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Titlebook: Advances in Global Sourcing. Models, Governance, and Relationships; 7th Global Sourcing Ilan Oshri,Julia Kotlarsky,Leslie P. Willcocks Con

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樓主: tricuspid-valve
31#
發(fā)表于 2025-3-26 23:00:17 | 只看該作者
32#
發(fā)表于 2025-3-27 02:12:52 | 只看該作者
Cholescintigraphy in Focal Liver Disease,ful knowledge transfer is a major cause of project delay or failure. Such teams can face difficulties overcoming the challenges of physical and cultural distance and can struggle to develop systems that support the effective identification and transfer of knowledge essential for project delivery. De
33#
發(fā)表于 2025-3-27 06:04:42 | 只看該作者
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發(fā)表于 2025-3-27 11:51:15 | 只看該作者
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發(fā)表于 2025-3-27 15:40:57 | 只看該作者
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發(fā)表于 2025-3-27 21:05:32 | 只看該作者
1865-1348 held in Val d’Isère, France, during March 11–14, 2013, which were carefully reviewed and selected from 40 submissions. They are based on a vast empirical base brought together by leading researchers in information systems, strategic management, and operations..This volume is intended for students, a
37#
發(fā)表于 2025-3-27 23:24:37 | 只看該作者
1865-1348 ses. The topics discussed represent both client and supplier perspectives on sourcing of global services, combine theoretical and practical insights regarding challenges that both clients and vendors face, and include case studies from client and vendor organizations..978-3-642-40950-9978-3-642-40951-6Series ISSN 1865-1348 Series E-ISSN 1865-1356
38#
發(fā)表于 2025-3-28 04:11:02 | 只看該作者
https://doi.org/10.1007/978-3-540-88452-1, power use can diminish the relationship’s value-generating potential and decrease performance outcomes for both the weak and the dominant party. This leads to the question of whether and to what extent it is reasonable to leave power potentials untapped. A two-sided survey is planned to provide empirical data for testing our hypotheses.
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發(fā)表于 2025-3-28 09:14:11 | 只看該作者
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發(fā)表于 2025-3-28 12:08:58 | 只看該作者
Cholera and the Ecology of Vibrio choleraectice perspective, the findings included: a) the iterative nature of the offshoring process, b) the lack of (communicated) strategies for offshoring and its consequences, and c) a set of routines connected to offshoring emerging at different levels in the company.
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