmit.v7i1.717.

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Companies have long engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet in todays overcrowded industries, competing head-on results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Tomorrows leading companies will succeed not by battling competitors, but by creating blue oceans of uncontested market space ripe for growth. Such strategic moves termed value innovation create powerful leaps in value for both the firm and its buyers rendering rivals obsolete and unleashing new demand.
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Leavy, Brian. "Value innovation and how to successfully incubate “blue ocean” initiatives." Strategy & Leadership 46, no. 3 (2018): 10–20. http://dx.doi.org/10.1108/sl-02-2018-0020.

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Purpose This masterclass examines the blue ocean value innovation process, how it works in practice and how it has evolved since the publication of Blue Ocean Strategy (2005) by W. Chan Kim and Renee Mauborgne as explored in their new book their new book Blue Ocean Shift (2017). Design/methodology/approach The main focus is the value innovation methodology that underlies blue ocean strategy. Findings Blue ocean strategy is a process of value innovation that uncovers new aggregations of demand by redefining the offering category. Practical implications Blue ocean strategy tends to focus on value innovation that uncovers new aggregations of demand by redefining the category while disruptive innovation tends to concentrate on new demand-creation that expands the current served market. Originality/value Blue ocean strategy sets out to reconfigure value propositions in compelling new ways that can deliver a quantum leap beyond the current red ocean value-cost frontier through raising buyer value and lowering company costs simultaneously. The emphasis on both value and innovation is essential to the creation of new “blue ocean” market spaces.
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Kulkarni, Bindu, and Vasant Sivaraman. "Making a Blue Ocean Shift: Tata Ace captures a new market." Journal of Business Strategy 41, no. 4 (2019): 11–20. http://dx.doi.org/10.1108/jbs-03-2019-0057.

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Purpose This paper aims to understand how organizations can apply the Blue Ocean Shift process to achieve profitable growth and make competition irrelevant. Design/methodology/approach This paper uses a case study approach. Based on interaction with the senior management of an organization and secondary sources, this paper presents an application of the Blue Ocean Shift process on a strategic move by an organization to achieve value innovation. Findings This paper presents a case of how Tata Motors Ltd. applied Blue Ocean Shift process to come up with the product Tata Ace, which achieved value innovation while making competition irrelevant. From assessing the current state of play to forming a motivated team, working with suppliers and fulfilling the needs of the non-customers and unhappy existing users, they were able to create a strong position for themselves. Practical implications Blue Ocean Strategy, through a process defined as Blue Ocean Shift, can be applied by organizations to achieve value innovation, change market boundaries and achieve profitable growth through their strategic offerings. It can help them get out of “red oceans” which may be a way to view the existing hypercompetitive world. Originality/value This paper contributes to the application of the Blue Ocean Shift process in the Indian context while studying a strategic move of an Indian firm. It showcases an example of how large Indian organizations can successfully apply the process to achieve value innovation.
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Lin Hong, 林宏, 王新民 Wang Xinmin, 卢金军 Lu Jinjun, and 李卫中 Li Weizhong. "Ocean Red Tide Monitoring Method Based on Blue-Green Lidar." Laser & Optoelectronics Progress 47, no. 12 (2010): 120101. http://dx.doi.org/10.3788/lop47.120101.

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Setiawan, Heri Cahyo Bagus, and Beni Dwi Komara. "THE ALTERNATIVE BLUE OCEAN STRATEGY: BAGAIMANA STRATEGI PERUSAHAAN INDUSTRI KOPI SANTRI DALAM MENGHADAPI PERSAINGAN BISNIS?" Jurnal Riset Entrepreneurship 3, no. 1 (2020): 26. http://dx.doi.org/10.30587/jre.v3i1.1165.

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Companies that can survive in business competition, must use strategies that are oriented to innovative and efficient values by looking at the company resources and capabilities holistically. When the giant coffee industry companies use the red ocean strategy in the expansion of market competition, the small and medium coffee industry companies (MSMEs) such as The Coffee Santri Industry in this study take the alternative blue ocean strategy into a strategic choice. A choice of strategies that do focus differentiation. Formulating the use of the blue ocean strategy by forming a new concept, namely outlet treatment, coffee shop and manufacturing scrubs, aroma therapy and prayer coffee are essential for survival and expansion outside the Red Ocean arena.
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Chotimah, Chusnul. "INSTITUTIONAL IMPROVEMENT OF AN INDONESIAN ISLAMIC HIGHER EDUCATION." Epistemé: Jurnal Pengembangan Ilmu Keislaman 14, no. 1 (2019): 83–99. http://dx.doi.org/10.21274/epis.2019.14.1.83-99.

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Scholarly discussions on institutional development could be divided into two categories; “Blue Ocean Strategy” and “Red Zone Strategy” approaches. Blue Ocean Strategy characterized by creating new innovation and market without locating institution to compete with other institution. Meanwhile, Red Zone Strategy emphasizes on initiating a different innovation in order to contest in the marketplace. This article examines the transformation of IAIN Tulungagung from STAIN to IAIN in 2013. This article employs qualitative approach and demonstrates that IAIN Tulungagung has created a creative innovation such as initiating Edu-fair event to attract new students, bulding a new brand, establishing the advance program to promote its institution, and developing the human capital. This strategy indicates that IAIN Tulungagung applies Blue Ocean Strategy in developing its institution such as Decrease-Delete-Create-Increase becomes Passive-Save-Create-Increase.
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Yardley, Josh. "Swimming in the blue ocean versus riding the choppy waves of the red ocean." Journal of Aesthetic Nursing 4, no. 7 (2015): 354–55. http://dx.doi.org/10.12968/joan.2015.4.7.354.

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Dissertations / Theses on the topic "Blue and Red Ocean"

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Papa, Maura. "Blue ocean strategy in financial services?" reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17741.

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Submitted by Maura Papa (papamaura@gmail.com) on 2017-01-12T16:22:09Z No. of bitstreams: 1 Dissertação MPGI - Maura Papa.pdf: 2367284 bytes, checksum: b970775c55a3786469561a358052e900 (MD5)<br>Approved for entry into archive by Josineide da Silva Santos Locatelli (josineide.locatelli@fgv.br) on 2017-01-12T16:58:56Z (GMT) No. of bitstreams: 1 Dissertação MPGI - Maura Papa.pdf: 2367284 bytes, checksum: b970775c55a3786469561a358052e900 (MD5)<br>Made available in DSpace on 2017-01-12T17:04:15Z (GMT). No. of bitstreams: 1 Dissertação MPGI - Maura Papa.pdf: 2367284 bytes, checksum: b970775c55a3786469561a358052e900 (MD5) Previous issue date: 2016-12-13<br>The case is meant to give readers an overview about the concept of Blue Ocean Strategy. Throughout the text hints about what this strategy refers to are given. By knowing the traditional strategic concepts – those that are usually applied in “Red Oceans” – the reader should identify and distinguish them from the Blue Oceans concepts and tools and therefore be able to analyse the case from a different strategic perspective. Recognized examples of Blue Oceans are also given in the Appendix to the case. By learning what a Blue Ocean is, readers should then decide whether the case provided can be considered an example of it or not. The case starts with a brief description of the company, how it was created, how the founders got the idea of the innovative business model and how they developed it. The case describes a situation where the founders themselves discuss about whether their company can be considered an example of Blue Ocean or not. The case follows with other examples of well-recognized Blue Ocean Strategies, to help the reader make comparisons and decide whether the company can be considered itself as another example of it. Last, some possible questions, and suggestions on how to solve them, are provided. Here the reader can reflect again on the Red Oceans tools and see how these are differently applied in Blue Oceans kind of strategies.<br>O caso destina-se a dar aos leitores uma visão geral sobre o conceito de Estratégia do Oceano Azul. Ao longo do texto dicas são dadas sobre o que esta estratégia se refere. Ao conhecer os conceitos estratégicos tradicionais - aqueles que são geralmente aplicados em "Oceanos Vermelhos" - os leitores devem identificá-los e distingui-los dos conceitos e ferramentas dos oceanos azuis e, portanto, ser capazes de analisar o caso de uma perspetiva estratégica diferente. Exemplos conhecidos de Oceanos Azuis são dados nos Apêndices do caso. Ao aprender o que é um oceano azul, os leitores devem decidir se a empresa pode ser considerada um exemplo dou não. O caso começa com uma breve descrição da empresa, como ela foi criada, como os fundadores tiveram a ideia para a criação de um modelo de negócios inovador e como eles desenvolveram a companhia. O case descreve a situação onde os próprios fundadores discutem se sua empresa pode ser considerada um exemplo de Oceano Azul ou não. O caso continua com outros exemplos reconhecidos de estratégias de Oceano Azul, para auxiliar o leitor a realizar comparações e decidir se a empresa pode ser considerada um caso. Por último, questões e sugestões de como resolver os questionamentos, são disponibilizadas. Assim o leitor pode refletir novamente sobre as ferramentas de Oceano Azul e ver como elas podem ser aplicadas a diferentes tipos de estratégias.
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Skiver, Ryan L. "A Framework to Evaluate the Relationship between Product Complexity and Organizational System Outcomes: The Effect of Coordination Mechanisms on Firm Performance." University of Toledo / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1407322112.

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Ward, Christine. "One fish, two fish, red fish, blue fish, a journey into the oceans." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ39708.pdf.

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Hansson, Mikael. "Critical review of strategic theories : Applicable to new technologies." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-77124.

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Chiziţcaia, Oxana. "Vývoj konceptu strategie "Modrých oceánů"." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-261961.

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The subject of this thesis are two terms, start-ups and strategies blue oceans. The aim is therefore to realize characteristic development of the strategy and the concept of start-up and subsequent analysis of the key success factors of start-ups, in correspondence to the strategy. Output objective is to formulate recommendations on the business segment, investors. The above primary terms are initially defined and subsequently integrated in terms of the practical analysis selected start-ups, which is also based design of this work. The work was divided into two parts, theoretical and practical. The theoretical part identifies and traces the development of the strategic concept at the time, according to the primary authors of publications strategy. Then I present the designation start-up and subsequent key factors. Subsequent practical part is converted, through analysis and comparison, theoretical background in practice. This section presents the start-ups Crowdholding and Emuj and subsequently evaluated their key success factors. In another part I implements assessment of the factors of their success in terms of key aspects of the Blue Ocean strategy. Outputs are recommendations for potential investors in terms of controversy over business plans. The conclusion summarizes the theoretical and practical part of the thesis.
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Rázová, Ilona. "Nízkonákladová letecká přeprava v Evropě a ověření fungování strategie modrého oceánu." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-359379.

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This thesis tries to prove a functioning of the Blue Ocean Strategy on the case of Europen low-cost air transport. Through the Blue Ocean Strategy´s Analytical Tools and Frameworks, specifically with the help of the Strategy Canvas, the Four Actions Framework and the Eliminate-Reduce-Raise-Create Grid, it is proven that the strategy introduced by the airline Ryanair in the nineties of the twentieth century corresponds to the Blue Ocean Strategy. Through the same Analytical Tools and Frameworks and a comparison of business models of three low-cost airlines also the time validity of the Blue Ocean Strategy is proven in this case. The functioning of the Blue Ocean Strategy on the case of European low-cost air transport was verified.
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Šimek, Bohuslav. "Vývoj konceptu strategie "Modrých oceánů"." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-165092.

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The strategic concept of "blue oceans" is currently undoubtedly one of the most interesting and most often talked strategic concepts. The thesis is therefore deals with the development of this strategic concept at the time and on the basis of previous papers of the authors in which were introduced tools and frameworks that later became part of the blue ocean strategy concept. The thesis also deals with other publications that the idea of the concept uses in own frames or in some way continues to build upon it. Further a description of the whole strategic concept is presented with each of analytical framework and tool with emphasis on additional context and findings of the section on the recent development of the concept. A key part of the thesis is the application of the concept to the three services - Knihovnička.cz Prezi and the Steam and evavulation of these tools with emphasis to the conclusions that have been made in the recent development of the strategic concept of "blue oceans" and its application.
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Woodard, Niki L. "Red state, blue state, red news, blue news." Connect to this title online, 2006. http://hdl.handle.net/1961/3639.

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Caruso, Vincent A. "Blue & Red." Scholarly Repository, 2011. http://scholarlyrepository.miami.edu/oa_theses/256.

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"Blue & Red" is about sound, sense, paranoia, and experience. When intuition goes awry and projections are shot in all directions the camera and eye can go, poems are bound to be nearby. From beginning to end, the reader may wonder what landscape the wanderlust traveler walks on. Where he may settle. Is he a boy? What is manhood? Has the prince stolen the key from the queen? "Blue & Red" has tautological hair, performance anxieties, and actualizations. Sentimental at times, we remember. Some traumas are daily. "Blue & Red" stands on the argument that if you put all of your heart, soul, spirit, body, and mind, into a poem, the process will yield an art/entertainment for the thinking person. It rests on the fact that love and gratitude are not lost. It rests on intangible things we must agree on. It lastly rests on the autonomy of the free mind.
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Andersson, Camilla, and Nadja Nardini. "Sailinnovation : Sailing into a Blue Ocean." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-8619.

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<p><strong><strong><p>Abstract</p></strong></strong></p><p>The Luxury Sailing Yacht industry has been severely affected by the global economic crisis</p><p>since several Luxury Sailing Yacht companies have experienced significant downturn. There</p><p>is an increasing number of companies, which are moving the world into a more innovationbased</p><p>economy since it offers more opportunities. Therefore, there is a growing interest for</p><p>innovation since it can be used for keeping a strong position in the fast growing Luxury</p><p>Sailing Yacht market.</p><p>This Master’s thesis explores how Luxury Sailing Yacht producers within the Luxury Sailing</p><p>Yacht industry can create, reach, and sustain the position of innovation leadership in order to</p><p>gain further growth and success. Furthermore, it shows to the Luxury Sailing Yacht industry</p><p>how value innovations can be used to open up new growth opportunities in new-found</p><p>markets.</p><p>In specific, this thesis explores the creation of new market within the LSY industry through</p><p>the usage of value innovation. Therefore, an understanding of the Luxury Sailing Yacht</p><p>market’s perception of innovation is necessary, which shows differences and similarities</p><p>between Luxury Sailing Yacht producers and users.</p><p>The theoretical basis for the research is constituted by developing new markets through value</p><p>innovation and the blue ocean strategy. Thereafter, the research empirical findings are</p><p>collected in numerous steps. First the perception of innovation on both the users and</p><p>producers is collected through a survey so as to compare their opinions and create value</p><p>curves. Based on the user survey the most innovative Luxury Sailing Yacht producers are</p><p>selected for our multiple-case study in order to get their various views on how innovation can</p><p>be used in the Luxury Sailing Yacht industry.</p><p><strong><strong><p>Key Words</p>: blue ocean strategy, customers-as-innovators, first mover, growth through</strong></strong></p><p>innovation, innovation network, lead-users, networking, new product development, perception</p><p>of innovation, value curves, value innovation, value network</p>
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Books on the topic "Blue and Red Ocean"

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Fox, Diane. Red or Blue. Orchard, 2013.

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Marais, Carine. Blue, yellow, red. Daan Retief Publishers, 1991.

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Yellow, red, blue. Blue Apple Books, 2007.

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Pathania, Nikhil. Beginning Jenkins Blue Ocean. Apress, 2019. http://dx.doi.org/10.1007/978-1-4842-4158-5.

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Li, Yihai, and Aníbal Carlos Zottele, eds. A New Blue Ocean. Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-15-7687-4.

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Curry, Don L. I See Fish: (2002). Scholastic, Inc., 2002.

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Solomon, Laura. Blue and red things. Ugly Duckling Presse, 2007.

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Red, white and blue. HarperPaperbacks, 1999.

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Red, white and blue. Collins Educational, 1998.

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Dupasquier, Philippe. Red blue color zoo. Candlewick Press, 2003.

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Book chapters on the topic "Blue and Red Ocean"

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Iruthayasamy, Lourdesamy. "Blue Ocean Versus Red Ocean." In Understanding Business Strategy. Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-6542-1_6.

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Chan Kim, W., and Renée Mauborgne. "Red Ocean Traps vermeiden." In Der Blaue Ozean als Strategie. Carl Hanser Verlag GmbH & Co. KG, 2016. http://dx.doi.org/10.3139/9783446448476.011.

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Weik, Martin H. "red-green-blue." In Computer Science and Communications Dictionary. Springer US, 2000. http://dx.doi.org/10.1007/1-4020-0613-6_15757.

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Falkus, Malcolm. "Introduction: Ocean to Ocean." In The Blue Funnel Legend. Palgrave Macmillan UK, 1990. http://dx.doi.org/10.1007/978-1-349-11476-4_1.

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Russell-Walling, Edward. "Blue-Ocean-Strategie." In 50 Schlüsselideen Management. Spektrum Akademischer Verlag, 2011. http://dx.doi.org/10.1007/978-3-8274-2637-6_5.

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Beatley, Timothy. "The Urban-Ocean Connection." In Blue Urbanism. Island Press/Center for Resource Economics, 2014. http://dx.doi.org/10.5822/978-1-61091-564-9_1.

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Feeney, Janet. "Red Hot And Blue." In Never Threaten to Eat Your Co-Workers: Best of Blogs. Apress, 2004. http://dx.doi.org/10.1007/978-1-4302-0678-1_36.

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Yun, Hyun Jung, and Jae Hee Park. "Blue Governors in Red States and Red Governors in Blue States." In Communication and Midterm Elections. Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/9781137488015_14.

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Dobrin, Sidney I. "Seeing ocean." In Blue Ecocriticism and the Oceanic Imperative. Routledge, 2021. http://dx.doi.org/10.4324/9780429456466-4.

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Dobrin, Sidney I. "Object ocean." In Blue Ecocriticism and the Oceanic Imperative. Routledge, 2021. http://dx.doi.org/10.4324/9780429456466-3.

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Conference papers on the topic "Blue and Red Ocean"

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Rafique, Muhammad, Richard David Evans, and Muhammad Tahir Nawaz. "Absorptive capacity: A hub of blue ocean and red ocean strategies and capability transformation in innovative business environments." In 2015 2nd International Conference on Knowledge-Based Engineering and Innovation (KBEI). IEEE, 2015. http://dx.doi.org/10.1109/kbei.2015.7436022.

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Briottet, Xavier, Eric Dilligeard, Richard P. Santer, and Jean Luc Deuze. "Vegetation calibration of blue and red channels using Rayleigh scattering over open oceans." In Aerospace Remote Sensing '97, edited by Hiroyuki Fujisada. SPIE, 1997. http://dx.doi.org/10.1117/12.298098.

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Bowey, Jason T., Maximilian A. Friehs, and Regan L. Mandryk. "Red or blue pill." In FDG '19: The Fourteenth International Conference on the Foundations of Digital Games. ACM, 2019. http://dx.doi.org/10.1145/3337722.3337734.

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Sambruna, Rita M. "Red and blue blazars." In The international symposium on high energy gamma-ray astronomy. AIP, 2001. http://dx.doi.org/10.1063/1.1370802.

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Connolly, Randy, Janet Miller, Faith-Michael Uzoka, et al. "Red Fish Blue Fish." In SIGITE/RIIT 2016: The 17th Annual Conference on Information Technology Education and the 5th Annual Conference on Research in Information Technology. ACM, 2016. http://dx.doi.org/10.1145/2978192.2978232.

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Demaine, Erik D., and Quanquan C. Liu. "Red-Blue Pebble Game." In SPAA '18: 30th ACM Symposium on Parallelism in Algorithms and Architectures. ACM, 2018. http://dx.doi.org/10.1145/3210377.3210387.

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Kwasniewski, Grzegorz, Marko Kabić, Maciej Besta, Joost VandeVondele, Raffaele Solcà, and Torsten Hoefler. "Red-blue pebbling revisited." In SC '19: The International Conference for High Performance Computing, Networking, Storage, and Analysis. ACM, 2019. http://dx.doi.org/10.1145/3295500.3356181.

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Duarte, Luís, and Luís Carriço. ""Blue pill or red pill?"." In the 4th International Conference. ACM Press, 2012. http://dx.doi.org/10.1145/2367616.2367627.

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Laurie, Ben, and Abe Singer. "Choose the red pillandthe blue pill." In the 2008 workshop. ACM Press, 2008. http://dx.doi.org/10.1145/1595676.1595695.

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Gardiner, D. J., P. J. W. Hands, S. M. Morris, T. D. Wilkinson, and H. J. Coles. "Printed Red-Green-Blue liquid crystal lasers." In CLEO: Science and Innovations. OSA, 2012. http://dx.doi.org/10.1364/cleo_si.2012.cth4d.6.

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Reports on the topic "Blue and Red Ocean"

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Scala, Dante, and Kenneth Johnson. Red Rural, Blue Rural; Rural Does Not Always Equal Republican. University of New Hampshire Libraries, 2015. http://dx.doi.org/10.34051/p/2020.240.

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Johnson, Kenneth, and Dante Scala. Voting and Attitudes Along the Red Rural–Blue Urban Continuum. University of New Hampshire Libraries, 2020. http://dx.doi.org/10.34051/p/2021.10.

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Copping, Andrea, Rebecca Green, Robert Cavagnaro, et al. Powering the Blue Economy - Ocean Observing Use Cases Report. Office of Scientific and Technical Information (OSTI), 2020. http://dx.doi.org/10.2172/1700536.

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Berger, Alexander. Beyond Blue 4: The Past and Future Transformation of Red Flag. Defense Technical Information Center, 2004. http://dx.doi.org/10.21236/ada476385.

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Carbajal, Armida J., Susan Marie Stevens-Adams, Austin Ray Silva, Kevin S. Nauer, Benjamin Robert Anderson, and James Chris Forsythe. Enhanced Training for Cyber Situational Awareness in Red versus Blue Team Exercises. Office of Scientific and Technical Information (OSTI), 2012. http://dx.doi.org/10.2172/1325560.

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Wilcock, William S., and David K. Mellinger. An Investigation of Fin and Blue Whales in the NE Pacific Ocean using Data from Cascadia Initiative Ocean Bottom Seismometers. Defense Technical Information Center, 2014. http://dx.doi.org/10.21236/ada618044.

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Smith, Michael H. Aerosol Concentrations and Fluxes Near the Ocean Surface during the Rough Evaporation Duct (RED) Project. Defense Technical Information Center, 2001. http://dx.doi.org/10.21236/ada625668.

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Pinza, M. R., E. S. Barrows, and A. B. Borde. Evaluation of dredged material proposed for ocean disposal from Red Hook/Bay Ridge project areas, New York. Office of Scientific and Technical Information (OSTI), 1996. http://dx.doi.org/10.2172/408108.

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Hristov, Tihomir. The Role of the Surface Waves in Forming the Propagation Pattern of EM Signals over the Ocean and Wavy Boundary Layer Measurements during RED. Defense Technical Information Center, 2001. http://dx.doi.org/10.21236/ada625719.

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Greenhill, Lucy, Christopher Leakey, and Daniela Diz. Second Workshop report: Mobilising the science community in progessing towards a sustainable and inclusive ocean economy. Scottish Universities Insight Institute, 2021. http://dx.doi.org/10.15664/10023.23693.

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Abstract:
Across the Blue Economy, science must play a fundamental role in moving us away from business as usual to a more sustainable pathway. It provides evidence to inform policy by understanding baselines, trends and tipping points, as well as the multiple and interacting effects of human activities and policy interventions. Measuring progress depends on strong evidence and requires the design of a monitoring framework based on well-defined objectives and indicators, informed by the diverse disciplines required to inform progress on cross-cutting policy objectives such as the Just Transition. The differences between the scientific and policy processes are stark and affect interaction between them, including, among other factors, the time pressures of governmental decision-making, and the lack of support and reward in academia for policy engagement. To enable improved integration, the diverse nature of the science / policy interface is important to recognise – improved communication between scientists and policy professionals within government is important, as well as interaction with the wider academic community through secondments and other mechanisms. Skills in working across boundaries are valuable, requiring training and professional recognition. We also discussed the science needs across the themes of the Just Transition, Sustainable Seafood, Nature-based Solutions and the Circular Economy, where we considered: • What research and knowledge can help us manage synergies and trade-offs? • Where is innovation needed to promote synergies? • What type of indicators, data and evidence are needed to measure progress? The insights developed through dialogue among participants on these themes are outlined in Section 4 of this report.
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