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A．attractedB．drewC．causedD．pulled
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Of course, neighbourly ties in North America are closer than in Roosevelt's day. Under the North American Free-Trade Agreement (NAFTA), trade among the three countries has more than doubled since 1994 and cross-border investment climbed even faster. In the aftermath of the terrorist attacks of September 11th 2001, the United States moved quickly to sign "smart border" agreements with both Canada and Mexico, to try to ensure that the demands of security did not interrupt trade. By the standards of much of the 20th century, political ties between the United States and Mexico are warm.
Yet go to either border and you wouldn't know all this. Fed up with the flow of illegal migrants from the south, the governors of Arizona and New Mexico this month declared a state of emergency. Violence between drug gangs recently led the United States temporarily to close its consulate in Nuevo Laredo, the busiest border-crossing point. The American ambassador bluntly criticises Mexico for its failure to prevent drug-related violence along the border. That has prompted retaliatory verbal blasts from Mexican officials.
Canada's mood is not much more cordial. Since September 11th, Canadians and Americans alike have become less keen on popping over what they liked to call "the world's longest undefended border" for shopping or recreation. Canadians increasingly disagree with Americans over matters as varied as the Iraq war and gay marriage. They are disillusioned with NAFTA, claiming it has failed to prevent the United States from unlawfully punishing their exports of, for example, lumber.
So what？ Friction is in the nature of international relations, and the problems on the northern border are different from those in the south. Yet there is a common denominator. Americans tend to see security, migration, drugs, even trade, as domestic political issues. But so they are for Canada and Mexico too. Like it or not, Americans rely on their neighbours for prosperity, energy and help with security. It behooves all three countries to show some "sympathetic understanding".
It can be inferred from the first paragraph that ______.
Which of the following words best defines the relationship between the value of dollar and
单位要设置哪些账户，要根据单位具体业务情况，满足管理的需要为标准来设置。 ()
Part A
Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)
Last November, engineers in the healthcare division of GE unveiled something called the "Light Speed VCT", a scanner that can create a startlingly good three-dimensional image of a beating heart. This spring Staples, an American office-supplies retailer, will stock its shelves with a gadget called a "wordlock", a padlock that uses words instead of numbers. The connection？ In each case, the firm's customers have played a big part in designing the product.
How does innovation happen？ The familiar story involves scientist in academic institutes and R&D labs. But lately, corporate practice has begun to challenge this old, fashioned notion. Open source software development is already well-known. Less so is the fact that Bell, an American bicycle helmet maker, has collected hundreds of ideas for new products from its customers, and is putting several of them into production. Not only is the customer king: now he is market-research head, R&D chief and product-development manager, too.
This is not all new. Researchers have demonstrated the importance of past user contributions to the evolution of everything from sporting equipment to construction materials and scientific instruments. But the rise of online communities, together with the development of powerful and easy-to-use design tools, seems to be boosting the phenomenon, as well as bringing it to the attention of a wider audience, says Eric Von Hippel of MIT. "User innovation has always been around," he says. "The difference is that people can no longer deny that it is happening."
Harnessing customer innovation requires different methods, says Mr. Von Hippel. Instead of taking the temperature of a representative sample of customers, firms must identify the few special customers who innovate. GE's healthcare division calls them "luminaries". They tend to be well-published doctors and research scientists from leading medical institutions, says GE, which brings up to 25 luminaries together at regular medical advisory board sessions to discuss the evolution of GE's technology. GE's products then emerge from collaboration with these groups.
At the heart of most thinking about innovation is the belief that people expect to be paid for their creative work: hence the need to protect and reward the creation of intellectual property. One really exciting thing about user-led innovation is that customers seem willing to donate their creativity freely, says Mr. Von Hippel. This may be because it is their only practical option: patents are costly to get and often provide only weak protection. Some people may value the enhanced reputation and network effects of freely revealing their work more than any money they could make by patenting it. Either way, some firms are starting to believe that there really is such a thing as a free lunch.
The examples of GE and Staples in the first paragraph are to show that both companies
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