00768nam0 2200241 450 00001819720081027111416.020081027d1977----km-y0itay50------baitaITy-------001yy<<L'>>organizzazione editoriale e scolasticala ricchezza delle nazioniFederico TamborninoRomaBulzoni1977X, 214 p.24 cm<<L'>>organizzazione editoriale e scolastica34670Scuola070.519EditoriaTambornino,Federico632207ITUNIPARTHENOPE20081027RICAUNIMARC000018197070.5/10021664NAVA1Organizzazione editoriale e scolastica34670UNIPARTHENOPE05779nam 2200457 450 991059502520332120231110224325.03-031-10260-6(CKB)5840000000091808(MiAaPQ)EBC7102104(Au-PeEL)EBL7102104(EXLCZ)99584000000009180820230225d2022 uy 0engurcnu||||||||txtrdacontentcrdamediacrrdacarrierU.S. leadership in a world of uncertainties /edited by Michael Stricof, Isabelle VagnouxCham, Switzerland :Palgrave Macmillan,[2022]©20221 online resource (254 pages)Studies of the Americas 3-031-10259-2 Includes bibliographical references and index.Intro -- Contents -- Notes on Contributors -- List of Figures -- 1 Introduction -- References -- 2 Liberal Internationalism and U.S. Leadership -- Notes -- References -- 3 "We Will Remain a Pacific Power": America's Self-Proclaimed Destiny in the Asia-Pacific Region -- The Failure of Non-Military Stabilization, 1900-1941 -- From World War to Cold War, 1941-1989 -- The Post-Cold War Era -- References -- 4 The United States and the Middle East: Playing Alice in Wonderland's Croquet Game -- The Fall of the Ottoman Empire -- Oil and U.S. Re-Engagement -- Growing Complexities: Decolonization, the Cold War and the New Assertiveness of Oil Producers -- Islamism and the Iranian Revolution -- The Delusion of Unipolarism -- The Arrogance of Power2 -- Learning a New Game -- Notes -- References -- 5 What is Left of U.S. Leadership in the Americas? -- From "Beneath the United States" to "Partnership" -- Security Concerns -- Challenges to Democracy -- From the Mantra of Economic Liberalism to Competition for Economic Leadership -- Still a Force of Attraction and Influence -- Conclusion -- Notes -- References -- 6 Fiscal and Monetary Policy and U.S. Leadership: A Historical Perspective -- Introduction -- The Post-World War II Era: Assumed Hegemony -- American Exceptionalism After the Second World War -- The Fordist Production Paradigm, a Vector for Unprecedented Prosperity -- "Fine-Tuning" Fiscal and Monetary Policies Stabilized This New Regime -- A Benevolent Hegemon -- The Economic Sources of Hegemony Progressively Transform -- The End of Fordism‚ Competition and Internationalization: A Major Break in the Economic System -- Renewed Confidence in the Dollar Leads to Wall Street Becoming the Center of Global Financial Intermediation -- The Budget Socialized the Losses of the 2008 Financial Crisis and Those Linked to Covid-19.Strengths and Weaknesses of American Leadership in the 2020s -- How to Get Out of Quantitative Easing? -- Difficulty Curbing Inflation by Monetary Policy Alone -- An Unexpected Asset: Energy Autonomy -- In an Uncertain and Conflict-Ridden World, the Dollar Remains a Safe Haven -- Fragilized Leadership -- Conclusion -- References -- 7 Competing for Leadership: Europe's Choices in the Sino-American Geo-Economic Rivalry -- America's New Sputnik Moment -- China's Mercantilism -- America's "Managed Trade" -- Energy "Dominance": Control of Energy Flows -- Knowledge is Power: Controlling Information Flows -- Europe's Sovereignty at Stake -- Conclusion -- References -- 8 Technological Leader, Regulatory Laggard? Washington and the Shifting Governance of Digital Trade -- From Statistics to Geopolitics -- "This is not Industrial Policy": the Emergence of America's Digital Trade Strategy -- Regulatory (Dis)inclinations: Embattled Leadership -- Digital Services Taxes -- Antitrust Policies -- Conclusion -- Notes -- References -- 9 The Limitations of U.S. Climate Leadership: A Realist Perspective -- Fundamental Realist Principles and Climate Diplomacy -- The Primacy of Economic Growth and National Prosperity -- Defending U.S. National Sovereignty -- Nationalism and Mutual Trust -- Conclusion -- References -- 10 Who Recognizes? U.S. Nuclear Diplomacy and the Conferral of Legitimacy -- Hierarchical Recognition in the Postwar Era -- Case Studies -- India and the "123 Agreement" -- Iran and the JCPOA -- Recognition and the Rise of China -- Conclusion -- Notes -- References -- 11 Defining Strategy and Maintaining Allies for Great Power Competition: Independent Leadership in the Department of Defense -- Introduction: The Military and U.S. Leadership -- Consistent Defense Policy from Obama to Trump to Biden -- Independent DoD Diplomacy in Europe.Limitations of Militarized Foreign Policy -- Conclusion: The Militarization of American Leadership -- Notes -- References -- 12 Prepping for Long-Term Competition? U.S. Leadership in Cyberspace from Trump to Biden -- The Quest for Operational Dominance and Political Leadership in Cyberspace -- Rebuilding the Foundations of Power and Leadership -- Rivalry in Digital Technology Leadership as a Central Element of the Competition with China -- The Rise of the Chinese Digital Threat -- The Digital Containment of China -- Disentangling Digital Technologies: A Fragmentation of Cyberspace? -- Conclusion -- Notes -- References -- Index.Studies of the Americas Political leadershipPolitical leadership.895.134Stricof MichaelVagnoux IsabelleMiAaPQMiAaPQMiAaPQBOOK9910595025203321U.S. leadership in a world of uncertainties3040323UNINA04492nam 2200589 450 991082626950332120231107055523.01-119-11923-51-119-11924-31-119-17671-9(CKB)4330000000009102(EBL)4653503(Au-PeEL)EBL4653503(CaPaEBR)ebr11251029(CaONFJC)MIL950683(OCoLC)957525267(CaSebORM)9781119119210(MiAaPQ)EBC4653503(EXLCZ)99433000000000910220160905h20162016 uy 0engur|n|---|||||rdacontentrdamediardacarrierCapital projects what every executive needs to know to avoid costly mistakes and make major investments pay off /Paul BarshopHoboken, New Jersey :Wiley,2016.©20161 online resource (227 p.)THEi Wiley ebooksIncludes index.1-119-11921-9 Capital Projects: What Every Executive Needs to Know to Avoid Costly Mistakes and Make Major Investments Pay Off; Contents; Acknowledgments; 1: Falling Short of Expectations: How Executives Struggle to Deliver the Value from Their Capital Projects; Background and Basis for the Book; Capital Projects Create Value; Most Projects Create Less Value Than Expected; Results Apply to All Types of Projects; Sources of Value Erosion Are Not Limited to Cost and Schedule Overruns; How to Deliver the Value Promised; Causes of Value Erosion Often Start Early2: Why the Stage-Gate Process Is the Best Tool Executives Can Use to Get the Most Value from Their Capital ProjectsA Necessary Process; How Does the Process Work?; Assess: What Do We Want to Accomplish?; Select and Define: How Should We Accomplish It?; What Is the Role of Executives in the Process?; Different Kinds of Executives; Project Governance Structures; Stage-Gates and Executive Control; 3: The Project Frame: Understand the Opportunity before Starting a Project; Typical Contents of a Project Frame; Unlock Value by Finding a Better Option; How to Develop a Project FrameWhere Are We Now?Where Do We Want to Be?; Use the Frame for Executive Alignment and Endorsement; Develop the Target Condition; How Do We Get There?; 4: The Critical Project Sponsor Role; Who Is the Project Sponsor?; Overview of Project Sponsor Role; Assign a Project Sponsor as the Initial Business Case Is Developed; Requirements for a Strong Project Sponsor; Make the Project Sponsor Own the Business Case; Establish the Mandate for the Project Sponsor; Hold Project Sponsors Accountable at the Stage-Gates; Focus on the Project Sponsor Behaviors That Produce Robust Business CasesBuilding a Strong Project Sponsor and Project Manager RelationshipChoosing the Right Project Sponsor; Seniority and Credibility; Knowledge of the Business and Its Operations; Interpersonal and Critical Thinking Skills; Understanding of Basic Project Management Concepts; Continuity; 5: The Single Most Important Thing an Executive Can Do to Make Any Capital Project Succeed: Define Clear Objectives; Business Objectives versus Project Objectives; Developing Clear Objectives; Developing Comprehensive Objectives; Confirm Alignment of Objectives with Business and Corporate StrategySurface Strategic Objectives EarlyCommunicating the Objectives; Communicate the Uncertainty in the Business Case to Get Better Project Objectives; Explain the Objectives Face-to-Face; Executives Have to Show Up and Participate; Prioritizing the Objectives; 6: The Executive's Role in Building and Supporting High-Performing Project Teams; Executive Leaders Lead; Invest in a Strong Owner Project Team; Why You Need a Functionally Integrated Team; Help the Project Manager Get the Resources for a Functionally Integrated Team; Do Not Outsource the Owner Team RoleMore Experienced Project Teams Do Better ProjectsTHEi Wiley ebooks.Capital investmentsProject managementCapital investments.Project management.658.15/2Barshop Paul H.1964-1620016MiAaPQMiAaPQMiAaPQBOOK9910826269503321Capital projects3952561UNINA01022nam0 2200301 450 00003480120241107130219.0978-88-921-1619-120221104d2018----km-y0itay50------baitaITy-------001yyFondamenti di getione strategica delle impresePietro Genco, Adriana CalvelliTorinoGiappichellic2018XIII, 311 p.24 cmFondamenti di gestione strategica delle imprese1535956AziendeGestione65822Gestione in generaleGenco,Pietro9769Calvelli,Adriana253767ITUNIPARTHENOPE20221104RICAUNIMARC000034801658-F/3248814NAVA12022PARTH-CALV/448815NAVA12022658-F/32 (1)48825NAVA12022658-F/32 (2)488633NAVA12022Fondamenti di gestione strategica delle imprese1535956UNIPARTHENOPE