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Six protection goals provide a common scheme for addressing the legal, technical, economic, and societal dimensions of privacy and data protection in complex IT systems. In this paper, each of these is analyzed for state of the art in implementation, existing techniques and technologies, and future research indications.

Motion detection can play an important role in many vision tasks. Yet image motion can arise from uninteresting" events as well as interesting ones. In this paper, salient motion is de ned as motion that is likely to result from a typical surveillance t a r get e.g., a person or vehicle traveling with a sense of direction through a scene as opposed to other distracting motions e.g., the scintillation of specularities on water, the oscillation of vegetation in the wind. We propose an algorithm for detecting this salient motion that is based on intermediate-stage vision integration of optical ow. Empirical results are presented that illustrate the applicability of the proposed methods to real-world video. Unlike many motion detection schemes, no knowledge about expected object size or shape i s necessary for rejecting the distracting motion.

With economic globalization, Third World enterprises are increasingly collaborating with foreign firms through trade, subcontracting and equity linkages. The paper examines under which conditions linkages to foreign firms lead to environmental upgrading of Third World enterprises. Derived from the authors' research in a number of developing countries, the paper presents preliminary evidence of such upgrading. As the existing literature on environmental upgrading has a normative bias and tends to ignore economic mandates and constraints, the remaining part of the paper presents four theoretical frameworks based on standard business economics that may explain under which conditions linkages between Third World enterprises and foreign firms may be accompanied by environmental upgrading. It is argued that environmental upgrading in the value chain must be understood partly as a result of external industry and market forces, and partly as a result of the internal resources and competitive strategies of the companies involved. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment.