Stratégie Go No Go

between technology and governance in a global context. 2. Cases authored by innovators. Case narratives of innovations are authored either by, or in collaboration with, the innovators themselves. Each includes discussion of motivations, challenges, strategies, outcomes, and unintended consequences. Following each case narrative, we present commentary by an academic discussant. The discussant highlights the aspects of the innovation that are analytically most interesting, have the most significant implications

hypothesized causal relationships finds overall support. Implications of this research for marketers and consumer psychologists are discussed and suggestions for future research are provided. Utpal M. Dholakia European Journal of Marketing, Vol. 35 No. 11/12, 2001, pp. 1340-1360. # MCB University Press, 0309-0566 Introduction A considerable amount of research has examined the relationship between product involvement and consumer risk perception (see for example, Richins et al., 1992; Venkatraman

ineffective management. Copyright © 2003-2005, 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard

peut aussi bien s’envisager dans le cadre de rééducations individuelles qu’en suivis de groupe ; c’est l’intensité des troubles qui guide la modalité d’accueil. Si les troubles sont massifs, il conviendra de proposer en premier lieu au patient des stratégies minimales de contrôle afin de pouvoir l’intégrer dans un groupe. Il convient en parallèle de proposer une guidance familiale ainsi que des adaptations psychopédagogiques à l’école afin de viser la meilleure adaptation possible de l’enfant porteur

l'outil caché de Seven... - Gérer ses fenêtres - très pratique ! - Epingler des programmes - Déplacer la Barre des tâches - Changer la destination de l'explorateur - Les options cachées du menu contextuel - Disposer de toute la mémoire au-delà de 3 Go - Forcer l’installation d’un pilote ou d’une application - Créer un point de restauration - Partagez vos données avec les ordinateurs de la maison - Faites une recherche rapide et avancée - Regarder des vidéos sans interruption - Supprimer les traces

large employers were meeting in Marseilles, Antoine Riboud – “one of a rare breed of French „leftwing bosses‟” (de Bettignies et al., 2006) – pronounced a speech to the media which set Danone apart from other companies. He declared that: “growth should no longer be an end in itself, but rather a tool used to serve the quality of life without ever being detrimental to it. (...) Corporate responsibility does not end at the factory gate or the office door. The jobs a business creates are central to the

the life of the city, and thus, it is bound to be more flexible and durable. The Leipzig Charter is, to that extent, a very important step towards a change in the way the future of the cities is apprehended. Although the European Union has no legislative powers in respect of urban environment, the text of 2007 shows that European countries share the same global views concerning the challenges of urban development policies. The origins of the Leipzig Charter lie in the European Commission’s

Building and Community Development de la Fondation Ford pour le financement. La version anglaise de cet article a été publiée sous le titre “Women, Microfinance, and Savings: Lessons and Proposals”, en novembre 2002 dans Development in Practice, Vol. 12, No. 5, pp. 602–612. La version français de cet article a été publiée en Guérin, I. et Servet J.-M. (2003), Exclusion et liens financiers, Rapport du Centre Walras, Paris: Editions Economica. Por la traduction, nous remercions Isabelle Guérin (ia.guerin@wanadoo

................... 187 Mettre la base en mode ARCHIVELOG ...................................................................... 188 Les paramètres du processus ARCH ....................................................................... 188 Stratégie de Sauvegardes et Restaurations ..................................................... 185 27.2 27.3 27.3.1 Passer la base en mode ARCHIVELOG............................................................ 189 Administrer le processus ARCH ...

compensation systems. Practical implications – The paper may help senior managers to develop practical interventions for improving strategic thinking in their organisations. This includes the design of appropriate selection, recruitment and development strategies as well as paying attention to group and organisational level factors that create the enabling conditions for the individual characteristics associated with strategic thinking to be utilised. Originality/value – The paper outlines a theoretical