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La disputatio au cœur du management : Débats et controverses / / Aude Deville, Jérôme Dupuis, Jean‑Fabrice Lebraty, Emmanuelle Nègre, Caroline Riché, Jean-François Sattin
| La disputatio au cœur du management : Débats et controverses / / Aude Deville, Jérôme Dupuis, Jean‑Fabrice Lebraty, Emmanuelle Nègre, Caroline Riché, Jean-François Sattin |
| Autore | Ageron Blandine |
| Pubbl/distr/stampa | Aix-en-Provence, France, : Presses universitaires de Provence, 2022 |
| Descrizione fisica | 1 online resource (270 p.) |
| Altri autori (Persone) |
AlbertiniThérèse
AubertNicolas BeddiHanane BelghitAnne Goujon BentaharOmar BenzidiaSmail BereniDelphine BidanMarc BolleckerMarc BonnetMarc Burkhardt‑BourgeoisKirsten CrosSophie DavidMickaël DenisJean‑Philippe DevilleAude DupuisJérôme FulconisFrançois GardetÉlodie GeorgescuIrène GoterFrançoise GrevinAnouk GrimaFrançois HernandezSolange HusserJocelyn LebratyJean-Fabrice Legall-ElyMarine LemoineJean-François LescaNicolas MeierOlivier MorvanJérémy NègreEmmanuelle NogueraFlorence OriolNathalie PachéGilles PoincelotÉvelyne RichéCaroline RoquesOlivier SattinJean-François SauviatIsabelle Schieb-BienfaitNathalie SéverinÉric LebratyJean‑Fabrice |
| Collana | Travail & Gouvernance |
| Soggetto topico |
Education, Scientific Disciplines
Management (General) sciences de gestion et du management management des organisations gouvernance du système universitaire |
| Soggetto non controllato |
sciences de gestion et du management
management des organisations gouvernance du système universitaire |
| ISBN | 979-1-03-200391-6 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | fre |
| Record Nr. | UNINA-9910522583903321 |
Ageron Blandine
|
||
| Aix-en-Provence, France, : Presses universitaires de Provence, 2022 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Environmental scanning and sustainable development [[electronic resource] /] / edited by Nicolas Lesca
| Environmental scanning and sustainable development [[electronic resource] /] / edited by Nicolas Lesca |
| Pubbl/distr/stampa | London, : ISTE |
| Descrizione fisica | 1 online resource (311 p.) |
| Disciplina | 658.4/083 |
| Altri autori (Persone) | LescaNicolas |
| Collana | ISTE |
| Soggetto topico |
Management - Environmental aspects
Sustainable development Strategic planning - Environmental aspects Business intelligence |
| ISBN |
1-118-60189-0
1-299-13996-5 1-118-60195-5 1-118-60192-0 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright Page; Table of Contents; Introduction; Chapter 1. Sustainable Development: a Vague and Ambiguous "Theory"; 1.1. Introduction; 1.1.1. The origins of the notion; 1.1.2. The extensiveness of the notion; 1.1.3. Milestones of the institutionalization of sustainable development; 1.2. Sustainable development as a "vague" theory; 1.2.1. Sustainable development and "principles"; 1.2.2. Conceptual dimensions and sustainable development; 1.2.3. Sustainable development and its indicators; 1.2.4. The organizational dimension of sustainable development
1.3. Company actions justified by reference to the notion of sustainable development: consequentialism tested by modern deontology1.3.1. The chronological stages of taking ecological stakes into account; 1.3.2. The management stakes of sustainable development; 1.4. The dimensions of ambiguity of the notion; 1.4.1. The associated references; 1.4.2. The "tensions" associated with the notion; 1.4.3. Ambiguities of the meaning of sustainable development; 1.4.4. The ambiguity of company attitudes vis-à-vis sustainable development 1.5. Conclusion: calling into question managerial references in relation to sustainable development1.5.1. Provisional detour via the markets: the "right to pollute"; 1.5.2. The return of politics and regulation; 1.6. Bibliography; Chapter 2. Parameters and Particularities of Sustainable Development-oriented Strategic Scanning; 2.1. Introduction; 2.2. Strategic scanning; 2.2.1. Strategic scanning activities; 2.2.2. Strategic scanning and its different facets; 2.2.3. Sustainable development-oriented scanning and its different facets 2.3. Applying a sustainable development-oriented strategic scanning process2.3.1. Strategic scanning as a process of gathering information; 2.3.2. Strategic scanning as a cybernetic system; 2.3.3. Strategic scanning as a project; 2.4. Conclusion; 2.5. Bibliography; Chapter 3. Sustainable Development of Large Network Service Companies: Inhabiting Territories via Middle Managers, Strategic Scanners; 3.1. Introduction; 3.2. The foundation of modeling; 3.2.1. The objective: a heuristic model; 3.2.2. Epistemology: the re-evaluation of practical reasoning and the science of design 3.2.3. The method favors research-intervention and long-term immersion3.2.4. The content: taking into account a forgotten element of research in strategic management - the territory; 3.2.5. A paradoxical aim: the sustainable company in a liquefied world; 3.3. The architecture of the model; 3.3.1. Large service companies that are territorialized; 3.3.2. Technically disparate sector; 3.3.3. Relatively fragmented territory; 3.3.4. A production capacity strategic formula; 3.3.5. Company or group; 3.3.6. A management style inspired by investor and developer configurations 3.4. Middle managers: key players of sustainable development |
| Record Nr. | UNINA-9910141513903321 |
| London, : ISTE | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Environmental scanning and sustainable development / / edited by Nicolas Lesca
| Environmental scanning and sustainable development / / edited by Nicolas Lesca |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | London, : ISTE |
| Descrizione fisica | 1 online resource (311 p.) |
| Disciplina | 658.4/083 |
| Altri autori (Persone) | LescaNicolas |
| Collana | ISTE |
| Soggetto topico |
Management - Environmental aspects
Sustainable development Strategic planning - Environmental aspects Business intelligence |
| ISBN |
1-118-60189-0
1-299-13996-5 1-118-60195-5 1-118-60192-0 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright Page; Table of Contents; Introduction; Chapter 1. Sustainable Development: a Vague and Ambiguous "Theory"; 1.1. Introduction; 1.1.1. The origins of the notion; 1.1.2. The extensiveness of the notion; 1.1.3. Milestones of the institutionalization of sustainable development; 1.2. Sustainable development as a "vague" theory; 1.2.1. Sustainable development and "principles"; 1.2.2. Conceptual dimensions and sustainable development; 1.2.3. Sustainable development and its indicators; 1.2.4. The organizational dimension of sustainable development
1.3. Company actions justified by reference to the notion of sustainable development: consequentialism tested by modern deontology1.3.1. The chronological stages of taking ecological stakes into account; 1.3.2. The management stakes of sustainable development; 1.4. The dimensions of ambiguity of the notion; 1.4.1. The associated references; 1.4.2. The "tensions" associated with the notion; 1.4.3. Ambiguities of the meaning of sustainable development; 1.4.4. The ambiguity of company attitudes vis-à-vis sustainable development 1.5. Conclusion: calling into question managerial references in relation to sustainable development1.5.1. Provisional detour via the markets: the "right to pollute"; 1.5.2. The return of politics and regulation; 1.6. Bibliography; Chapter 2. Parameters and Particularities of Sustainable Development-oriented Strategic Scanning; 2.1. Introduction; 2.2. Strategic scanning; 2.2.1. Strategic scanning activities; 2.2.2. Strategic scanning and its different facets; 2.2.3. Sustainable development-oriented scanning and its different facets 2.3. Applying a sustainable development-oriented strategic scanning process2.3.1. Strategic scanning as a process of gathering information; 2.3.2. Strategic scanning as a cybernetic system; 2.3.3. Strategic scanning as a project; 2.4. Conclusion; 2.5. Bibliography; Chapter 3. Sustainable Development of Large Network Service Companies: Inhabiting Territories via Middle Managers, Strategic Scanners; 3.1. Introduction; 3.2. The foundation of modeling; 3.2.1. The objective: a heuristic model; 3.2.2. Epistemology: the re-evaluation of practical reasoning and the science of design 3.2.3. The method favors research-intervention and long-term immersion3.2.4. The content: taking into account a forgotten element of research in strategic management - the territory; 3.2.5. A paradoxical aim: the sustainable company in a liquefied world; 3.3. The architecture of the model; 3.3.1. Large service companies that are territorialized; 3.3.2. Technically disparate sector; 3.3.3. Relatively fragmented territory; 3.3.4. A production capacity strategic formula; 3.3.5. Company or group; 3.3.6. A management style inspired by investor and developer configurations 3.4. Middle managers: key players of sustainable development |
| Record Nr. | UNINA-9910819244903321 |
| London, : ISTE | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Strategic decisions and weak signals : anticipation for decision-making / / Humbert Lesca, Nicolas Lesca
| Strategic decisions and weak signals : anticipation for decision-making / / Humbert Lesca, Nicolas Lesca |
| Autore | Lesca Humbert |
| Pubbl/distr/stampa | London, England ; ; Hoboken, New Jersey : , : ISTE Ltd : , : John Wiley & Sons, Inc., , 2014 |
| Descrizione fisica | 1 online resource (145 p.) |
| Disciplina | 658.403 |
| Collana |
Focus Business, Management and Finance Series
Focus Series |
| Soggetto topico | Decision making - Data processing |
| ISBN |
1-118-95914-0
1-118-95915-9 1-118-95913-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright; Contents; Introduction; CHAPTER 1. THE SUBJECT WITHIN THE FIELD OF MANAGEMENTSCIENCE: CONCEPTS AND ISSUES; 1.1. Strategic management and strategic decision making; 1.2. Strategic decision-making and anticipatio; 1.2.1. Knowing and anticipating; 1.2.2. Anticipating and deciding; 1.2.3. Anticipating for effective decision-making; 1.2.4. Characteristics of a strategic decision; 1.3. Anticipation, anticipative information and weak signals; 1.3.1. Weak signals; 1.3.2. Characteristics of a weak signal; 1.3.3. Weak signals for anticipation
1.3.4. Where might we find a weak signal?1.3.5. Usefulness of weak signals in strategic decision making; 1.4. Weak signals and anticipative strategic scanning; 1.4.1. Anticipative strategic scanning and weak-signal detection; 1.4.2. The use of weak signals depends on managers' wishes; 1.5. Organizational issues in anticipative strategic scanning, which could weaken strategic decision making; 1.5.1. Definition of "targeting" of anticipative strategic scanning; 1.5.2. Insufficient information: too restrictive a target, and the consequences for strategic decision-making 1.5.3. Too much information: consequences of information overload for strategic decision-making1.5.4. Detecting a weak signal in an informationoverload situation (in a full text); 1.6. Conclusion: concepts discussed, issues noted and resulting requirements; CHAPTER 2. STATE OF THE ART: SYSTEMS SUGGESTED BYPREVIOUS AUTHORS; 2.1. Entry point: collective interpretation of a set of homogeneous weak signals to make sense; 2.1.1. Interpreting weak signals: sense-making; 2.1.2. How about sense-making using images, remotely?; 2.1.3. Puzzle method: example 2.2. Directly detecting a weak signal in a full text2.3. Automatically selecting a "useful" information fragment (a "brief", for our purposes); 2.3.1. Data overload versus "useful" information fragments; 2.3.2. Managers want automation of information detection; 2.3.3. Is it possible to automate the detection of potentially useful information?; 2.3.4. Prototype of a device to filter data obtained from Web 2.0: ABIMA; 2.4. Improving weak-signal detection by improving the target; 2.4.1. What should we scan for in the environment? 2.4.2. Learning about the boundary of the environment being scanned2.4.3. An automated technique to help change an organization's peripheral vision; 2.5. Conclusion; CHAPTER 3. PROPOSED SYSTEMS: RESULTS OF INFORMATIONSYSTEM PROTOTYPING RESEARCH CONDUCTED AT THECNRS-CERAG LAB (FRANCE); 3.1. TARGETBUILDER, an aid to targeting scanning priorities; 3.1.1. Usefulness; 3.1.2. Principle behind TARGETBUILDER system; 3.1.3. Recap on TARGETBUILDER; 3.2. APROXIMA, automated extraction of fragments (briefs), which may hold weak signals; 3.2.1. Usefulness; 3.2.2. Principle behind APROXIMA system 3.2.3. Case study: application to the topic of "solar/photovoltaic" power |
| Record Nr. | UNINA-9910139141703321 |
|
Lesca Humbert
|
||
| London, England ; ; Hoboken, New Jersey : , : ISTE Ltd : , : John Wiley & Sons, Inc., , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Strategic decisions and weak signals : anticipation for decision-making / / Humbert Lesca, Nicolas Lesca
| Strategic decisions and weak signals : anticipation for decision-making / / Humbert Lesca, Nicolas Lesca |
| Autore | Lesca Humbert |
| Pubbl/distr/stampa | London, England ; ; Hoboken, New Jersey : , : ISTE Ltd : , : John Wiley & Sons, Inc., , 2014 |
| Descrizione fisica | 1 online resource (145 p.) |
| Disciplina | 658.403 |
| Collana |
Focus Business, Management and Finance Series
Focus Series |
| Soggetto topico | Decision making - Data processing |
| ISBN |
1-118-95914-0
1-118-95915-9 1-118-95913-2 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Title Page; Copyright; Contents; Introduction; CHAPTER 1. THE SUBJECT WITHIN THE FIELD OF MANAGEMENTSCIENCE: CONCEPTS AND ISSUES; 1.1. Strategic management and strategic decision making; 1.2. Strategic decision-making and anticipatio; 1.2.1. Knowing and anticipating; 1.2.2. Anticipating and deciding; 1.2.3. Anticipating for effective decision-making; 1.2.4. Characteristics of a strategic decision; 1.3. Anticipation, anticipative information and weak signals; 1.3.1. Weak signals; 1.3.2. Characteristics of a weak signal; 1.3.3. Weak signals for anticipation
1.3.4. Where might we find a weak signal?1.3.5. Usefulness of weak signals in strategic decision making; 1.4. Weak signals and anticipative strategic scanning; 1.4.1. Anticipative strategic scanning and weak-signal detection; 1.4.2. The use of weak signals depends on managers' wishes; 1.5. Organizational issues in anticipative strategic scanning, which could weaken strategic decision making; 1.5.1. Definition of "targeting" of anticipative strategic scanning; 1.5.2. Insufficient information: too restrictive a target, and the consequences for strategic decision-making 1.5.3. Too much information: consequences of information overload for strategic decision-making1.5.4. Detecting a weak signal in an informationoverload situation (in a full text); 1.6. Conclusion: concepts discussed, issues noted and resulting requirements; CHAPTER 2. STATE OF THE ART: SYSTEMS SUGGESTED BYPREVIOUS AUTHORS; 2.1. Entry point: collective interpretation of a set of homogeneous weak signals to make sense; 2.1.1. Interpreting weak signals: sense-making; 2.1.2. How about sense-making using images, remotely?; 2.1.3. Puzzle method: example 2.2. Directly detecting a weak signal in a full text2.3. Automatically selecting a "useful" information fragment (a "brief", for our purposes); 2.3.1. Data overload versus "useful" information fragments; 2.3.2. Managers want automation of information detection; 2.3.3. Is it possible to automate the detection of potentially useful information?; 2.3.4. Prototype of a device to filter data obtained from Web 2.0: ABIMA; 2.4. Improving weak-signal detection by improving the target; 2.4.1. What should we scan for in the environment? 2.4.2. Learning about the boundary of the environment being scanned2.4.3. An automated technique to help change an organization's peripheral vision; 2.5. Conclusion; CHAPTER 3. PROPOSED SYSTEMS: RESULTS OF INFORMATIONSYSTEM PROTOTYPING RESEARCH CONDUCTED AT THECNRS-CERAG LAB (FRANCE); 3.1. TARGETBUILDER, an aid to targeting scanning priorities; 3.1.1. Usefulness; 3.1.2. Principle behind TARGETBUILDER system; 3.1.3. Recap on TARGETBUILDER; 3.2. APROXIMA, automated extraction of fragments (briefs), which may hold weak signals; 3.2.1. Usefulness; 3.2.2. Principle behind APROXIMA system 3.2.3. Case study: application to the topic of "solar/photovoltaic" power |
| Record Nr. | UNINA-9910816027003321 |
|
Lesca Humbert
|
||
| London, England ; ; Hoboken, New Jersey : , : ISTE Ltd : , : John Wiley & Sons, Inc., , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Weak signals for strategic intelligence [[electronic resource] ] : anticipation tool for managers / / Humbert Lesca, Nicolas Lesca
| Weak signals for strategic intelligence [[electronic resource] ] : anticipation tool for managers / / Humbert Lesca, Nicolas Lesca |
| Autore | Lesca Humbert |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | London, : ISTE |
| Descrizione fisica | 1 online resource (246 p.) |
| Disciplina | 658.4/72 |
| Altri autori (Persone) |
LescaNicolas
LescaHumbert |
| Collana | ISTE |
| Soggetto topico |
Strategic planning
Management |
| ISBN |
1-118-60277-3
1-299-18779-X 1-118-60287-0 1-118-60281-1 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Weak Signals for Strategic Intelligence; Title Page; Copyright Page; Table of Contents; Introduction; Chapter 1. Concepts, Issues and Hypotheses; 1.1. Introduction: governance and radar; 1.1.1. Steering the ship; 1.1.2. Corporate governance and strategic decision-making; 1.1.3. The ship's radar (radio detection and ranging); 1.1.4. The organization's "radar", a tool for its governability; 1.2. The organization's environment and its governance through a "storm"; 1.2.1. The ship, the ocean, and any danger to be faced
1.2.2. The enterprise, its environment, uncertainty, hazards, and opportunities1.2.3. Scrutinizing and interpreting the environment; 1.3. Anticipation (act of looking forward); 1.3.1. Anticipating: definition and examples; 1.3.2. Do not confuse anticipation with forecasting; 1.3.3. Anticipation and scenario-based prospective: possible complementarity; 1.3.4. Anticipating odd events, discontinuities, anomalies, etc; 1.4. Anticipative information: two types; 1.4.1. Definition; 1.4.2. Difference between strategic information and day-to-day management information 1.4.3. Two types of anticipative information1.5. Weak signals; 1.5.1. Definition of a weak signal; 1.5.2. An example of weak signal as the trigger to a warning; 1.5.3. Should we prefer a "strong" but backward-looking signal, or a "weak" but forward-looking signal?; 1.5.4. Conversion, transformation of a weak signal into an early warning signal; 1.5.5. Should we refer to a "signal" or a "sign"? Intentionality of the sender; 1.5.6. Weak signals... or decoys, deceptions, and information asymmetry; 1.5.7. Characteristics of a weak signal: "stealthy information" 1.5.8. Sources emitting weak signals: examples1.6. Detecting weak signals; 1.6.1. Individual intelligence (in the Latin sense of the word): a definition; 1.6.2. Cognitive style of a person; 1.6.3. Individual cognitive biases; 1.6.4. Fear; 1.7. Interpreting, amplifying and exploiting weak signals to support strategic decision making; 1.7.1. Need for collective intelligence (CI) for interpreting weak signals; 1.7.2. CM: justification and definition of the process; 1.7.3. Definition of CI as the emergence of CCM; 1.7.4. From CCM to knowledge management 1.8. Puzzle® method for the operationalization of CCM1.8.1. Issue: why the puzzle metaphor?; 1.8.2. Definition of the Puzzle® method; 1.8.3. Fundamental hypotheses of the Puzzle® method; 1.8.4. Work group and CI; 1.9. Global VASIC process for detecting, recognizing and utilizing weak signals; 1.9.1. Targeting of anticipative scanning and information sources; 1.9.2. Tracking and individual selection of weak signals; 1.9.3. Escalating information, collective/centralized selection and storage; 1.9.4. Dissemination and preparation of information for CCM sessions; 1.9.5. Animation 1.9.6. Measurements: performance indicators of the VASIC process |
| Record Nr. | UNINA-9910141479703321 |
|
Lesca Humbert
|
||
| London, : ISTE | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Weak signals for strategic intelligence : anticipation tool for managers / / Humbert Lesca, Nicolas Lesca
| Weak signals for strategic intelligence : anticipation tool for managers / / Humbert Lesca, Nicolas Lesca |
| Autore | Lesca Humbert |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | London, : ISTE |
| Descrizione fisica | 1 online resource (246 p.) |
| Disciplina | 658.4/72 |
| Altri autori (Persone) |
LescaNicolas
LescaHumbert |
| Collana | ISTE |
| Soggetto topico |
Strategic planning
Management |
| ISBN |
9781118602775
1118602773 9781299187795 129918779X 9781118602874 1118602870 9781118602812 1118602811 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Weak Signals for Strategic Intelligence; Title Page; Copyright Page; Table of Contents; Introduction; Chapter 1. Concepts, Issues and Hypotheses; 1.1. Introduction: governance and radar; 1.1.1. Steering the ship; 1.1.2. Corporate governance and strategic decision-making; 1.1.3. The ship's radar (radio detection and ranging); 1.1.4. The organization's "radar", a tool for its governability; 1.2. The organization's environment and its governance through a "storm"; 1.2.1. The ship, the ocean, and any danger to be faced
1.2.2. The enterprise, its environment, uncertainty, hazards, and opportunities1.2.3. Scrutinizing and interpreting the environment; 1.3. Anticipation (act of looking forward); 1.3.1. Anticipating: definition and examples; 1.3.2. Do not confuse anticipation with forecasting; 1.3.3. Anticipation and scenario-based prospective: possible complementarity; 1.3.4. Anticipating odd events, discontinuities, anomalies, etc; 1.4. Anticipative information: two types; 1.4.1. Definition; 1.4.2. Difference between strategic information and day-to-day management information 1.4.3. Two types of anticipative information1.5. Weak signals; 1.5.1. Definition of a weak signal; 1.5.2. An example of weak signal as the trigger to a warning; 1.5.3. Should we prefer a "strong" but backward-looking signal, or a "weak" but forward-looking signal?; 1.5.4. Conversion, transformation of a weak signal into an early warning signal; 1.5.5. Should we refer to a "signal" or a "sign"? Intentionality of the sender; 1.5.6. Weak signals... or decoys, deceptions, and information asymmetry; 1.5.7. Characteristics of a weak signal: "stealthy information" 1.5.8. Sources emitting weak signals: examples1.6. Detecting weak signals; 1.6.1. Individual intelligence (in the Latin sense of the word): a definition; 1.6.2. Cognitive style of a person; 1.6.3. Individual cognitive biases; 1.6.4. Fear; 1.7. Interpreting, amplifying and exploiting weak signals to support strategic decision making; 1.7.1. Need for collective intelligence (CI) for interpreting weak signals; 1.7.2. CM: justification and definition of the process; 1.7.3. Definition of CI as the emergence of CCM; 1.7.4. From CCM to knowledge management 1.8. Puzzle® method for the operationalization of CCM1.8.1. Issue: why the puzzle metaphor?; 1.8.2. Definition of the Puzzle® method; 1.8.3. Fundamental hypotheses of the Puzzle® method; 1.8.4. Work group and CI; 1.9. Global VASIC process for detecting, recognizing and utilizing weak signals; 1.9.1. Targeting of anticipative scanning and information sources; 1.9.2. Tracking and individual selection of weak signals; 1.9.3. Escalating information, collective/centralized selection and storage; 1.9.4. Dissemination and preparation of information for CCM sessions; 1.9.5. Animation 1.9.6. Measurements: performance indicators of the VASIC process |
| Record Nr. | UNINA-9910828871303321 |
|
Lesca Humbert
|
||
| London, : ISTE | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||