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Institutions et développement : La fabrique institutionnelle et politique des trajectoires de développement / / Éric Mulot, Elsa Lafaye de Micheaux, Pepita Ould-Ahmed
| Institutions et développement : La fabrique institutionnelle et politique des trajectoires de développement / / Éric Mulot, Elsa Lafaye de Micheaux, Pepita Ould-Ahmed |
| Autore | Camara Many |
| Pubbl/distr/stampa | Rennes, : Presses universitaires de Rennes, 2017 |
| Descrizione fisica | 1 online resource (324 p.) |
| Altri autori (Persone) |
ErnstEkkehard
G. ServetJean-Michel LucasRaoul MaucourantJérôme MicheauxElsa Lafaye de Motamed-NejadRamine MulotÉric NubukpoKako Ould-AhmedPepita PlociniczakSébastien PonsotJean-François RadojcicKarin RivièreFrançoise TinelBruno TreilletStéphanie VercueilJulien Lafaye de MicheauxElsa |
| Collana | Économie, gestion et société |
| Soggetto topico |
Economics
économie sociale et solidaire |
| Soggetto non controllato | économie sociale et solidaire |
| ISBN | 2-7535-7332-8 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | fre |
| Record Nr. | UNINA-9910495700103321 |
Camara Many
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| Rennes, : Presses universitaires de Rennes, 2017 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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Managing work in the digital economy : challenges, strategies and practices for the next decade / / editors, Stefan Güldenberg, Ekkehard Ernst, Klaus North
| Managing work in the digital economy : challenges, strategies and practices for the next decade / / editors, Stefan Güldenberg, Ekkehard Ernst, Klaus North |
| Pubbl/distr/stampa | Cham, Switzerland : , : Springer, , [2021] |
| Descrizione fisica | 1 online resource (246 pages) : illustrations |
| Disciplina | 331 |
| Collana | Future of business and finance |
| Soggetto topico |
Management - Forecasting
Labor - Forecasting Work - Forecasting |
| ISBN | 3-030-65173-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Intro -- Prologue -- Contents -- About the Editors -- Part I: Life in 2030 -- The World in 2030: Looking Back Ten Years from Now -- 1 From the News: ``Global Leaders to Reach Agreement on a New Stakeholder Model´´ -- 2 The Pendulum of Global Wealth Has Swung Back -- 3 Global Growth Has Slowed, Not Least due to Demographic Challenges -- 4 Job Market Challenges Prevail... Amidst Some Green Sprouts -- 5 The Nation-State Returned to the Commanding Heights... Exhausted -- 6 Major Challenges Have Remained Without an Answer -- 7 Resilience: A New Policy Consensus -- 8 What to Expect Beyond 2030? -- 8.1 Fintech to the Rescue but New Norms and Standards Are Only Slowly Emerging -- 8.2 Stakeholder Capitalism and Collective Intelligence -- 8.3 Whither Multilateralism: The Example of International Labour Standards -- Box: International Supervision of Labour Standards in 2030-Managing Expectations -- References -- How Humans and Machines Interact -- 1 Artificial Intelligence (AI) as a Central Component for Future Human-Machine Interface Systems -- 2 Goals for Future HMI Systems -- 3 Humans and Machines: An Increasingly Challenging Relationship -- 4 Future Drivers of HMI Development -- 5 HMI with Chinese Characteristics -- 6 Digital Leninism: AI-Driven HMI as a Means of Consolidating Power -- 7 Ethics and HMI -- 8 Systematics of Human-Machine Interaction -- 9 SWOT Analysis for Future HMI Systems -- 10 Implications for Leadership, Self-Management, and Organization -- 11 Outlook and Recommendations -- References -- Vignette: Cobot on a Couch-Living with Robotic Companions in 2030 -- Part II: Work in 2030 -- Job Scenarios 2030: How the World of Work Has Changed Around the Globe -- 1 Global and Regional Policy Shifts Shape Labour Markets in Europe and the United States -- 1.1 But First, a Virus Brings Turmoil and Change.
Box 1 The Strasbourg Declaration of the EU (2023) -- 1.2 The Promises of Automation Have Been Fulfilled and Disappointed -- 1.3 The Composition of the Workforces in Europe and the United States Has Changed -- 1.4 and With a More Diverse Workforce, People´s Aspirations and Expectations at the Workplace Vary -- 1.5 Agile Organizations and Well-Educated, Resilient Individuals Deal Best with Unstructured Working Environments -- 1.6 Signs of a Brain Drain in the United States Emerge and More Immigration Helps the EU -- 1.7 It Is Not the End of Manufacturing and It Is Not All About Services -- 1.8 The Climate Crisis Remains Unresolved -- 1.9 and Policies Have Shifted from Climate Change Mitigation to Climate Change Adaptation -- 1.10 Occupations and Products That Increase Resource Efficiency Are Globally in High Demand -- 1.11 Most Traditional Labour Market Institutions Do Not Yet Support More Frequent Transitions -- 1.12 But Data, Platforms, and AI Have Revolutionized Talent Management with Many Opportunities -- 1.13 and Some Risks -- 1.14 A New EU Labour Market Institution Uses New Technologies to Promote Policy Goals -- 1.15 But Has Not Yet Finally Clarified Who the Social Partners in the Digital Society Are -- 2 The Difficult Rise of Asia and Africa´s Struggle -- 2.1 Between Automation and Rural Economy -- 2.2 The Demographic Dividend Has Not Yet Paid Off for India and Others in the Region -- 2.3 Africa at the Crossroads -- 3 Reflections on the World of Work in 2030 and Beyond -- References -- Vignette: A Day in the Life of a Medical Doctor in 2030 -- New Forms of Creating Value: Platform-Enabled Gig Economy Today and in 2030 -- 1 Origins and Development of the Gig Economy -- 2 Developing a Typology of the Platform-Enabled Gig Economy -- 2.1 Platform Economy and Platform-Enabled Gig Economy in General. 2.2 Digitized Location-Independent Versus Location-Bound or Interaction-Intense Work -- 2.2.1 Digitized Location-Independent Work -- 2.2.2 Location-Bound or Interaction-Intense Work -- 3 Key Characteristics of the Platform-Enabled Gig Economy in 2020 -- 3.1 Importance for Households -- 3.2 Relevance for the Labor Market in General and per Industry Sectors -- 4 Appreciation and Criticism of the Platform-Enabled Gig Economy -- 4.1 Positive Aspects and Opportunities: Value Creation and Beneficiaries -- 4.2 Disadvantages and Risks -- 5 The Platform-Enabled Gig Economy in 2030 -- Key Insights Regarding the Platform-Enabled Gig Economy in 2030 -- References -- Working in 2030: Heaven or Hell? -- 1 The Starting Point: Two Views on Flexibility -- 2 Is Everything Really that New? -- 3 Enter Labour Law and Collective Bargaining -- 4 And Again: Flexibility -- 5 Where Do We Go from Here? -- 6 The Role of Social Dialogue and the ILO Towards a Heavenly Path -- 7 In 2030, Social Dialogue and Representative Participation Will Be as Relevant as Ever -- 8 Implications for Managers, Employers, Trade Unions, and Governments -- References -- Values Versus Technology? Why We Need to Consider a New Foundation for Work -- 1 Key Drivers of Change in Our World of Work -- 1.1 Changes in Values and the Associated Work Ethic Prevailing in Society -- 1.2 The Spread of Digital Technologies -- 1.2.1 Implications for the Types of Work -- 1.2.2 Impact on the Organization of Work -- 2 Toward a New Foundation for Work -- 2.1 The Incompatibility of the Effects of Spreading Digital Technologies with Changing Values and Work Ethic -- 2.2 Developing a New Way of Living and Working -- 2.2.1 General Sociopolitical Conditions -- 2.2.2 Inter-individual Organization of Work -- 2.2.3 Work and the Individual -- 3 A Possible Scenario for the Year 2030. Key Insights for the Path Toward a New Foundation of Work in 2030 -- References -- Part III: Leadership in 2030 -- The New Role of Leaders and Leadership in 2030 -- 1 Management vs. Leadership -- 2 Five Major Leadership Challenges in 2030 -- 3 The New Leadership Priorities in 2030 -- 3.1 From Leading Others Toward Leading Yourself -- 3.2 From One-Size-Fits-All Toward Situational Leadership (Improvisation Is the New Leadership Paradigm) -- 3.3 From Shareholder Toward Stakeholder Leadership -- 3.4 From Autocratic Toward Servant Leadership -- 3.5 From Egocentric Toward Shared (Global) Leadership -- 4 The New Roles Leaders Have to Enact in 2030 -- 5 Competences a Leader Will Need in 2030: Learning Instead of Knowing -- Key Insights for Leaders and Leadership in 2030 -- References -- Digital Leadership and Technology -- 1 Digital Transformation -- 1.1 What It Is and What It Is Not -- 1.2 Internet of Things or Internet of Humans? -- 1.3 From Digital Transformation to Robot Leadership? -- 2 Five Very Human Digital Leadership Challenges -- 3 The Task of Leaders in Digital Transformation -- Key Insights for Digital Leadership in 2030 -- References -- Making Collaboration Work -- 1 A Day in the Life of Nadire in 2030 -- 2 A Look Back: Where Did We Start in 2020? -- 3 ``What Have We Done to Reach Where We Are Today?´´ -- 3.1 The Collaboration Landscape 2030 -- Example -- Example -- Example -- Example -- Example -- 3.2 On the Way Toward 2030 -- 4 Recommendations to Implement Collaboration Landscapes -- ReferencesThe basics of collaboration can be found in Bornemann (2012), Burow (2015), Ebert | Pastoors (2019), Ghanbari et al.... -- Vignette: Ella´s Day-Work Anywhere Anytime -- Part IV: Careers in 2030 -- Smart HRM in 2030: Conversational HR, Connected Robotics, and Controlled Analytics -- 1 The Times They Are A-Changin´?!. 2 ``I Program my Home Computer, Beam Myself into the Future´´: Employee Experiences in 2030 -- 2.1 Sophia: ``I Call This Number, for a Data Date´´-Kraftwerk, Computer Love -- 2.2 Ashley: ``Interpol and Deutsche Bank, FBI and Scotland Yard-Business, Numbers, Money, People´´ - Kraftwerk, Computer World -- 2.3 Jeff: ``I´m the Operator with my Pocket Calculator´´ - Kraftwerk, Pocket Calculator -- 3 The Three Plus One C of Smart HRM -- 4 Smart HR Practices Along the HR Value Chain -- 4.1 Attract and Select -- 4.2 Plan and Deploy -- 4.3 Perform and Compensate -- 4.4 Develop and Retain -- 5 Conclusion -- References -- Learning in the Year 2030 -- 1 Introduction -- 2 Learn-Work-Live: Lifelong Learning Has Become a Reality -- Singapore´s SkillsFuture Credit -- 3 People Take Responsibility for Self-Regulated Learning and Manage Their Competence Portfolio -- Open Badges -- 4 How We Learn in 2030 -- Linking Learning and Performance -- Microlearning with Virtual and Augmented Reality -- Pulse!!: Serious Gaming in Healthcare -- Agile Learning via Communities -- 5 Human and Machine Learning Are Increasingly Integrated -- Training of Chatbots -- 6 Implications for the Stakeholders of Learning in the Year 2030 -- References -- Vignette: Communities, Challenges, Curiosity, and Coaches-A Corporate Learner in 2030 -- Epilogue: What Have We Learned? -- Built on the Power of Meaning and Shared Value -- Develop Agency and Inner Balance -- Consume Less: Work Less-Enjoy More -- Prefer Social Resilience Over Economic Efficiency -- Lead Together, Not Others -- Develop Decent Digitalized Work -- Build Capabilities for Transformation -- References. |
| Record Nr. | UNINA-9910483305403321 |
| Cham, Switzerland : , : Springer, , [2021] | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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