Archives de la Catégorie 1 étoile
Korunka et al. 2006. Customer orientation among employees in public administration: A transnational, longitudinal study.
INTRODUCTION The application of TQM [Total Quality Management] principles to the public sector is also known as new public management (NPM; Budäus and Grüning, 1998; Rago, 1994; Swiss, 2001). An essential component of redesigning public administration on the basis of … Lire la suite
Singh et Dahlin. 2007. Merit, Acceptance or Access: Opposing Forces To Adoption Of A New Standard.
Technical standards have the potential to significantly affect the fortunes of individual firms and industry growth (David & Greenstein, 1990; De Vries, 1999; Gabel, 1987; Hemenway, 1975; Hill, 1997; Spivak & Brenner, 2001; Tassey, 2000). We identify three sources of … Lire la suite
Van Wessel, Ribbers et de Vries. 2007. Towards A Comprehensive Model To Master Company IT Standards
One of the classic problems facing standardization and standards usage in companies is that of demonstrating its contribution to the company’s total success (Hesser and Inklaar, 1997). We define a company IT standard as: “The specification of an IT product … Lire la suite
Marie Lavoie. 2009. Vieillissement démographique et compétences d’innovation
Innover ne se limite pas à la génération de nouvelles idées mais comporte une foule d’activités telles la diffusion des connaissances, la commercialisation des produits, la protection de la propriété intellectuelle, la gestion des ressources humaines, etc. L’innovation prend place … Lire la suite
McKinsey 2006. Competitive advantage from better interactions
McKinsey Companies are looking for ways to improve the effectiveness of their top talent: workers who interact with others and draw on experience and judgment to solve the deepest business problems Waht makes these workers valuable is their ability to … Lire la suite
Building a Collaborative Workplace
Callahan, S., M. Schenk et N. White Texte de vulgarisation à destination des managers. L’aspect le plus intéressant me semble être le fort accent mis sur le lien entre la culture de l’organisation (la collaboration est-elle généralement favorisée et si … Lire la suite
2006. Collaboration and Leadership for effective Emergency Management
Waugh, W.L. et G. Streib The field and profession of emergency management have been evolving into a more collaborative enterprise since the 1940s and 1950s. This transformation has gradually moved beyond the classic top- down bureaucratic model to become a … Lire la suite
2009. Interlocal Agreements as Collaborations – An Empirical Investigation of Impetuses, Norms, and Success
Chen, Y. et K. Thurmaier Definitions: An Interlocal agreement (ILA) can take many forms, ranging from an informal “handshake” agreement to elaborate contracts structured according to statutory requirements and filed with a state agency and county recorder. ILAs exist between … Lire la suite
2008. Find a Partner – Nonprofit Organizations and the Culture of Collaboration
Suárez, D.F. et H. Hwang Most accounts of collaboration assume that organizations calculate the potential benefits and costs involved in forming a relationship and then make rational choices based on clear preferences (Dacin et al 2007). Strategic alliances among businesses … Lire la suite
Integrative public leadership: Catalyzing collaboration to create public value
Définition: Integrative public leadership is a process of developing partnerships across organizational, sectoral and/or jurisdictional boundaries that create public value. To integrate means to bring together and combine or incorporate different components into a whole. Boundary spanners are “individuals who … Lire la suite
