Thematische Bibliographien / Indirect strategy / Bücher

Bücher zum Thema „Indirect strategy“

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Autor: Grafiati
Veröffentlicht am 25. Mai 2024

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1

Ellerman, David P. The indirect approach. Washington, DC: World Bank, 2000.

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2

1966-, Holt Robin, Hrsg. Strategy without design: The silent efficacy of indirect action. Cambridge, UK: Cambridge University Press, 2009.

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3

Chia, Robert C. H. Strategy without design: The silent efficacy of indirect action. New York: Cambridge University Press, 2009.

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4

Chia, Robert C. H. Strategy without design: The silent efficacy of indirect action. Cambridge, UK: Cambridge University Press, 2009.

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5

Chia, Robert C. H. Strategy without design: The silent efficacy of indirect action. New York: Cambridge University Press, 2009.

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6

Renaud, Jean-Pierre. Chemins obliques, ou, Stratégies indirectes. Paris: Editions JPR, 1998.

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7

R, Dorn William, Hrsg. Managing indirect spend: Enhancing profitability through strategic sourcing. Hoboken, N.J: Wiley, 2012.

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8

Stahel, Albert A. Indirekte Strategie: Der Westen und Gorbatschow. Zürich: Presdok AG, 1989.

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9

Nardone, Giorgio. The evolution of family patterns and indirect therapy with adolescents. London: Karnac Books, 2007.

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10

Giannini, Raffaello, Hrsg. Il vino nel legno. Florence: Firenze University Press, 2016. http://dx.doi.org/10.36253/978-88-6655-897-2.

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I boschi hanno fornito e forniscono prodotti e servigi essenziali per la sopravvivenza della popolazione umana che possono identificarsi in valori di uso diretto e indiretto. Il volume presenta le strategie di gestione tese ad associare l’uso sostenibile degli ecosistemi forestali con la valorizzazione dei prodotti della filiera foresta-legno attraverso informazioni puntuali sulle caratteristiche e sulla ‘disponibilità’ reale della produzione della massa legnosa dei boschi presenti nel territorio del Chianti Classico, con interesse per quella dei soprasuoli di castagno e di quelli a prevalenza di roverella. Particolare attenzione è stata dedicata alla produzione di doghe per vasi vinari volendo riproporre una tradizione antica di specificità del territorio chiantigiano.
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11

Strategy of Indirect Approach. Creative Media Partners, LLC, 2022.

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12

Strategy of Indirect Approach. Creative Media Partners, LLC, 2022.

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13

Hart, Liddell. The Strategy Of Indirect Approach. Andesite Press, 2017.

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14

Henry, Liddell Hart Basil. The Strategy Of Indirect Approach. Franklin Classics Trade Press, 2018.

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15

Henry, Liddell Hart Basil. The Strategy of Indirect Approach. Franklin Classics Trade Press, 2018.

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16

Hart, Liddell. The Strategy Of Indirect Approach. Franklin Classics, 2018.

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17

Holt, Robin, Robert C. H. Chia und Chia Robert C. H. Strategy Without Design: The Silent Efficacy of Indirect Action. Cambridge University Press, 2010.

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18

Holt, Robin, und Robert C. H. Chia. Strategy Without Design: The Silent Efficacy of Indirect Action. Cambridge University Press, 2009.

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19

Holt, Robin, und Robert C. H. Chia. Strategy Without Design: The Silent Efficacy of Indirect Action. Cambridge University Press, 2009.

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20

Holt, Robin, und Robert C. H. Chia. Strategy Without Design: The Silent Efficacy of Indirect Action. Cambridge University Press, 2011.

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21

Holt, Robin, und Robert C. H. Chia. Strategy Without Design: The Silent Efficacy of Indirect Action. Cambridge University Press, 2009.

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22

Sachs, Harrison. Advantages and Disadvantages of Companies Using the Indirect Export Sales Strategy to Enter Foreign Markets Through Intermediaries and the Risks of Brands Utilizing the Contract Manufacturing Strategy or the Franchising Strategy to Enter Foreign Markets. Independently Published, 2020.

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23

Department of Defense. Army Equipment Modernization Strategy: Equipping the Total Force to Win in a Complex World - Soldiers, Mission Command, Intelligence, Maneuver, Aviation, Indirect Fires, Air and Missile Defense. Independently Published, 2018.

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24

Strategic Silence: Public Relations and Indirect Communication. Taylor & Francis Group, 2017.

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25

Dimitrov, Roumen. Strategic Silence: Public Relations and Indirect Communication. Taylor & Francis Group, 2017.

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26

Dimitrov, Roumen. Strategic Silence: Public Relations and Indirect Communication. Taylor & Francis Group, 2017.

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27

Dimitrov, Roumen. Strategic Silence: Public Relations and Indirect Communication. Taylor & Francis Group, 2017.

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28

Dimitrov, Roumen. Strategic Silence: Public Relations and Indirect Communication. Taylor & Francis Group, 2017.

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29

Ely Caetano, Xavier Jr, und Costa José Augusto Fontoura. Expropriation in Brazil’s Cooperation and Facilitation Investment Agreements. Oxford University Press, 2017. http://dx.doi.org/10.1093/law-iic/9780198809722.016.0013.

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The recent Cooperation and Facilitation Investment agreements signed by Brazil display some innovative features, such as the exclusion of investor-state dispute settlement and the inclusion of corporate social responsibility issues. However, the expropriation provisions have not been improved to the same extent. The lack of precise definitions for expropriation, the omission of any reference to indirect expropriation, and the recurring reference to national legal systems represent some of the main problems. The strategy of revising the provision for expropriation as the agreements were negotiated and signed has resulted in a questionable decision to intentionally exclude indirect expropriation from the scope of the agreements and has created inconsistencies among the different texts. The success of the agreements is still unknown, but sidestepping expropriation is not a good beginning.
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30

Payne, Joe, William R. Dorn, David Pastore und Jennifer Ulrich. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Incorporated, John, 2021.

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31

Payne, Joe, und William R. Dorn. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Incorporated, John, 2011.

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32

Payne, Joe, William R. Dorn, David Pastore und Jennifer Ulrich. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Incorporated, John, 2021.

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33

Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Limited, John, 2021.

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34

Payne, Joe, und William R. Dorn. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Incorporated, John, 2011.

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35

Payne, Joe, und William R. Dorn. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Incorporated, John, 2011.

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36

Payne, Joe, und William R. Dorn. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Incorporated, John, 2011.

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37

Payne, Joe, und William R. Dorn. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Limited, John, 2012.

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38

Payne, Joe, William R. Dorn, David Pastore und Jennifer Ulrich. Managing Indirect Spend: Enhancing Profitability Through Strategic Sourcing. Wiley & Sons, Incorporated, John, 2021.

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39

Nardone, Giorgio, Emanuela Giannotti und Rita Rocchi. Evolution of Family Patterns and Indirect Therapy with Adolescents. Taylor & Francis Group, 2018.

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40

Henry, Liddell Hart Basil. Estrategia de la Aproximacion Indirecta: Grandes Batallas de la Historia. Nook Press, 2018.

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41

Jappelli, Tullio, und Luigi Pistaferri. The Response of Consumption to Income Risk. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780199383146.003.0010.

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Tests of the importance of precautionary saving follow several research strategies. One aims to find a variable (or set of variables) that can approximate the variance of the growth rate of consumption. A second strategy seeks to estimate a reduced form for the level of consumption and wealth with proxies for income risk. A third approach simulates the path of consumption and wealth in models with precautionary saving, matching simulations with the observed distribution of wealth and consumption. Other studies provide indirect evidence for or against the precautionary saving hypothesis. Finally, some papers test the null hypothesis of the precautionary saving model (or more generally, self-insurance), in which risks can only be insured via private savings, against specific alternatives in which researchers make the source of market incompleteness explicit (positing, for instance, that it is due to private information).
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42

Smith, Christopher J. Dancing Revolution. University of Illinois Press, 2019. http://dx.doi.org/10.5622/illinois/9780252042393.001.0001.

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This book is a social history, theorizing participatory dance in New World public spaces as a tool that has enabled subaltern communities’ political resistance to hegemonic control. Drawing upon musicology, ethnomusicology, iconography, anthropology, dance studies, and folklore, and spanning examples from the eighteenth through the twenty-first century, it identifies recurrent strategic patterns in the music, movement, and “noise” that political minorities--including persons of color, economic underclasses, women, gays, and other resistance movements--have employed to oppose, contest, and transgress dominant cultures’ social control. The book applies multidisciplinary analytical practices to movement and sound in historical idioms, little documented by period scholarship, whose data are indirect, inferential, and reconstructive. Case studies include frontier Pentecostalism; Native American resistance; Shakerism; African American communities; the English- and French-speaking Caribbean; film and theatrical dance; the Stonewall Uprising and Chicago 1968 protests; twentieth-century noise ordinances; and punk-rock, hip hop, and twenty-first-century global protest movements. Examples in diverse media, from prose description to watercolor to film, are selected in order to showcase the consistency of these political understandings across diverse situations and to demonstrate the synthesis of analytical approaches, which this topic mandates. The book argues for understanding participatory music and motion--bodies and sound interacting in contested public spaces--as a central, intentional, effective, and recurrent resistance strategy in American social history.
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43

Craissati, Jackie, und Rob Halsey. Intervening in the community. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780198791874.003.0004.

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The Offender Personality Disorder (OPD) pathway strategy explicitly begins and ends with the community, and this ethos lies at the heart of the pathway approach to management. This chapter therefore focuses on the question of how best to deploy limited resources to greatest effect when facing the challenge of high levels of morbidity and offending, a large geographical area, and a changing staff group. Having reviewed the rather sparse literature on relevant and effective community treatment interventions, the authors consider the relative benefits of stand-alone treatment approaches, partnership working, and indirect support, before describing the mixed model chosen by the London Pathways Partnership. The chapter concludes with a reflection on progress and challenges four years on; unbalanced by politically driven changes midway, the service nevertheless has flourished, although partnership working requires constant attention if staff are to be supported to make a real difference.
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44

Echevarria, Antulio J. 1. What is military strategy? Oxford University Press, 2017. http://dx.doi.org/10.1093/actrade/9780199340132.003.0001.

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Military strategy is the practice of reducing an adversary’s physical capacity and willingness to fight, and continuing to do so until one’s aim is achieved. It takes place in wartime and peacetime and may involve using force, directly or indirectly, as a threat. Military strategy is often divided into four components: ends (objectives), ways (courses of action), means (resources), and risk. The practice of military strategy is described along with military power, which is augmented by nine “principles of war”: objective, maneuver, surprise, mass, economy of force, offensive, security, simplicity, and unity of command. A general will likely use combinations of military strategies, linking them into a series of operations or campaigns.
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45

Nardone, Giorgio, Emanuela Giannotti und Rita Rocchi. Evolution of Family Patterns and Indirect Therapy with Adolescents. Taylor & Francis Group, 2018.

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46

Nardone, Giorgio, Emanuela Giannotti und Rita Rocchi. Evolution of Family Patterns and Indirect Therapy with Adolescents. Karnac Books, 2007.

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47

Macmaster, Neil. War in the Mountains. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198860211.001.0001.

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The role of the peasantry during the Algerian War of Independence (1954–62) has been long neglected by historians, in part because they have been viewed as a ‘primitive’ mass devoid of political consciousness. This ground-breaking social history challenges this conventional understanding by tracing the ability of the peasant community to sustain an autonomous political culture through family, clan, and village assemblies (djemâa), organizations that were eventually harnessed by emerging guerrilla forces. The long-established system of indirect rule by which the colonial state controlled and policed the vast mountainous interior through an ‘intelligence state’ began to break down after the 1920s as the djemâas formed a pole of opposition to the patron-client relations of the rural élites. Clandestine urban-rural networks emerged that prepared the way for armed resistance and a system of rebel governance. The anthropologist Jean Servier, recognizing the dynamics of the peasant community, in 1957 masterminded a major counterinsurgency experiment, Opération Pilote, that sought to defeat the guerilla forces by constructing a parallel ‘hearts and minds’ strategy. The army, unable to implement a programme of ‘pacification’ of dispersed mountain populations, reversed its policy by the forced evacuation of the peasants into regroupement camps. Contrary to the accepted historical analysis of Pierre Bourdieu and others that rural society was massively uprooted and dislocated, the peasantry continued to demonstrate a high level of social cohesion and resistance based on powerful family and kin networks.
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48

Ketchen, David J., T. Russell Crook, Samuel Y. Todd, James G. Combs und David J. Woehr. Managing Human Capital. Herausgegeben von Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley und Douglas Michael Wright. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.19.

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This article explores human resource (HR) management and its interrelationship with strategic human capital and performance. Drawing on data from 158 studies of human capital, the authors consider how synchronized systems of HR management practices affect human capital and how individual practices impact performance. The authors also look at the impact of synchronized systems of practices on performance in relation to human capital and existing resources. The authors describe resource-based theory that explains performance differences and how firms manage their strategic resources to enhance performance. Finally, the work compares the direct and indirect effects of HR practices and systems on performance.
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49

Johnson, Janet Elise. Foreign Intervention and Violence Against Women. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190846626.013.182.

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Violence against women represents the most popular gender related issue for global women’s activists, international development agencies, and human rights advocates. Although state responsiveness to violence against women was previously seen by feminist political scientists as only a domestic issue, international studies scholars have begun to theorize how states’ responsiveness is shaped by foreign interventions by global actors. As countries around the world began to adopt new policies opposing violence against women, social scientists adept in both feminist theory and social science methods began the comparative study of these reforms. These studies pointed to the importance of the ideological and institutional context as structural impediments or opportunities as well as suggested the more effective strategic alliances between activists, politicians, and civil servants. Those studies that attempt a deeper analysis rely upon indirect measures of effectiveness of policies and interventions, such as judging policy on how feminist it is and judging reforms based on the recognition of the relationship between violence against women and gender based hierarchies. Through these measures, feminist social scientists can estimate the response’s impact on the sex–gender system, and indirectly on violence against women, which is seen to be a result of the sex–gender system. The next challenge is differentiating between the various types of intervention and their different impacts. These various types of intervention include the “blame and shame,” in which activists hold countries up against standards; bilateral or transnational networking among activists; the widespread availability of international funding; and traditional diplomacy or warfare.
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50

Smith, Holly M. Making Morality Work. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199560080.001.0001.

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Moral theories can play both a theoretical and a practical role. As theories, they provide accounts of which features make actions right or wrong. In practice, they provide standards by which we guide our choices. Regrettably, limits on human knowledge often prevent people from using traditional moral theories to make decisions. Decision makers labor under false beliefs, or they are ignorant or uncertain about the circumstances and consequences of their possible actions. An agent so hampered cannot successfully use her chosen moral theory as a decision-guide. This book examines three major strategies for addressing this “epistemic problem” in morality. One strategy argues that the epistemic limitations of agents are defects in them but not in the moral theories, which are only required to play the theoretical role. A second strategy holds that the main or sole point of morality is to play the practical role, so that any theory incapable of guiding decisions must be rejected in favor of a more usable theory. The third strategy claims the correct theory can play both the theoretical and practical role through a two-tier structure. The top tier plays the theoretical role, while the lower tier provides a coordinated set of user-friendly decision-guides to provide practical guidance. Agents use the theoretical account indirectly to guide their choices by directly utilizing the supplementary decision-guides.Making Morality Work argues that the first two strategies should be rejected, and develops an innovative version of the third strategy.
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