1,720,999 research outputs found
A strategic and pluralistic approach to planning legacy: the case of the Giro d’Italia
No full textWhat remains of a great sporting spectacle after the last race is run or the final match is played? How can the vast expense of mounting such events be justified? What if there is nothing left behind or what if the legacy is negative, a costly infrastructure which is unused or a debt-ridden host city? The Routledge Handbook of Sport and Legacy addresses perhaps the most important issue in the hosting of major contemporary sporting events: the problem of ‘legacy’. It offers a rigorous, innovative and comparative insight into this contested concept from interdisciplinary and practical perspectives. Major events must now have a conscious, credible and defined policy for legacy to meet public expectations. The book provides a comprehensive survey of the various kinds of legacy that can be delivered, as well as a close examination of the potential benefits and practical challenges involved in each. From ‘hard’ legacies, such as stadia and infrastructure, to ‘soft’ legacies including skill development, attitude change and capacity building, the book offers both a historical case study and an innovative strategic management approach, and establishes the limits of what can realistically be achieved in terms of economic, social, cultural, physical and sporting development. The Routledge Handbook of Sport and Legacy includes contributions from world leading scholars and practitioners and features detailed case studies of major sports events from around the world, including the FIFA World Cup and ten Olympics Games from London in 1908 to London 2012. It is invaluable reading for students and researchers working in sport studies, events management, human geography, economics or planning, and an essential reference for any professional engaged in delivering legacy through sport
Building organizational capabilities for city attractiveness: the legacy from Valencia America’s Cup 2007
No full textWhat remains of a great sporting spectacle after the last race is run or the final match is played? How can the vast expense of mounting such events be justified? What if there is nothing left behind or what if the legacy is negative, a costly infrastructure which is unused or a debt-ridden host city? The Routledge Handbook of Sport and Legacy addresses perhaps the most important issue in the hosting of major contemporary sporting events: the problem of ‘legacy’. It offers a rigorous, innovative and comparative insight into this contested concept from interdisciplinary and practical perspectives. Major events must now have a conscious, credible and defined policy for legacy to meet public expectations. The book provides a comprehensive survey of the various kinds of legacy that can be delivered, as well as a close examination of the potential benefits and practical challenges involved in each. From ‘hard’ legacies, such as stadia and infrastructure, to ‘soft’ legacies including skill development, attitude change and capacity building, the book offers both a historical case study and an innovative strategic management approach, and establishes the limits of what can realistically be achieved in terms of economic, social, cultural, physical and sporting development. The Routledge Handbook of Sport and Legacy includes contributions from world leading scholars and practitioners and features detailed case studies of major sports events from around the world, including the FIFA World Cup and ten Olympics Games from London in 1908 to London 2012. It is invaluable reading for students and researchers working in sport studies, events management, human geography, economics or planning, and an essential reference for any professional engaged in delivering legacy through sport
The HR Portal Alignment for Intellectual Capital Development
No full textCreating, maintaining, measuring and leveraging intellectual capital is currently considered one of the main - and most difficult to imitate - sources of competitive advantage for organizations. For this reason, companies focus their human resource (HR) strategies more and more on creating and developing intellectual capital. A key method of achieving this is through the use of HR portals, applications that enable single personalized access points designed for specific user profiles and organizational positions. This paper investigates whether and how HR portal configuration is facilitating intellectual capital creation and development. By means of an in-depth case study of a major consulting firm, the study discusses and answer the research question. Results show that HR configurations for consultancies are designed for social capital creation and development, supported by the alignment of HR portal configuration and assessed through HR portal substitution and leverage indicators
Il cuoco, il ristorante e l’impresa
No full textIl contributo analizza alcune organizzazioni leader nel settore della ristorazione studiando modelli di business e organizzativi per il successo d'impresa
HR Portals and HR metrics for intellectual capital development
No full textIntellectual capital is nowadays considered a key issue when analysing critical determinants to company performance. It represents one of the main and difficult to imitate source for sustainable competitive advantage and it helps organizations, which can create, maintain, measure and leverage it, generate a superior performance. Companies, according to their strategic needs, generate a unique mix of human, social and organizational capital and exploit it to achieve their strategy. This paper intends to explore how information technology, and in particular HR portals, could help the organization to really be able to create a superior competitive advantage by leveraging its intangible assets coherently with its strategy . In addition, the paper provides a deep analysis of HR portals implementation benefits, focusing on their contribute at measuring and aligning intellectual capital to company strategy
Dialogo tra HR e linea: idee e azioni per essere (più) strategici
No full textOgni processo
HR necessita di una contaminazione e integrazione
con altre discipline al fine di guidare le persone a
un’azione organizzativa efficace e sostenibile per l’impresa.
Le altre macrocompetenze HR da allenare sono: la gestione
delle relazioni con i clienti interni (i collaboratori)
e indirettamente con i clienti esterni all’azienda (gli effettivi
acquirenti dei prodotti/servizi); la conoscenza del
modello di business dell’impresa; l’ascolto e l’analisi
degli interessi e delle esigenze degli stakeholder, interlocutori
fondamentali nella logica della responsabilità sociale
di impresa; l’utilizzo delle più evolute tecnologie di
comunicazione; l’orientamento a adottare logiche avanzate di misurazione dei principali comportamenti e delle
prestazioni organizzative.
Il focus attuale non sono soltanto “persone” e “processi”,
ma anche e soprattutto “relazioni”. Gli HR manager
si allenano sempre più a costruire e rafforzare relazioni
strategiche interne ed esterne, progettando come
le persone oggi e domani possono contribuire a generare valore.
Non si diventa strategici perché si siede a
un tavolo decisionale, si gestisce potere o si implementano
processi con finalità operative. Si diventa (più)
strategici se il dialogo tra HR e linea è continuo, costruttivo
e convergente verso la costruzione di un bene
comune: il valore d’impresa. L’azienda è una squadra
spesso composta da molteplici squadre che giocano
tutte la stessa competizione alla ricerca di essere migliori
dei concorrenti. All’HR il compito di essere allenatore
e giocatore nella gestione delle persone, con la
gratificante responsabilità di essere il principale artefice
nella definizione del modello culturale organizzativo,
unica vera e inimitabile risorsa strategica di valore
delle imprese, oggi più che ma
Improving technology adoption through inter-organizational knowledge networks
No full textImproving technology adoption through inter-organizational knowledge network
Knowledge Sharing and Communication Technologies in Consulting Firms: a Motivational Analysis
No full textKnowledge Sharing and Communication Technologies in Consulting Firms: a Motivational Analysi
Knowledge Sharing in Computer-Aided Knowledge Environment
No full textKnowledge Sharing in Computer-Aided Knowledge Environmen
Il Festival di Sanremo tra Interessi Divergenti e Alchimie Organizzative
No full textIl contributo raccoglie i punti di vista degli attori principali nell'organizzazione del Festival di Sanremo: la Rai, i media, le case discografiche e la città di Sanremo. Inoltre propore alcuni idee sul modello di governance che potrebbe adottare per aumentarne il suo valore alla luce dell'evoluzione della Tv e della musica
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