Suchergebnisse

UNDERSTANDING ORGANISATIONAL CONTEXT (2A. ED.) -- PÁGINA LEGAL -- CONTENTS -- LIST OF CASE STUDIES -- 1 INSIDE ORGANISATIONS -- 1.1 HARLEY-DAVIDSON -- 1.2 SYNGENTA AND GM RICE -- 1.3 ADVANTAGES OF A PERSONAL PASSION -- 2 CULTURE AND ORGANISATIONS -- 2.1 FOREIGN INVESTORS IN CHINA -- 2.2 LONG WORKING HOURS -- 2.3 CHORDIANT -- 3 ORGANISATIONAL BEHAVIOUR -- 3.1 STRATEGIC VISION -- 3.2 FIRST-CLASS LEADERSHIP -- 3.3 THE PEARL RIVER DELTA -- 4 MARKETING -- 4.1 CHINA AND CAPPUCCINO -- 4.2 TOBACCO ADVERTISING -- 4.3 COCA-COLA -- 5 OPERATIONS MANAGEMENT -- 5.1 KAIZEN AT PERKINS -- 5.2 BODY SHOP AND HEMP -- 5.3 BOEING -- 6 FINANCE -- 6.1 SMITHKLINE BEECHAM -- 6.2 PFI -- 6.3 TUC AND MINIMUM WAGE -- 7 HUMAN RESOURCE MANAGEMENT -- 7.1 BEATING SKILLS SHORTAGES -- 7.2 STAFF AS INTANGIBLE ASSETS -- 7.3 PART-TIME AND TEMPORARY WORKERS -- 8 THE EXTERNAL ENVIRONMENT -- 8.1 US AIRLINES -- 8.2 ALCOPOPS -- 8.3 WAL-MART -- 9 THE COMPOSITION OF THE EXTERNAL ENVIRONMENT -- 9.1 PEUGEOT IN SLOVAKIA -- 9.2 NIKE IN CAMBODIA -- 9.3 HOLIDAYS AND THE INTERNET -- 10 THE COMPETITIVE ENVIRONMENT -- 10.1 WRANGLER AND LEVI -- 10.2 BILLA, ORGANIC BRANDS -- 10.3 THE FRAGRANCE INDUSTRY -- 11 STAKEHOLDER AND SWOT ANALYSES -- 11.1 RESTAURANTS -- 11.2 MONSANTO -- 11.3 INTERFLORA -- 12 MANAGING A CHANGING ENVIRONMENT -- 12.1 PRADO MUSEUM -- 12.2 CRUISING AT SEA -- 12.3 TATA AND MG ROVER -- TEACHING WITH THIS BOOK -- GUIDED TOUR OF THE BOOK -- ACKNOWLEDGEMENTS -- PREFACE -- 1 INSIDE ORGANISATIONS -- ENTRY CASE STUDY 1.1: HARLEY-DAVIDSON -- INTRODUCTION -- THE PUBLIC AND PRIVATE SECTORS -- ORGANISATIONAL RESOURCE CONVERSION -- THE LEGAL STRUCTURES OF BUSINESS -- ORGANISATIONAL STRUCTURES -- ORGANISATIONAL CULTURE AND BEHAVIOUR -- CULTURE AND STRUCTURE -- SUMMARY -- LEARNING OUTCOMES FOR CASE STUDIES -- ETHICAL ISSUES CASE STUDY 1.2 AND QUESTIONS: (...)

In this dissertation I critically engage with Alex De Waal's understanding of the nature of legitimacy in the Horn of Africa and the concept he formulates to understand it and explain political behaviour in the Horn: the political marketplace. Through this process of critical engagement, I clarify the concept and make it more useful by embedding it within the social and religious realities of the Horn, which results in a reconceptualisation of the concept, which I call the political bazaar. This reworked concept is then used in conjunction with Talal Asad's discursive tradition of Sunni Islam and Peter Ekeh's primordial public to more parsimoniously, accurately and comprehensively conceptualise legitimacy in the Horn and explain why its pervasive political behaviour is bargaining. Ultimately, I attempt to both abide by Raymond Geuss's first thesis: 'Don't look at just what they say, think, believe, but at what they actually do, and what actually happens as a result', 1 and heed the warning he gives: 'It is no sign of gimlet-eyed realism to deny the enormous real significance of religious practices, beliefs and institutions in the world, past and present, but rather a sign of simple blindness.'2

This book compiles the experience of the largest project in knowledge-based systems and the law yet undertaken. It provides an in-depth introduction to representation of law in computer programs, as well as more advanced discussion and description of large knowledge-based systems building, legal representation, cooperative work, and interface design in the context of the project. Describes the world's largest KBS and law project**Contains an authoritative survey of approaches to legal knowledge representation**Outlines several prototype systems**Discusses the integration of KBS and law issues with HCI and social implications