Recursos de colección

AMS Acta (11.050 recursos)

Repository of the University of Bologna.

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Mostrando recursos 1 - 20 de 2.142

  1. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  2. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  3. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  4. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  5. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  6. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  7. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  8. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  9. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  10. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  11. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  12. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  13. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  14. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  15. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  16. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  17. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  18. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  19. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

  20. Organization in disaster / Organizzazione nei disastri

    Barbini, Francesco Maria
    Disasters can be seen as magnifying glasses on the behavior of subjects and on their (preliminary and contextual) decision-making processes. In fact, the sudden and disruptive events connected with the disaster do not trigger “unusual” behaviors, instead they offer an accelerated and exaggerated representation of normal organizational behaviors and problems, allowing the observation of the whole process of actions and decisions involved. This contribution proposes a reflection on two case studies (the AZF disaster and the Indian Ocean tsunami) that deals with issues related to the identification and management of risks in an industrial setting and to the coordination of...

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