Academic literature on the topic 'Cross-Subsidiary collaboration'

The main purpose of this survey is to explore whether Computer-Supported Collaborative Learning (CSCL) constitutes a good practice in the teaching of Literature in Lyceum and in the cross-curricular approach of the specific subject. More specifically, the contribution of the digital platform web 2.0, wiki pbworks – along with the use of subsidiary software applications – is explored in the promotion of collaborative learning and the special skills it develops among students. The method that was used is the field experiment, working both with an experimental group (25 students) and with a control group (25 students). The outcome of the findings, regards the promotion of collaborative learning, the formation of a more positive attitude towards collaboration proved to be successful with regard to the use of Computer-Supported Collaborative Learning and the application of the digital platform of collaboration web 2.0, wiki pbworks.

Good parenting, nurturing, training and close networking within the organization by the headquarters are very vital for the overall MNC. An MNC’s HQ must pursue better nurturing and fostering developmental and networking approaches in its relationships with its foreign subsidiary units. A well supported and nurtured constellation of foreign subsidiaries will perform more cooperatively and harmoniously within the framework of the overall MNC organization. In turn, these approaches will generate more effective strategies for competitive performance because of the improved cross-fertilization of ideas. This is for younger and mature organizations because of the inherent hierarchical difference between the HQ and the foreign subsidiaries. The HQ must pursue a spirit of collaboration and partnership that would generate a feeling of near equality among the partners. HQ may give the final assent even so, only after good deliberations and factual and rational analyses. Good nurturing and close communications would likely align the values and views of the many disparate foreign units, given the diverse environments of operations. Learning in an MNC organization, which has these collaborative, closer internal and stakeholder networking, communicative attributes, is multi-directional: HQ learns as much from the foreign subsidiary units as the units learns from the HQ. Closer internal and external stakeholder networking in an MNC and good parenting and nurturing involve good, continuous expatriate training. These activities result in better organizational effectiveness and competitiveness.

Purpose Despite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this paper is to address the gap in examining human resource management (HRM) practices in Western multinational enterprises’ (MNEs) subsidiary operations in Ghana, which is a significant foreign direct investment market in Africa. Focusing on recruitment and selection, training and development, performance management, and rewards management viewed through the ability, motivation and opportunity (AMO) framework, the research emphasizes that effectiveness of the MNEs’ cross-cultural operations has necessitated embracing localization across a range of practices in accordance with the Ghanaian cultural landscape and specificities. Design/methodology/approach The paper draws on 37 in-depth interviews with managers and employees in eight subsidiaries of British, European and US MNEs in Ghana. Interviews were conducted in 2015 in three locations – the capital city Accra, Tema (in the south) and Tamale (in the north). Findings The research reinforces earlier literature emphasizing the importance of paternalism and family and to a lesser extent patronage, but presents new findings in highlighting the erstwhile unexplored role of local chiefs in influencing HRM practices in Western MNEs in Ghana. Utilizing the AMO framework, this paper highlights practices within each HR area that influences performance through impact on employee AMO. Practical implications The research informs MNE managers about the strategic importance of observing local cultural practices and designing appropriate strategies for ensuring both operational effectiveness and successful cross-cultural collaboration with local managers and employees in Ghana. It is suggested that if managers implement practices that foster and enhance employee AMO, subsidiaries may benefit from employee potential and discretionary judgment. Originality/value This paper contributes to a dearth of literature on HRM practices of Western MNEs’ subsidiaries in Africa by examining the extent to which MNEs strategically localize their practices to accommodate specificities of the host country cultural context and operate successfully.

Today’s industrial context leads companies to use collaboration and partnerships to tackle global issues and create value. For diversified business groups, it represents a good opportunity to make the most of their internal competencies by creating new synergies between their subsidiaries to foster innovation. However, building successful collaborative projects remains a complex process. Thus, an action research approach was used through a case study in a French diversified business group to have in-depth and intrinsic observations in the complex dynamics of collaboration and innovation management. This paper presents a method to create cross-subsidiary collaboration structures on innovative and strategic topics, with theoretical and practical recommendations.

PurposeThis paper addresses the geographical dimension of cross-border knowledge integration, expressed as the co-invention of patent filings and investigates the siting of patenting activities by major US corporations in China. Most importantly, the study looks into the patterns of international co-invention or the links of these locations to headquarters and other company subsidiaries.Design/methodology/approachThe study explores the cases of six US multinationals that file international patent applications in China. The applications were analyzed based on the composition of invention teams and the locations of inventors.FindingsThe co-invented patent filings by US multinational enterprises (MNEs) in China demonstrate a high degree of US–Chinese subsidiary collaboration. Links with other subsidiaries are marginal, and at the same time, high levels of sole patenting by inventors in China point to competence-creating research and development (R&D) activities taking place.Practical implicationsThe lack of subsidiary-subsidiary collaboration, especially subsidiaries in other emerging markets, indicates a less diversified strategy of leveraging internal networks of knowledge. This also implies that Chinese subsidiaries still lack attractiveness as partners in subsidiary-subsidiary co-invention. Only two companies in our sample, Procter & Gamble and Intel, demonstrate a highly diversified, integrated and transnational pattern of innovation management.Originality/valueThe paper contributes to the contextual understanding of the rich landscape of R&D activities of major US MNEs in China. By exploring these cases, the paper identifies a number of trends. First, the R&D activities in this sample are highly concentrated in technological clusters located in Beijing and Shanghai. Technological clustering is an important advantage of the innovation landscape in emerging markets. Second, the paper underscores the importance of differentiating between different types of co-invention. The patent applications in this sample tend to unite inventors mostly from the US and China, and so multi-country applications involving subsidiaries in other countries are rare. Thus, the level of integration outside the center-host bandwidth is low. However, Chinese subsidiaries demonstrate high levels of autonomy by filing single-country applications, which implies that they are building their own research identity.

Universities are challenged with creating an enabling environment for Open Science, including policies, technical infrastructure, services, training and support and cross-cutting issues such as FAIR research data management and Open Access. In many universities, staff and skills to supply are in high demand and the level of implementation is often lower than the strategic importance given to Open Science (EUA, 2021). Collaboration is crucial to address these challenges, be efficient and avoid duplication of efforts across higher education institutions and other stakeholders. European university alliances are one mechanism that supports such collaborations (Council of the EU, 2021). In the EUTOPIA European University, an alliance consisting of 10 member universities from across Europe, an ambitious work programme has been developed and is implemented through several projects funded by Erasmus+ and Horizon 2020. EUTOPIA understands Open Science as a core pillar, recognizing that knowledge needs to be accessible for everyone. Therefore, our alliance aims to mainstream Open Science across the network and create closer policy alignment between individual alliance members. We do so by addressing different dimensions relevant for Open Science, from policies over to joint training and support, as well as coordinating these activities across the alliance and policy alignment (implemented in a subsidiary way). Overall, our activities cover: Building technical infrastructure, although challenging across institutional and national boundaries, through a collaboration with OpenAIRE. This will facilitate FAIRness of our research results and FAIR-compliance of institutional repositories. Training and guidance on crucial issues such as research data management, Open Access, Citizen Science, and reproducible research for different target audiences. A framework policy for research assessment & metrics considering Open Science as a cross-cutting issue. Citizen science receives special attention through the establishment of a community of practice and regular citizen science clinics, informal meet-ups to share experience, approaches and challenges in Citizen Science. A template Open Science policy to be implemented in modular fashion by partner universities and the creation of an alliance-wide Open Science office. In short, European Universities are an important vehicle for connecting Open Science expertise and capacity across higher education institutions. They allow for the integration and efficient use of local expertise and networks for the benefit of the academic community of all members. Moreover, they are platforms for experimentation and sharing experience among partners with a focus on producing tangible results and improvements. We believe that alliances such as EUTOPIA are important tools to advance Open Science in Europe.

Abstract Objective The EU is often criticized for being ‘market-driven’ and practicing a form of ‘cold integration’. Any attempt, however, to strengthen solidarity and social integration in the EU is met by stakeholders in the member states with reservation and often outright refusal, arguing that health systems are national competence subject to the subsidiary principle. This conundrum of asking for more but allowing for less has blocked a scientifically informed public debate about the EU and health policy. The overall objective of this workshop is to discuss how health research can contribute to resolve this conundrum making the EU more conducive to the needs of health systems, public health (PH) and Health in All Policies (HiAP). To this end we will review the following 4 specific topics What are is EU-health policy and what other policies are affecting health and health systems?What tells us the projected Brexit-impact on the UK health system and PH about the value of EU health policy?Are EU-trade policies shaping healthier commercial determinants of health?What is the added value of cross-border care at and beyond border regions? This workshop is based on the update of the seminal volume “Everything you always wanted to know about European Union health policies but were afraid to ask” (2019, 2nd edition). Key note Scott Greer: In health and health systems the European Union is ubiquitous. Health systems in Europe are hard to figure without the cross border mobility of health professions. Patients going cross-borders. We have a European Medicines Agency that is regulating key aspects of the pharmaceutical market. Health systems have become part of the economic governance of the EU. In PH we have the ECDC, a PH programme and policies on health related consumer protection and may mechanism that should protect European citizens from scourges that know no borders. With health in all policies, the EU legislates literally on all known agents and, when in doubt, is using the pre-cautionary principle to protect citizens from health hazards. All this is supported by a large EU research programme. Panellist 1 N Fahy, the projected impact of Brexit on health system functions of the United Kingdom demonstrates how deep the integration goes and how beneficial it is for both health systems and public health. Panellist 2 H Jarman: The discussion around the Transatlantic Trade an Investment Partnership (TTIP) have risen worries about privatization of health services and lowering of food standards. But TTIP is only the tip of the Iceberg given that the EU has several types of trade agreements with many countries and groups of countries, shaping the commercial determinants of health. Panellist 3 W Palm: Cross-border collaboration is already taking place in many border regions. The European reference networks demonstrate the value of the cross-border collaboration beyond border regions, as does collaboration for joint purchasing and health workforce development. Key messages Health is important at the EU level and the EU level is important for health. Not shaping health and health systems at EU level will limit the perspectives of EU integration, health system development public health and HiAP. Panelists Scott Greer Holly Jarman Contact: hjarman@umich.edu Nick Fahy Contact: nicholas.fahy@phc.ox.ac.uk Willy Palm Contact: wismarm@obs.who.int Contact: palmw@obs.who.int

Engagement in any capacity with mainstream media since mid-2001 has meant immersion in the cross-platform, multimedia phenomenon of Harry Potter: Muggle outcast; boy wizard; corporate franchise. Consumers even casually perusing contemporary popular culture could be forgiven for suspecting they have entered a MÃbius loop in which Harry Potter-related media products and merchandise are ubiquitous: books; magazine cover stories; newspaper articles; websites; television specials; hastily assembled author biographies; advertisements on broadcast and pay television; children's merchandising; and theme park attractions. Each of these media commodities has been anchored in and cross-promoted by America Online-Time Warner's (AOL-TW) first instalment in a projected seven-film sequence—Harry Potter and the Philosopher's Stone.1 The marketing campaign has gradually escalated in the three years elapsing between AOL-TW subsidiary Warner Bros' purchase from J.K. Rowling of the film and merchandising rights to the first two Harry Potter books, and the November 2001 world premiere of the film (Sherber 55). As current AOL-TW CEO Richard Parsons accurately forecast, "You're not going to be able to go anywhere without knowing about it. This could be a bigger franchise than Star Wars" (Auletta 50). Yet, AOL-TW's promotional strategy did not limit itself to creating mere awareness of the film's release. Rather, its tactic was to create an all-encompassing environment structured around the immense value of the Harry Potter brand—a "brand cocoon" which consumers do not so much enter and exit as choose to exist within (Klein 2002). In twenty-first-century mass marketing, the art is to target affluent consumers willing to direct their informational, entertainment, and consumption practices increasingly within the "walled garden" of a single conglomerate's content offerings (Auletta 55). Such an idealised modern consumer avidly samples the diversified product range of the parent conglomerate, but does so specifically by consuming multiple products derived from essentially the same content reservoir. Provided a match between consumer desire and brand can be achieved with sufficient accuracy and demographic breadth, the commercial returns are obvious: branded consumers pay multiple times for only marginally differentiated products. The Brand-Conglomerate Nexus Recyclable content has always been embraced by media industries, as cultural commodities such as early films of stage variety acts, Hollywood studio-era literary adaptations, and movie soundtrack LPs attest. For much of the twentieth century, the governing dynamic of content recycling was sequential, in that a content package (be it a novel, stage production or film) would succeed in its home medium and then, depending upon its success and potential for translation across formats, could be repackaged in a subsequent medium. Successful content repackaging may re-energise demand for earlier formatting of the same content (as film adaptations of literary bestsellers reliably increase sales of the originating novel). Yet the cultural industries providing risk capital to back content repackaging formerly required solid evidence that content had achieved immense success in its first medium before contemplating reformulations into new media. The cultural industries radically restructured in the last decades of the twentieth century to produce the multi-format phenomenon of which Harry Potter is the current apotheosis: multiple product lines in numerous corporate divisions are promoted simultaneously, the synchronicity of product release being crucial to the success of the franchise as a whole. The release of individual products may be staggered, but the goal is for products to be available simultaneously so that they work in aggregate to drive consumer awareness of the umbrella brand. Such streaming of content across parallel media formats is in many ways the logical culmination of broader late-twentieth-century developments. Digital technology has functionally integrated what were once discrete media operating platforms, and major media conglomerates have acquired subsidiaries in virtually all media formats on a global scale. Nevertheless, it remains true that the commercial risks inherent in producing, distributing and promoting a cross-format media phenomenon are vastly greater than the formerly dominant sequential approach, massively escalating financial losses should the elusive consumer-brand fit fail to materialise. A key to media corporations' seemingly quixotic willingness to expose themselves to such risk is perhaps best provided by Michael Harkavy, Warner Bros' vice-president of worldwide licensing, in his comments on Warner Music Group's soundtrack for the first Harry Potter film: It will be music for the child in us all, something we hope to take around the world that will take us to the next level of synergy between consumer products, the [AOL-TW cable channel] Cartoon Network, our music, film, and home video groups—building a longtime franchise for Harry as a team effort. (Traiman 51) The relationship between AOL-TW and the superbrand Harry Potter is essentially symbiotic. AOL-TW, as the world's largest media conglomerate, has the resources to exploit fully economies of scale in production and distribution of products in the vast Harry Potter franchise. Similarly, AOL-TW is pre-eminently placed to exploit the economies of scope afforded by its substantial holdings in every form of content delivery, allowing cross-subsidisation of the various divisions and, crucially, cross-promotion of the Harry Potter brand in an endless web of corporate self-referentiality. Yet it is less frequently acknowledged that AOL-TW needs the Harry Potter brand as much as the global commercialisation of Harry Potter requires AOL-TW. The conglomerate seeks a commercially protean megabrand capable of streaming across all its media formats to drive operating synergies between what have historically been distinct commercial divisions ("Welcome"; Pulley; Auletta 55). In light of AOL-TW's record US$54.2b losses in the first quarter of 2002, the long-term viability of the Harry Potter franchise is, if anything, still more crucial to the conglomerate's health than was envisaged at the time of its dot.com-fuelled January 2000 merger (Goldberg 23; "AOL" 35). AOL-TW's Richard Parsons conceptualises Harry Potter specifically as an asset "driving synergy both ways", neatly encapsulating the symbiotic interdependence between AOL-TW and its star franchise: "we use the different platforms to drive the movie, and the movie to drive business across the platforms" ("Harry Potter" 61). Characteristics of the Harry Potter Brand AOL-TW's enthusiasm to mesh its corporate identity with the Harry Potter brand stems in the first instance from demonstrated consumer loyalty to the Harry Potter character: J.K. Rowling's four books have sold in excess of 100m copies in 47 countries and have been translated into 47 languages.2 In addition, the brand has shown a promising tendency towards demographic bracket-creep, attracting loyal adult readers in sufficient numbers to prompt UK publisher Bloomsbury to diversify into adult-targeted editions. As alluring for AOL-TW as this synchronic brand growth is, the real goldmine inheres in the brand's potential for diachronic growth. From her first outlines of the concept, Rowling conceived of the Potter story as a seven-part series, which from a marketing perspective ensures the broadscale re-promotion of the Harry Potter brand on an almost annual basis throughout the current decade. This moreover assists re-release of the first film on an approximately five-year basis to new audiences previously too young to fall within its demographic catchment—the exact strategy of "classic" rebranding which has underwritten rival studio Disney's fortunes.3 Complementing this brand extension is the potential to grow child consumers through the brand as Harry Potter sequels are produced. Harry Potter and the Philosopher's Stone director Chris Columbus spruiks enthusiastically that "the beauty of making these books into films is that with each one, Harry is a year older, so [child actor] Daniel [Radcliffe] can remain Harry as long as we keep making them" (Manelis 111). Such comments suggest the benefits of luring child consumers through the brand as they mature, harnessing their intense loyalty to the child cast and, through the cast, to the brand itself. The over-riding need to be everything to everyone—exciting to new consumers entering the brand for the first time, comfortingly familiar to already seasoned consumers returning for a repeat hit—helps explain the retro-futuristic feel of the first film's production design. Part 1950s suburban Hitchcock, Part Dickensian London, part Cluny-tapestry medievalism, part public school high-Victorianism, Harry Potter and the Philosopher's Stone strives for a commercially serviceable timelessness, in so doing reinforcing just how very twenty-first-century its conception actually is. In franchise terms, this conscious drive towards retro-futurism fuels Harry Potter's "toyetic potential" (Siegel, "Toys" 19). The ease with which the books' complex plots and mise-en-scene lend themselves to subsidiary rights sales and licensed merchandising in part explains Harry Potter's appeal to commercial media. AOL-TW executives in their public comments have consistently stayed on-message in emphasising "magic" as the brand's key aspirational characteristic, and certainly scenes such as the arrival at Hogwarts, the Quidditch match, the hatching of Hagrid's dragon and the final hunt through the school's dungeons serve as brilliant advertisements for AOL-TW's visual effects divisions. Yet the film exploits many of these "magic" scenes to introduce key tropes of its merchandising programme—Bertie Bott's Every Flavour Beans, chocolate frogs, Hogwarts house colours, the sorting hat, Scabbers the rat, Hedwig, the Remembrall—such that it resembles a series of home shopping advertisements with unusually high production values. It is this railroading of the film's narrative into opportunities for consumerist display which leads film critic Cynthia Fuchs to dub the Diagon Alley shopping scene "the film's cagiest moment, at once a familiar activity for school kid viewers and an apt metaphor for what this movie is all about—consumption, of everything in sight." More telling than the normalising of shopping as filmic activity in Harry Potter and the Philosopher's Stone is the eclipse of the book's checks on commodity fetishism: its very British sensitivity to class snubs for the large and impecunious Weasley family; the puzzled contempt Hogwarts initiates display for Muggle money; the gentle ribbing at children's obsession with branded sports goods. The casual browser in the Warner Bros store confronted with a plastic, light-up version of the Nimbus 2000 Quidditch broomstick understands that even the most avid authorial commitment to delimiting spin-off merchandise can try the media conglomerate's hand only so far. Constructing the Harry Potter Franchise The film Harry Potter and the Philosopher's Stone constitutes the indispensable brand anchor for AOL-TW's intricate publicity and sales strategy around Harry Potter. Because content recycling within global media conglomerates is increasingly lead by film studio divisions, the opening weekend box office taking for a brand-anchoring film is crucial to the success of the broader franchise and, by extension, to the corporation as a whole. Critic Thomas Schatz's observation that the film's opening serves as "the "launch site" for its franchise development, establishing its value in all other media markets" (83) highlights the precariousness of such multi-party financial investment all hinging upon first weekend takings. The fact that Harry Potter and the Philosopher's Stone broke (then standing) box office records with its 16 November 2001 three-day weekend openings in the US and the UK, garnering US$93.2m and GBP16m respectively, constituted the crucial first stage in AOL-TW's brand strategy (Collins 9; Fierman and Jensen 26). But it formed only an initial phase, as subsequent content recycling and cross-promotion was then structured to radiate outwards from this commercial epicentre. Three categories of recycled AOL-TW Harry Potter content are discernible, although they are frequently overlapping and not necessarily sequential. The first category, most closely tied to the film itself, are instances of reused digital content, specifically in the advance publicity trailer viewable on the official website, and downloads of movie clips, film stills and music samples from the film and its soundtrack.4 Secondly, at one remove from the film itself, is AOL-TW's licensing of film "characters, names and related indicia" to secondary manufacturers, creating tie-in merchandise designed to cross-promote the Harry Potter brand and stoke consumer investment (both emotional and financial) in the phenomenon.5 This campaign phase was itself tactically designed with two waves of merchandising release: a September 2000 launch of book-related merchandise (with no use of film-related Harry Potter indicia permitted); and a second, better selling February 2001 release of ancillary products sporting Harry Potter film logos and visual branding which coincided with and reinforced the marketing push specifically around the film's forthcoming release (Sherber 55; Siegel, "From Hype" 24; Lyman and Barnes C1; Martin 5). Finally, and most crucial to the long-term strategy of the parent conglomerate, Harry Potter branding was used to drive consumer take up of AOL-TW products not generally associated with the Harry Potter brand, as a means of luring consumers out of their established technological or informational comfort zones. Hence, the official Harry Potter website is laced with far from accidental offers to trial Internet service provider AOL; TimeWarner magazines Entertainment Weekly, People, and Time ran extensive taster stories about the film and its loyal fan culture (Jensen 56-57; Fierman and Jensen 26-28; "Magic Kingdom" 132-36; Corliss 136; Dickinson 115); AOL-TW's Moviefone bookings service advertised pre-release Harry Potter tickets on its website; and Warner Bros Movie World theme park on the Gold Coast in Australia heavily promoted its Harry Potter Movie Magic Experience. Investment in a content brand on the scale of AOL-TW's outlay of US$1.4m for Harry Potter must not only drive substantial business across every platform of the converged media conglomerate by providing premium content (Grover 66). It must, crucially for the long run, also drive take up and on-going subscriptions to the delivery services owned by the parent corporation. Energising such all-encompassing strategising is the corporate nirvana of seamless synergy: between content and distribution; between the Harry Potter and AOL-TW brands; between conglomerate and consumer. Notes 1. The film, like the first of J.K. Rowling's books, is titled Harry Potter and the Sorcerer's Stone in the "metaphysics-averse" US ("Harry Potter" 61). 2. Publishing statistics sourced from Horn and Jones (59), Manelis (110) and Bloomsbury Publishing's Harry Potter website: http://www.bloomsburymagazine.com/harryp.... 3. Interestingly, Disney tangentially acknowledged the extent to which AOL-TW has appropriated Disney's own content recycling strategies. In a film trailer for the Pixar/Disney animated collaboration Monsters, Inc. which screened in Australia and the US before Harry Potter sessions, two monsters play a game of charades to which the answer is transparently "Harry Potter." In the way of such homages from one media giant to another, it nevertheless subtly directs the audience to the Disney product screening in an adjacent cinema. 4. The official Harry Potter film website is http://harrypotter.warnerbros.com. The official site for the soundtrack to Harry Potter and the Philosopher's/Sorcerer's Stone is: http://www.harrypottersoundtrack.com. 5. J.K. Rowling." A page and a half of non-negotiable "Harry Potter Terms of Use" further spells out prohibitions on use or modification of site content without the explicit (and unlikely) consent of AOL-TW (refer: http://harrypotter.warnerbros.com/cmp/te...). References "AOL losses 'sort of a deep disappointment'." Weekend Australian 18-19 May 2002: 35. Auletta, Ken. "Leviathan." New Yorker 29 Oct. 2001: 50-56, 58-61. Collins, Luke. "Harry Potter's Magical $178m Opening." Australian Financial Review 20 Nov. 2001: 9. Corliss, Richard. "Wizardry without Magic." Time 19 Nov. 2001: 136. Dickinson, Amy. "Why Movies make Readers." Time 10 Dec. 2001: 115. Fierman, Daniel, and Jeff Jensen. "Potter of Gold: J.K. Rowling's Beloved Wiz Kid hits Screensand Breaks Records." Entertainment Weekly 30 Nov. 2001: 26-28. Fuchs, Cynthia. "The Harry Hype." PopPolitics.com 19 Nov. 2001: n.pag. Online. Internet. 8 Mar. 2002. Available <http://www.poppolitics.com/articles/2001-11-19-harry.shtml>. Goldberg, Andy. "Time Will Tell." Sydney Morning Herald 27-28 Apr. 2002: 23. Grover, Ronald. "Harry Potter and the Marketer's Millstone." Business Week 15 Oct. 2001: 66. Harry Potter and the Philosopher's Stone. Dir. Chris Columbus. Screenplay by Steve Kloves. Warner Bros, 2001. "Harry Potter and the Synergy Test." Economist 10 Nov. 2001: 61-62. Herman, Edward S., and Robert W. McChesney. The Global Media: The New Missionaries of Corporate Capitalism. London: Cassell, 1997. Horn, John, and Malcolm Jones. "The Bubble with Harry." The Bulletin/Newsweek 13 Nov. 2001: 58-59. Jensen, Jeff. "Holiday Movie Preview: Potter's Field." Entertainment Weekly 16 Nov. 2001: 56-57. Klein, Naomi. "Naomi KleinNo Logo." The Media Report. ABC Radio National webtranscript. Broadcast in Sydney, 17 Jan. 2002. Online. Internet. 19 Feb. 2002. Available <http://www.abc.net.au/rn/talks/8:30/mediarpt/stories/s445871.htm>. Lyman, Rick, and Julian E. Barnes. "The Toy War for Holiday Movies is a Battle Among 3 Heavyweights." New York Times 12 Nov. 2001: C1. "Magic Kingdom." People Weekly 14 Jan. 2002: 132-36. Manelis, Michele. "Potter Gold." Bulletin 27 Nov. 2001: 110-11. Martin, Peter. "Rowling Stock." Weekend Australian 24-25 Nov. 2001: Review, 1, 4-5. Pulley, Brett. "Morning After." Forbes 7 Feb. 2000: 54-56. Rowling, J.K. Harry Potter and the Philosopher's Stone. London: Bloomsbury, 1997. Schatz, Thomas. "The Return of the Hollywood Studio System." Conglomerates and the Media. Erik Barnouw et al. New York: New Press, 1997. 73-106. Sherber, Anne. "Licensing 2000 Showcases Harry Potter, Rudolph for Kids." Billboard 8 Jul. 2000: 55. Siegel, Seth M. "Toys & Movies: Always? Never? Sometimes!" Brandweek 12 Feb. 2001: 19. ---. "From Hype to Hope." Brandweek 11 Jun. 2001: 24. Traiman, Steve. "Harry Potter, Powerpuff Girls on A-list at Licensing 2000." Billboard 1 Jul. 2000: 51, 53. "Welcome to the 21st Century." Business Week 24 Jan. 2000: 32-34, 36-38. Links http://www.bloomsburymagazine.com/harrypotter/muggles http://www.harrypottersoundtrack.com http://harrypotter.warnerbros.com http://www.poppolitics.com/articles/2001-11-19-harry.shtml http://www.abc.net.au/rn/talks/8:30/mediarpt/stories/s445871.htm http://harrypotter.warnerbros.com/cmp/terms.html Citation reference for this article MLA Style Murray, Simone. "Harry Potter, Inc." M/C: A Journal of Media and Culture 5.4 (2002). [your date of access] < http://www.media-culture.org.au/mc/0208/recycling.php>. Chicago Style Murray, Simone, "Harry Potter, Inc." M/C: A Journal of Media and Culture 5, no. 4 (2002), < http://www.media-culture.org.au/mc/0208/recycling.php> ([your date of access]). APA Style Murray, Simone. (2002) Harry Potter, Inc.. M/C: A Journal of Media and Culture 5(4). < http://www.media-culture.org.au/mc/0208/recycling.php> ([your date of access]).

De nos jours, les villes et territoires sont confrontés aux enjeux de la transition énergétique et écologique dû à la concentration croissante de la population dans les zones urbaines. Pour répondre à ces défis, le concept de smart city repose sur l’utilisation des technologies du numérique pour repenser l’aménagement urbain et optimiser son fonctionnement. La smart city trouve pleinement son potentiel dans l’interconnexion des différentes fonctions de la ville ; mobilité et transport, infrastructures et bâtiments, efficacité énergétique, gestion de l’eau et des déchets ou encore la sécurité par exemple. Par conséquent, les entreprises doivent collaborer et s’organiser sous forme de consortium pour proposer des offres complètes et clés en main de villes et territoires intelligents aux collectivités publiques.Pour les groupes d’entreprises diversifiés, le développement de synergies internes leur permettrait de proposer ces offres de manière plus optimale, grâce à la combinaison des ressources et compétences de leurs filiales opérant dans divers secteurs d’activités. Cependant la littérature manque d’outils et méthodes permettant d’accompagner les groupes d’entreprises dans la mise en place de telles synergies.Ainsi, l’objectif de ces travaux de thèse est d’aider les groupes d’entreprises à initier et gérer des collaborations internes pour développer des offres complètes et innovantes. Cet objectif permet de répondre à la problématique de recherche suivante : comment optimiser les collaborations inter-filiales dans un groupe d’entreprises diversifié ? En se basant sur les contributions existantes sur les collaborations multipartenaires, notre proposition de réponse à cette problématique porte sur la création de structures de collaborations inter-filiales.L’apport principal de cette thèse est la formalisation d’une méthode de conception et de gestion de structures de collaboration inter-filiales pour favoriser l’innovation au sein de groupes d’entreprises diversifiés : la méthode CROSS. Une démarche de recherche-action a été adoptée pour développer cette méthode structurée en 2 grandes phases : la création d’une structure de collaboration inter-filiales, permettant d’aligner les parties prenantes sur des objectifs communs, et la gestion de cette structure, pour piloter les différentes missions de la structure. Les apports de ces travaux de recherche sont démontrés au travers de deux implémentations de la méthode CROSS pour des projets industriels concrets au sein d’un groupe d’entreprises diversifié français
Nowadays, due to the densification of population in urban areas, cities and territories are facing energy and environmental challenges. The smart city concept aspires to meet these challenges, relying on the use of digital technologies to improve operations across the city. The smart city concept finds its full potential in the interconnexion and interactivity of urban operations and services: transportation system, utilities and buildings, waste, water and energy management and crime detection for example. Therefore, companies must collaborate, through alliances, to offer complete solutions to public authorities.For diversified business groups – which have multiple subsidiaries operating in various industrial sectors – a better way to offer complete solutions to public authorities would be to develop internal synergies to combine its subsidiaries’ resources and competencies. However, the literature lacks methods and tools to support business groups in the initiation of such synergies.Thus, the objective of this PhD thesis is to help business groups to initiate and manage internal collaborations for the development of complete and innovative solutions for nowadays’ urban challenges. More precisely, this thesis answers the following question: how to optimize cross-subsidiary collaboration in diversified business groups? Based on existing contributions on multi-partner collaborations, we focused our work on the creation of cross-subsidiary collaborative structures.The main contribution of this work is the formalization of a cross-subsidiary collaborative structure’s design and management method: the CROSS method. An action-research approach was used to develop this method, which is structured in two phases: the creation of a cross-subsidiary collaborative structure, through the alignment of the stakeholders on common goals, and the management of this structure. The contributions of this thesis are demonstrated through two experimentations of the CROSS method in a French diversified business group