LEADER 03454 am 2200685 n 450 001 9910418057703321 005 20190523 010 $a2-7574-2243-X 024 7 $a10.4000/books.septentrion.53016 035 $a(CKB)4100000009952512 035 $a(FrMaCLE)OB-septentrion-53016 035 $a(oapen)https://directory.doabooks.org/handle/20.500.12854/59349 035 $a(PPN)241685400 035 $a(EXLCZ)994100000009952512 100 $a20191212j|||||||| ||| 0 101 0 $afre 135 $auu||||||m|||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 13$aUn siècle de radicalisme /$fSerge Berstein, Marcel Ruby 210 $aVilleneuve d'Ascq $cPresses universitaires du Septentrion$d2019 215 $a1 online resource (288 p.) 311 $a2-85939-814-7 330 $aSi le parti radical naît en juin 1901, le radicalisme remonte aux années 1840, se présentant comme le versant démocratique du « parti républicain ». A ce titre, on le trouve dans l?opposition à tous les régimes qui se succèdent en France jusqu?à la fondation de la IIIe République qui réalise son idéal politique. Dès lors, les radicaux s?identifient au modèle républicain, rationaliste, positiviste, parlementaire, réformiste sur le plan social et attaché à la défense et à la promotion des classes moyennes indépendantes, groupe social émergent de la France au tournant des xixe et xxe siècles. Mais dès ce moment, les divergences de tactique ou de tempérament séparent un radicalisme intransigeant d?un radicalisme de gouvernement, davantage porté au compromis et au gradualisme. C?est ce clivage qui joue à partir des années 1930 et qui, à travers de multiples épisodes, conduit en 1972 à une scission qui fait passer la frontière entre droite et gauche au centre même du radicalisme. 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Paulo Davim 205 $a1st ed. 210 $aLondon $cISTE ;$aHoboken, N.J. $cWiley$dc2013 215 $a1 online resource (259 p.) 225 0 $aAutomation-control and industrial engineering series 300 $aDescription based upon print version of record. 311 08$a9781848215542 311 08$a1848215541 320 $aIncludes bibliographical references at the end of each chapters and index. 327 $aTitle Page; Contents; Preface; Chapter 1: We the Engineers and Them the Managers; 1.1. Introduction; 1.2. Identities and values: the self and the other; 1.3. Symmetries, asymmetries and career dynamics; 1.4. Evolving identities and professional reference groups; 1.5. Protean or boundaryless careers; 1.6. Dialectics, dilemmas and career choices; 1.7. Case study, sample and data analysis; 1.8. Results; 1.8.1. Professional identification (comparison group); 1.8.2. Mediating effect of the perceived comparative status; 1.8.3. Management training/education 327 $a1.8.4. Relationship between engineers and managers1.9. Discussion and conclusions; 1.10. Strengths and limits; 1.11. Implications for future research; 1.12. Bibliography; Chapter 2: Strategic Capabilities for Successful Engagement in Proactive CSR in Small and Medium Enterprises: A ResourceBased View Approach; 2.1. Introduction - CSR and SMEs; 2.1.1. The nature of CSR; 2.1.2. The SME context; 2.2. The resource-based view approach to business strategy; 2.2.1. Resources and capabilities; 2.2.2. Competitive advantage and performance; 2.3. Proactive CSR in SMEs 327 $a2.3.1. Economic dimension of proactive CSR2.3.2. Social dimension of proactive CSR; 2.3.3. Environmental dimension of proactive CSR; 2.3.4. Interaction and its contribution to SME financial performance; 2.4. Capabilities for proactive CSR in SMEs; 2.4.1. Internally directed capabilities; 2.4.2. Externally directed capabilities; 2.5. Conceptual model for successful engagement in proactive CSR in SMEs; 2.6. Conclusion; 2.7. Bibliography 327 $aChapter 3: Innovative Management Development in the Automotive Supply Industry - A Preliminary Case Study for the Development of an Innovat Approach to Innovation Management3.1. Introduction; 3.2. Innovation; 3.3. Case study; 3.3.1. Small event/critical juncture; 3.3.2. Strategy; 3.3.3. Structure (organization); 3.3.4. Culture; 3.3.5. People/personnel; 3.3.6. Communication; 3.4. Reflection as a key to innovative management development; 3.5. Further research issues; 3.6. Bibliography; Chapter 4: Innovative Product Design and Development through Online Customization; 4.1. Introduction 327 $a4.2. Mass customization and reconfigurable products for E-PD4.2.1. Innovative reconfigurable product development; 4.2.2. Conceptual systematic loop of E-PD; 4.3. The empirical research design; 4.4. Case of Indian office furniture sector; 4.4.1. Market segmentation; 4.4.2. Distribution channels; 4.4.3. Data collection; 4.5. Data analysis; 4.5.1. Response of questionnaires; 4.5.2. Findings on section A1.1 (demographics): getting to know the respondents; 4.5.3. Findings on section A1.2 (opinion): how they feel about these statements; 4.6. Discussions and further analysis using PESTLE 327 $a4.6.1. Political and legal factors 330 $aThis book discusses management and engineering innovation with a particular emphasis on human resource management (HRM) and production engineering.In an innovation context, the disciplines of management and engineering are linked to promote sustainable development, seeking cultural and geographical diversity in the studies of HRM and engineering, applications that can have a particular impact on organizational communications, change processes and work practices. This connection reflects the diversity of societal and infrastructural conditions.The authors mainly analyze research 410 0$aISTE 606 $aProduction engineering 606 $aPersonnel management 615 0$aProduction engineering. 615 0$aPersonnel management. 676 $a658.5 701 $aMachado$b Carolina$0847341 701 $aDavim$b J. Paulo$0739914 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910828739103321 996 $aManagement and engineering innovation$94115691 997 $aUNINA