Many studies about organizational experiences and theories converge today in the idea that the economic factor, most competitive now in the production of value, is the de-materialization of the economical and organizational processes. Immaterial factors (like knowledge, services, information, relationships, virtual transactions, etc.) are the competitive and crucial innovations for future competition and, at the same time, the most important criteria to rethinking and understanding the future organization. If this is true, we can realize that every person in organizations, every personal history in organizations, or better the evolutionary uniqueness of every person in organizations, is the real depositary and bearer of this de-materialization.

Pievani, D., Varchetta, G. (2005). The Strategies of Uniqueness. WORLD FUTURES, 61(5), 370-377.

The Strategies of Uniqueness

PIEVANI, DIETELMO;
2005

Abstract

Many studies about organizational experiences and theories converge today in the idea that the economic factor, most competitive now in the production of value, is the de-materialization of the economical and organizational processes. Immaterial factors (like knowledge, services, information, relationships, virtual transactions, etc.) are the competitive and crucial innovations for future competition and, at the same time, the most important criteria to rethinking and understanding the future organization. If this is true, we can realize that every person in organizations, every personal history in organizations, or better the evolutionary uniqueness of every person in organizations, is the real depositary and bearer of this de-materialization.
Articolo in rivista - Articolo scientifico
Scientifica
Contingency; creativity; de-materialization; evolution; knowledge; networks; uniqueness
English
370
377
Pievani, D., Varchetta, G. (2005). The Strategies of Uniqueness. WORLD FUTURES, 61(5), 370-377.
Pievani, D; Varchetta, G
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/10281/4427
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