LEADER 01037nlm0 22003131i 450 001 990009796520403321 005 20131128102002.0 010 $a9780470593417$bonline 035 $a000979652 035 $aFED01000979652 035 $a(Aleph)000979652FED01 035 $a000979652 100 $a20131128d2010----km-y0itay0103----ba 101 0 $aeng 135 $adrnn-008mamaa 200 1 $aData mining for genomics and proteomics$bRisorsa elettronica$eanalysis of gene and protein expression data$fDarius M. Dziuda 210 $aHoboken, N. J.$cWiley-Interscience$d2010 230 $aDocumento elettronico 336 $aTesto 337 $aFormato pdf 676 $a572.86 700 1$aDziuda,$bDarius M.$0511013 801 0$aIT$bUNINA$gREICAT$2UNIMARC 856 4 $zFull text per gli utenti Federico II$uhttp://onlinelibrary.wiley.com/book/10.1002/9780470593417 901 $aEB 912 $a990009796520403321 961 $aGenomics$aData processing 996 $aData mining for genomics and proteomics$9768407 997 $aUNINA LEADER 01373nam 2200421 450 001 9910812264503321 005 20231110213044.0 035 $a(CKB)4100000011945390 035 $a(MiAaPQ)EBC6628810 035 $a(Au-PeEL)EBL6628810 035 $a(OCoLC)1255220774 035 $a(EXLCZ)994100000011945390 100 $a20220601d2020 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aSTEMI watch 2020 $ebest practices for better outcomes /$fedited by Jason Schneider and Michael Crawford 210 1$aMorrisville, North Carolina :$cRelias LLC,$d[2020] 210 4$d©2020 215 $a1 online resource (86 pages) 225 1 $aSTEMI Watch ;$vv.5 311 $a1-941481-55-8 330 $aWritten with Mission: Lifeline® hospitals in mind, STEMI Watch 2020 provides physicians and staff with a concise and practical update on ST segment elevation myocardial infarction (STEMI). 410 0$aSTEMI Watch 606 $aMyocardial infarction 615 0$aMyocardial infarction. 676 $a616.1 702 $aCrawford$b Michael 702 $aSchneider$b Jason 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910812264503321 996 $aSTEMI watch 2020$94114833 997 $aUNINA LEADER 03752nam 22007212 450 001 9910817839103321 005 20151005020622.0 010 $a1-107-22355-5 010 $a1-139-15262-9 010 $a1-283-34225-1 010 $a1-139-16009-5 010 $a9786613342256 010 $a1-139-15553-9 010 $a1-139-16109-1 010 $a1-139-15728-0 010 $a1-139-15904-6 010 $a1-139-02696-8 035 $a(CKB)2550000000061347 035 $a(EBL)807135 035 $a(OCoLC)763159150 035 $a(SSID)ssj0000555548 035 $a(PQKBManifestationID)11366202 035 $a(PQKBTitleCode)TC0000555548 035 $a(PQKBWorkID)10519624 035 $a(PQKB)10299300 035 $a(UkCbUP)CR9781139026963 035 $a(Au-PeEL)EBL807135 035 $a(CaPaEBR)ebr10514135 035 $a(CaONFJC)MIL334225 035 $a(MiAaPQ)EBC807135 035 $a(PPN)15804309X 035 $a(EXLCZ)992550000000061347 100 $a20110218d2011|||| uy| 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aStakeholders matter $ea new paradigm for strategy in society /$fSybille Sachs, Edwin Ru?hli$b[electronic resource] 210 1$aCambridge :$cCambridge University Press,$d2011. 215 $a1 online resource (xviii, 278 pages) $cdigital, PDF file(s) 225 1 $aBusiness, value creation and society 300 $aTitle from publisher's bibliographic system (viewed on 05 Oct 2015). 311 $a1-107-62463-0 311 $a0-521-19639-6 320 $aIncludes bibliographical references and index. 327 $a1. Challenges for a new paradigm in strategic management -- Part I. Development of the Basic Assumptions of a New Stakeholder Paradigm: 2. The economic paradigm and its basic assumptions; 3. Contribution of stakeholder theory to our understanding of the stakeholder paradigm; 4. The stakeholder paradigm -- Part II. Our Understanding of the Stakeholder Paradigm and its Operationalization: 5. Our understanding of the stakeholder paradigm operationalized in the three licenses; 6. License to operate; 7. License to innovate; 8. License to compete; 9. Challenges resulting from a paradigm shift. 330 $aThe dominant shareholder-value model has led to mismanagement, market failure and a boost to regulation, as spectacularly demonstrated by the events surrounding the recent financial crisis. Stakeholders Matter challenges the basic assumptions of this model, in particular traditional economic views on the theory of the firm and dominant theories of strategic management, and develops a new understanding of value creation away from pure self-interest toward mutuality. This new 'stakeholder paradigm' is based on a network view, whereby mutuality enhances benefits and reduces risks for the firm and its stakeholders. The understanding of mutual value creation is operationalized according to the license to operate, to innovate and to compete. The book develops a vision for a strategy in society in which, rather than the invisible hand of the market, it the visible hands of the firm and the stakeholders that lead to an overall increase in the welfare of society. 410 0$aBusiness, value creation, and society. 606 $aStrategic planning 606 $aCustomer relations 615 0$aStrategic planning. 615 0$aCustomer relations. 676 $a658.4/012 686 $aBUS063000$2bisacsh 700 $aSachs$b Sybille$0607325 702 $aRu?hli$b Edwin 801 0$bUkCbUP 801 1$bUkCbUP 906 $aBOOK 912 $a9910817839103321 996 $aStakeholders matter$94095480 997 $aUNINA