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Record Nr. |
UNINA9910524656903321 |
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Autore |
Obadia Alexandra |
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Titolo |
Le brevet sur l'animal : Xénotransplantation / / Alexandra Obadia ; preface de Jean-Christophe Galloux |
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Pubbl/distr/stampa |
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Quebec, Quebec : , : Presses de l'Universite du Quebec, , 2001 |
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©2001 |
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ISBN |
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9782760522503 |
2760522504 |
9781435687028 |
1435687027 |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (142 p.) |
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Disciplina |
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Soggetti |
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Xenografts - Government policy - Canada |
Transplantation of organs, tissues, etc - Law and legislation - Canada |
Medical ethics |
Xenografts - Moral and ethical aspects |
Transplantation of organs, tissues, etc - Law and legislation |
Electronic books. |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Based on the author's thesis (Doctoral) at Universite de Montreal, 2000. |
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Nota di bibliografia |
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Includes bibliographical references (p. [117]-126) |
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Nota di contenuto |
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LE BREVET SUR L'ANIMAL; Remerciements; Préface; Table des matières; Introduction; Partie 1_Le droit des brevets; Chapitre 1_Historique du droit des brevets; Chapitre 2_Les exigences législatives; Chapitre 3_La brevetabilité de la matière vivante; Partie 2_Les préoccupations soulevées par le brevet sur l'animal transgénique; Chapitre 4_Les problèmes techniques; Chapitre 5_Les considérations éthiques; Chapitre 6_Les considérations économiques; Conclusion; Bibliographie |
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Sommario/riassunto |
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À une époque où les progrès biotechnologiques connaissent une croissance fulgurante, les scientifiques préconisent une solution inédite au problème de la pénurie d'organes: la xénotransplantation, c'est-à-dire la transplantation d'organes animaux chez l'être humain. Cet ouvrage est consacré à l'analyse d'une question juridique qui en découle, soit le brevet sur l'animal qui s'inscrit dans le débat plus |
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général du brevet sur le vivant. Afin de circonscrire la problématique, l'auteure procède à une analyse comparative du droit canadien, européen et américain sur la question. Elle souligne égalem |
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2. |
Record Nr. |
UNINA9910137087803321 |
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Autore |
Scott N. Taylor |
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Titolo |
The Impact of Shared Vision on Leadership, Engagement, Organizational Citizenship and Coaching |
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Pubbl/distr/stampa |
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Descrizione fisica |
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1 online resource (199 p.) |
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Collana |
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Frontiers Research Topics |
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Soggetti |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Sommario/riassunto |
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According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational |
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Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching. |
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