European Foundation for Management Development

de survivre et de se développer. La planification stratégique cède la place au management stratégique, apparu dans les années 1970, notamment sous l’impulsion de I. Ansoff (1975). Le management stratégique se substitue à la planification à long terme, cette dernière marquée par une lecture assez rigide du futur s’appuyant principalement sur des objectifs affichés, des choix de couples produits/marchés. Le management stratégique souligne, en revanche, la nécessité de prendre en compte dans l’approche

Cahier de recherche en marketing & management Pénétration du commerce équitable dans la distribution : Facteurs clés de gestion et impact Valéry Bezençon Faculté des sciences économiques, Université de Neuchâtel, Suisse Janvier, 2007 Valéry Bezençon Institut de l'entreprise Université de Neuchâtel Rue de la Maladière 23 CH – 2000 Neuchâtel, Switzerland Tel.: +41 32 718 13 69 Fax: +41 32 718 13 61 valery.bezencon@unine.ch http://www2.unine.ch/iene/page3893.html Résumé La

accompanied by cultural pluralism. Indeed, the latter to a large extent sustains the former and helps avoid the pitfall of particularism. Since the Mexico City Declaration in 1982, the World Commission on Culture and Development and the Intergovernmental Conference on Cultural Policies for Development (Stockholm, 1998), culture has come to be regarded as “the whole complex of distinctive spiritual, materiel, intellectual and emotional features that characterize a society or social group. It includes not only

when faced with lots of traders exiting at the same time. FOR CENTRAL BANKS, understanding how the modern financial system fits together is a necessary foundation for making sense of market developments, for understanding how to interpret changes in asset prices and, therefore, for identifying possible threats to stability and comprehending the dynamics of crises. Derivatives are an integral part of this, used widely for the management of market, credit and other risks. The associated positions

| | | |Making the Case for Service Recovery --  Customer Retention | |Articles & Research on Service Recovery | |[pic]“The

what one of the fields covered in this book – sociology (others include political science, international relations, anthropology, economics, literary theory, geography) – has contributed to our understanding of globalization, as well as on the need for further research and more interdisciplinary work on the topic. Several of the debates outlined by Guillén appear later in this book, but the highly disputatious nature of globalization is reflected in the fact that there are many other ongoing arguments

des mutations profondes (Gould A., 1986 ; Bygrave W. 1993, 1995). Il est, par conséquent, utopique de vouloir établir une théorie unique de l’entrepreneuriat (Dyer W., 1992, 1994). La multiplicité des approches disciplinaires (économie, histoire, management, sociologie, psychologie, droit, …), ainsi que la diversité des préoccupations, sont à la source de la richesse et de la complexité de cette thématique. C’est d’ailleurs cette richesse et cette complexité qui en rendent l’exploration difficile,

2012. Flown to France for treatment, he had still not returned to Bamako in mid-July. The destruction of the military apparatus and the weakness of the transitional authorities, notably the government of Prime Minister Cheick Modibo Diarra, which is soon to be reshuffled, impede the Malian forces’ ability to restore territorial integrity in the short term without the risk of serious collapse. In the north, the Tuareg group that launched the rebellion, the National Movement for the Liberation of

PART 1 INTRODUCTION TO STRATEGIC MANAGEMENT Chapter 1: Strategic Management 1. INTRODUCTION An important key to the long-term prosperity of any organization is high-quality strategic thinking –the ability to look ahead, understand a dynamic environment, and effectively position one's organization or subunit for continued success in changing times. CEO Glass is thinking strategically as he positions Wal-Mart in new markets to help meet the retailing challenges of the decade. He

The process of privatisation, especially the preparation of nationalised industries for privatisation, was associated with marked improvements in performance, particularly in terms of labour productivity.[92] But it is not clear how far this can be attributed to the merits of privatisation itself. The "productivity miracle" observed in British industry under Thatcher was achieved not so much by increasing the overall productivity of labour as by reducing workforces and increasing unemployment.[93]