Zobrazeno 1 - 6
of 6
pro vyhledávání: '"Bernardino Provera"'
Publikováno v:
Industrial and Corporate Change. 27:595-618
This historical case study of Olivetti, the Italian office products firm, argues that technological competence becomes socially embedded in a firm over time as it is legitimized, backed by powerful agents, and supported by resource allocation. Parado
Publikováno v:
British Journal of Management. 21:1057-1074
In high-reliability organizations (HROs) even minor errors can seriously hinder the very existence of the firm and the safety of employees and customers. Field studies have shown that HROs encourage the reporting of errors and near misses, exploiting
Autor:
Paola Dubini, Bernardino Provera
Publikováno v:
Journal of Media Business Studies. 5:41-65
In recent years, media industries are increasingly regarded as key settings for traditional organizations to draw lessons upon (Markides, 2006) as far as innovation strategies are concerned, due to the structural changes they are witnessing, and to t
Interview with Anthony Davidson, SuperAguri F1 GP Driver (autosport.com, March 2, 2007): Q: Can you actually learn anything from the [F1 videogame] though? AD: Absolutely. When I did the 2004 season, I really relied on having video data from the team
Externí odkaz:
https://explore.openaire.eu/search/publication?articleId=doi_dedup___::9d33e443f6cbf1be7587b33a75e0f840
https://doi.org/10.4018/978-1-60960-195-9.ch603
https://doi.org/10.4018/978-1-60960-195-9.ch603
The notion of improvisation has recently emerged in managerial studies as a viable answer to flexibly dealing with unexpected occurrences. Nonetheless, research on improvisation has essentially approached the issue through a metaphorical framework, a
Externí odkaz:
https://explore.openaire.eu/search/publication?articleId=doi_dedup___::54e00d37e8e712cb930c5a3064b2d23c
http://hdl.handle.net/11565/3715120
http://hdl.handle.net/11565/3715120
Autor:
Bernardino Provera, Vincenzo Morabito
Until recently, the development of information systems has been ruled by the traditional “make or buy” paradigm (Williamson, 1975). In other words, firms could choose whether to develop particular applications within their organizational structur
Externí odkaz:
https://explore.openaire.eu/search/publication?articleId=doi_________::c629d10263b728d7d5a16b1dce9c2a82
https://doi.org/10.4018/978-1-59140-561-0.ch005
https://doi.org/10.4018/978-1-59140-561-0.ch005