Interpersonal relationship

management also have to be implemented across an appropriated decentralized and flexible organization structure. Herzberg theory is based on two kinds of factors. First, hygiene factors such as working conditions, security, status, salary and interpersonal relations do not lead to higher levels of motivation but they are essential to employees’ satisfaction. On the contrary, motivation factors (motivators) are needed to increase employees’ motivation and performance. These factors include achievement

are things that other firms can’t develop easily, usually due to unique historical conditions, causal ambiguity or social complexity. Nonsubstitutable capabilities do not have strategic equivalents, such as firm-specific knowledge or trust-based relationships. Amazon’s development has been unusually rapid. It was founded in 1995 and is now one of the most known brands in the world. Only seven years of existence it received highest scores ever recorded in any service industry in Customer Satisfaction

et la satisfaction à l’égard de celui-ci (cinq dimensions : soutien à l’estime, émotionnelle, infor- mationnelle, tangible et réseau social). Pour leur part, Dehle, Larsen et Landers (2001) ont élaboré et validé le Support in Intimate Relationships Rating Scale (SIRRS). Cet outil de 48 items évalue l’adéquation du soutien conjugal en cinq dimensions (sou- tien à l’estime, émotionnel, informationnel, tangible et réseau social). Récemment, Barry, Bunde, Brock et Lawrence (2009) ont confirmé

represented on the other dimension. These properties, which affect knowledge management outcomes, can be organized according to whether they are properties of a unit (e.g., individual, group, organization) involved in knowledge management, properties of relationships between units or properties of the knowledge itself. The framework is used to identify where research findings about knowledge management converge and where gaps in our understanding exist. The article discusses mechanisms of knowledge management

Treasure et col. 1995 2 grupos de 30 doentes adultas, seguidas em ambula-tório: TPEC ou TCCA (20 sessões hebdomadárias de 50 minutos); FU de 12 meses. 2 grupos de 11 adolescentes submetidas a TCSF e TICE Avaliação: EAT; BSQ; Ineffectiveness, Interpersonal distrust and interoceptive awareness scale of EDI; BDI; PARQ; IMC. Eisler et col. 1997 Seguimento de 57 doentes com AN e 23 com BN tratadas com TF ou TI. 4 grupos de doentes: APC; APL; ATL; B. Eisler et col. 2000 2 grupos de 20 doentes submetidas

Work relationship is seen as contract based on mutual advantage.This cultural 2 specificity is major: in Japan, group is more important than individuals. It can be hard for an Occidental to understand this, because in Western countries, it usually is the contrary: people are ambitious, and individuals take precedence over group, as prove our democratic tradition and the importance of the Human Rights for long time. This cultural feature has a strong influence on business relationships: although

la mise en œuvre du SCM dans d’autres contextes culturels. Bibliographie Adler N. (1983), « A Typology of Management Studies in Involving Culture », Journal of international business studies, Vol 14, Fall, 29-47. Baofeng H., (2004), « Relationship Management and Supply Chain Integration », University of Hong Kong conference. Benabdeljlil N. (2003), « L’intégration de la culture dans les pratiques managériales des entreprises marocaines : une enquête exploratoire. » Rapport de recherche

Interview: Peter Moore: For the benefit of those who haven’t read the book, how would you characterize "Cultural Creatives"? Paul Ray: The Cultural Creatives are over 50 million Americans who care deeply about ecology and saving the planet, about relationships, peace and social justice, but also about authenticity, self-actualization, spirituality and self-expression. So surprisingly, they are both inner directed and socially concerned. In fact they’re the activists, the contributors to good causes,

climate imposed by the leaders. Three basic climates might be labeled dehumanized climate, overhumanized climate, and situational climate. Dehumanized Climate For years, most organizations were founded on the model of a master-slave relationship. Certainly, the military has not been exempt from this kind of thinking. The work of Frederick W. Taylor in the early part of this century is often associated with the dehumanized climate. Taylor has been credited with suggesting a leadership philosophy

supply chain relationships in this article. The first, which we have named ‘‘dictatorial collaboration,’’ occurs when a dominant supply chain entity assumes control of the channel and forces the other firms to follow its edicts. We compare and contrast this method with ‘‘sustainable collaboration,’’ in which the parties share resources and engage in joint problem solving to improve the performance of the system as a whole. We use a virtue ethics lens to describe these methods of relationship management