Results for 'strategic vision'

986 found
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  1. AI in Leadership: Transforming Decision-Making and Strategic Vision.Mohran H. Al-Bayed, Mohanad Hilles, Ibrahim Haddad, Marah M. Al-Masawabe, Mohammed Ibrahim Alhabbash, Bassem S. Abu-Nasser & Samy S. Abu-Naser - 2024 - International Journal of Academic Pedagogical Research (IJAPR) 8 (9):1-7.
    Abstract: The integration of Artificial Intelligence (AI) into leadership practices is rapidly transforming organizational dynamics and decision-making processes. This paper explores the ways in which AI enhances leadership effectiveness by providing data- driven insights, optimizing decision-making, and automating routine tasks. Additionally, it examines the challenges leaders face when adopting AI, including ethical considerations, potential biases in AI systems, and the need for upskilling. By analyzing current applications of AI in leadership and discussing future trends, this study aims to offer a (...)
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  2. The Impact of the Strategic Orientations on Crisis Management Agency, International Relief in Gaza.Mazen J. Al Shobaki, Youssef M. Abu Amuna & Wael Badah - 2016 - Al-Azhar University, Gaza:1-34.
    The research aims to identify the impact of the strategic orientations (Vision, Mission, goals) on crisis management agency, international relief in Gaza, the researchers used the descriptive and analytical approach and a survey for collection data, amounted to community size (881), and the study sample (268), and the sample was a stratified random. SPSS program used for entry, processing and analysis of data. The most important findings of the study: The results showed that the organization develop a clearly (...)
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  3. A strategic planning: Could it be a Gospel.Kiyoung Kim - 2015 - International Journal of Development and Sustainability 4 (1):103-116.
    Conscious or Unconscious, we survive under the age of strategy or strategic planning. It is one of essential process for the public organization, and the kind of central reference for the leadership. For the followers, it is the kind of standard of conduct for reward and discipline, probably a soft norm from the hard nature of laws. It is a province for development and sustainability, as distinct from the latter, often a province of inertia for law- abiding and some (...)
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  4. The Reality of Applying Strategic Agility in Palestinian NGOs.K. Hamdan Muhammad, A. El Talla Suliman, J. Al Shobaki Mazen & Samy S. Abu-Naser - 2020 - International Journal of Academic Multidisciplinary Research (IJAMR) 4 (4):76-103.
    Abstract: The study aimed to identify the reality of the application of strategic agility in the Palestinian civil organizations in Gaza Strip, and the concept of strategic agility has included a number of areas which are (strategic sensitivity, clarity of vision, choice of strategic goals, rapid response, joint responsibility, taking actions, core capabilities) and the study used An analytical descriptive approach, and the questionnaire as a main tool for collecting data from the employees of the (...)
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  5. Digital Transformation and Innovation in Business: the Impact of Strategic Alliances and Their Success Factors.I. Kryvovyazyuk, I. Britchenko, S. Smerichevskyi, L. Kovalska, V. Dorosh & P. Kravchuk - 2023 - Ikonomicheski Izsledvania 32 (1):3-17.
    The purpose of the article is to reveal the scientific approach that substantiates the impact of the creation of strategic alliances (SA) on the digital transformation of business and the development of their innovative power based on identified success factors. The aim was achieved using the following methods: abstract logic and typification (for classification of SA's success factors), generalization (to determine the peculiarities of SA's influence on their innovation development), analytical and ranking method (to determine the relationship between the (...)
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  6. A case study concerning the strategic plan: V2020 of.Kiyoung Kim - 2013 - Science Journal of Business and Management 1 (4):43-57.
    This paper shows a typical of strategic planning process involving a local university in the transformative society as well as quasi-privatization drive from the government. Chosun University was chosen as an object of this case study, which faces a high demand of environment and challenges. A comprehensive process often undertaken in the strategic change process was applied to this institution, and shows how it initiated the process, conducted a stakeholders analysis, identified the strategic issues and strategies in (...)
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  7. Model for ensuring business excellence on the basis of management innovation.Igor Kryvovyazyuk - 2022 - Economic Forum 1 (2):112-119.
    The problem of building an effective system of interconnected and purposeful innovative changes in business management is solved in the article. The main purpose of the research is to improve the model of business excellence on the basis of interconnected and purposeful innovative changes in business management. Critical analysis of literature sources and approaches to solving the problem of building a perfect model of business emphasizes the diversity of applied methodological approaches and methods of management innovation. However, in terms of (...)
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  8. Arrangement of Digital Leadership Strategy by Corporate Structures: A Review.Vyacheslav V. Makedon, Nataliya Krasnikova, Oleksandr P. Krupskyi & Yuliya Stasiuk - 2022 - Economic Studies (Ikonomicheski Izsledvania) 31 (8):19-40.
    An ecosystem model of effective solution to the customer management quality issue based on the platforms’ (internal and external) interaction is proposed, which indicates that digital platforms are the main tool of digital corporate transformation and regeneration. The key elements of the digital leadership strategy based on the “business model-ecosystem” interaction were identified, allowing determining the main features of the digital leadership strategy and forming the deployment direction within the corporate structure. The “road map” model of digital leadership strategy formation (...)
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  9. Conceptual and terminological confusion around Personalised Medicine: a coping strategy.Giovanni De Grandis & Vidar Halgunset - 2016 - BMC Medical Ethics 17 (1):1-12.
    The idea of personalised medicine (PM) has gathered momentum recently, attracting funding and generating hopes as well as scepticism. As PM gives rise to differing interpretations, there have been several attempts to clarify the concept. In an influential paper published in this journal, Schleidgen and colleagues have proposed a precise and narrow definition of PM on the basis of a systematic literature review. Given that their conclusion is at odds with those of other recent attempts to understand PM, we consider (...)
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  10. Implementing leadership decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Cappelen Academic Publishers. pp. 123-143.
    In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual (...)
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  11. Dewey's Theory of Moral (and Political) Deliberation Unfiltered.Shane J. Ralston - 2010 - Education and Culture 26 (1):pp. 23-43.
    In this paper, I argue that many recent interpretations of John Dewey's vision of democracy distort that vision by filtering it through the prism of contemporary deliberative democratic theories. An earlier attempt to defend Dewey's theory of moral deliberation is instructive for understanding the nature and function of this filter. In James Gouinlock's essay "Dewey's Theory of Moral Deliberation," he argues that Morton White and Charles L. Stevenson's criticisms of John Dewey's ethical theory are based upon fundamental misinterpretations (...)
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  12. Public Reason, Partisanship and the Containment of the Populist Radical Right.Gabriele Badano & Alasia Nuti - 2023 - Political Studies 71 (1):198-217.
    This article discusses the growth of the populist radical right as a concrete example of the scenario where liberal democratic ideas are losing support in broadly liberal democratic societies. Our goal is to enrich John Rawls’ influential theory of political liberalism. We argue that even in that underexplored scenario, Rawlsian political liberalism can offer an appealing account of how to promote the legitimacy and stability of liberal democratic institutions provided it places partisanship centre stage. Specifically, we propose a brand-new moral (...)
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  13. The Collaborative Care Model: Realizing Healthcare Values and Increasing Responsiveness in the Pharmacy Workforce.Barry Maguire & Paul Forsyth - forthcoming - Research in Social and Administrative Pharmacy.
    Abstract The values of the healthcare sector are fairly ubiquitous across the globe, focusing on caring and respect, patient health, excellence in care delivery, and multi-stakeholder collaboration. Many individual pharmacists embrace these core values. But their ability to honor these values is significantly determined by the nature of the system they work in. -/- The paper starts with a model of the prevailing pharmacist workforce model in Scotland, in which core roles are predominantly separated into hierarchically disaggregated jobs focused on (...)
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  14. Creative Behavior and Impact on Achieving Lean Strategy in Organizations.K. Hamdan Muhammad, A. El Talla Suliman, Shobaki Mazen & Samy S. Abu-Naser - 2020 - International Journal of Academic Accounting, Finance and Management Research (IJAAFMR) 4 (6):66-88.
    The study aimed to identify creative behavior and its impact on achieving Lean strategy in Palestinian civil organizations. The study used the descriptive analytical approach and the questionnaire as a main tool for collecting data from employees of associations operating in the governorates of Gaza Strip. The cluster sample method was used and the sample size was (343) individuals. Retrieving (298) questionnaires, and the following results were reached: The relative weight of the measure of Lean strategy was 79.04 (%), and (...)
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  15. LEADING THE WAY THROUGH CHANGE: A STUDY OF TRANSITION OF LEADERSHIP IN IMMACULATE CONCEPTION COLLEGE OF BALAYAN INC.Krisha Nicole L. Genebla, Niel Randle M. Comia, Reynan C. Hernandez, Kean Ivan V. Ople, Jazmin Claire O. Mallari & Jowenie A. Mangarin - 2024 - Get International Research Journal 2 (1):80–101.
    This research explores the crucial role of leadership transitions in educational institutions, particularly at Immaculate Conception College of Balayan, Inc. (ICCBI). Recognizing the profound impact of leadership practices on organizational effectiveness, this study addresses nuanced aspects of employee engagement during transitions. Using a qualitative case study design involving face-to-face interviews, common themes emerge regarding the transition of leadership, such as inclusive decision-making, resistance to new policies, unclear communication, continuity in vision, mission, and commitment, and transparency. The findings underscore the (...)
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  16. The Reality of Applying the Balanced Scorecard in the Egyptian Ceramic Companies.AbdElaal AbdAllah AbdElaal, Mazen J. Al Shobaki, Samy S. Abu-Naser & Suliman A. El Talla - 2021 - International Journal of Academic Management Science Research (IJAMSR) 5 (10):128-140.
    The study aimed to identify the level of organizational performance in ceramic companies in the Tenth of Ramadan City, where the researchers used the descriptive analytical method, through a questionnaire distributed. The study reached a set of results, the most important of which are: the presence of a clear consensus of the study sample from the members of the senior management that all dimensions of the balanced scorecard variable are largely present in the ceramic companies under study, and the results (...)
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  17. Strategic and Operational Planning As Approach for Crises Management Field Study on UNRWA.Mazen J. Al Shobaki, Youssef M. Abu Amuna & Samy S. Abu Naser - 2017 - International Journal of Information Technology and Electrical Engineering 5 (6):43-47.
    The research aims to study the role of strategic and operational planning as approach for crises management in UNRWA - Gaza Strip field- Palestine. Several descriptive analytical methods were used for this purpose and a survey as a tool for data collection. Community size was (881), and the study sample was stratified random (268). The overall findings of the current study show that strategic and operational planning is performed in UNRWA. The results of static analysis show that there (...)
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  18. Strategic Reliabilism: A Naturalistic Approach to Epistemology.Michael A. Bishop & J. D. Trout - 2008 - Philosophy Compass 3 (5):1049-1065.
    Strategic Reliabilism is a framework that yields relative epistemic evaluations of belief-producing cognitive processes. It is a theory of cognitive excellence, or more colloquially, a theory of reasoning excellence (where 'reasoning' is understood very broadly as any sort of cognitive process for coming to judgments or beliefs). First introduced in our book, Epistemology and the Psychology of Human Judgment (henceforth EPHJ), the basic idea behind SR is that epistemically excellent reasoning is efficient reasoning that leads in a robustly reliable (...)
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  19. Strategic Reasoning: Building Cognitive Models from Logical Formulas.Sujata Ghosh, Ben Meijering & Rineke Verbrugge - 2014 - Journal of Logic, Language and Information 23 (1):1-29.
    This paper presents an attempt to bridge the gap between logical and cognitive treatments of strategic reasoning in games. There have been extensive formal debates about the merits of the principle of backward induction among game theorists and logicians. Experimental economists and psychologists have shown that human subjects, perhaps due to their bounded resources, do not always follow the backward induction strategy, leading to unexpected outcomes. Recently, based on an eye-tracking study, it has turned out that even human subjects (...)
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  20. Strategic Content: Representations of Epistemic Modality in Biosemantics.Gunnar Björnsson - 2018 - Theoria 84 (3):259-277.
    A central idea in Ruth Millikan’s biosemantics is that a representation’s content is restricted to conditions required for the normal success of actions that it has as its function to guide. This paper raises and responds to a problem for this idea. The problem is that the success requirement seems to block us from saying that epistemic modal judgments represent our epistemic circumstances. For the normal success of actions guided by these judgments seems to depend on what is actually the (...)
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  21. Strategic Conceptual Engineering for Epistemic and Social Aims.Ingo Brigandt & Esther Rosario - 2019 - In Alexis Burgess, Herman Cappelen & David Plunkett (eds.), Conceptual Engineering and Conceptual Ethics. New York, USA: Oxford University Press. pp. 100-124.
    Examining previous discussions on how to construe the concepts of gender and race, we advocate what we call strategic conceptual engineering. This is the employment of a (possibly novel) concept for specific epistemic or social aims, concomitant with the openness to use a different concept (e.g., of race) for other purposes. We illustrate this approach by sketching three distinct concepts of gender and arguing that all of them are needed, as they answer to different social aims. The first concept (...)
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  22. Strategic Flexibility and Its Relationship to the Level of Quality of Services Provided in Non-Governmental Hospitals.Zahi O. Abu-Nahel, Wafiq H. Alagha, Mazen J. Al Shobaki, Samy S. Abu-Naser & Suliman A. El Talla - 2020 - International Journal of Academic Multidisciplinary Research (IJAMR) 4 (10):57-84.
    Abstract: The study aimed to determine the strategic flexibility and its relationship to the level of quality of services provided, from the viewpoint of the internal beneficiary in non-governmental hospitals in Gaza Strip. The study relied on the descriptive and analytical approach, and the questionnaire was designed as a tool to collect data and consisted of (39) items, and the researchers used the comprehensive survey method, and the number of the study population was (536) individuals, where (434) questionnaires were (...)
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  23. Dialectical Strategic Planning in Aristotle.Iovan Drehe - 2015 - Symposion: Theoretical and Applied Inquiries in Philosophy and Social Sciences 2 (3):287–309.
    The purpose of this paper is to give an account and a rational reconstruction of the heuristic advice provided by Aristotle in the Topics and Prior Analytics in regard to the difficulty or ease of strategic planning in the context of a dialectical dialogue. The general idea is that a Questioner can foresee what his refutational syllogism would have to look like given the character of the thesis defended by the Answerer, and therefore plan accordingly. A rational reconstruction of (...)
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  24. Conscious Vision in Action.Robert Briscoe & John Schwenkler - 2015 - Cognitive Science 39 (7):1435-1467.
    It is natural to assume that the fine-grained and highly accurate spatial information present in visual experience is often used to guide our bodily actions. Yet this assumption has been challenged by proponents of the Two Visual Systems Hypothesis , according to which visuomotor programming is the responsibility of a “zombie” processing stream whose sources of bottom-up spatial information are entirely non-conscious . In many formulations of TVSH, the role of conscious vision in action is limited to “recognizing objects, (...)
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  25. Conscious Vision for Action Versus Unconscious Vision for Action?Berit Brogaard - 2011 - Cognitive Science 35 (6):1076-1104.
    David Milner and Melvyn Goodale’s dissociation hypothesis is commonly taken to state that there are two functionally specialized cortical streams of visual processing originating in striate (V1) cortex: a dorsal, action-related “unconscious” stream and a ventral, perception-related “conscious” stream. As Milner and Goodale acknowledge, findings from blindsight studies suggest a more sophisticated picture that replaces the distinction between unconscious vision for action and conscious vision for perception with a tripartite division between unconscious vision for action, conscious (...) for perception, and unconscious vision for perception. The combination excluded by the tripartite division is the possibility of conscious vision for action. But are there good grounds for concluding that there is no conscious vision for action? There is now overwhelming evidence that illusions and perceived size can have a significant effect on action (Bruno & Franz, 2009; Dassonville & Bala, 2004; Franz & Gegenfurtner, 2008; McIntosh & Lashley, 2008). There is also suggestive evidence that any sophisticated visual behavior requires collaboration between the two visual streams at every stage of the process (Schenk & McIntosh, 2010). I nonetheless want to make a case for the tripartite division between unconscious vision for action, conscious vision for perception, and unconscious vision for perception. My aim here is not to refute the evidence showing that conscious vision can affect action but rather to argue (a) that we cannot gain cognitive access to action-guiding dorsal stream representations, and (b) that these representations do not correlate with phenomenal consciousness. This vindicates the semi-conservative view that the dissociation hypothesis is best understood as a tripartite division. (shrink)
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  26. Strategic decision and transnational corporation efficiency.Igor Kryvovyazyuk, Liubov Kovalska, Larysa Savosh, Liudmyla Pavliuk, Iryna Kaminska, Kateryna Oksenіuk, Olena Baula & Olena Zavadska - 2019 - Academy of Strategic Management Journal 18 (6):1-8.
    The purpose of the study is to reveal the relationship between the justification of strategic decisions and the increase in efficiency of transnational corporations (TNC). The conceptual bases of the justification of strategic decisions for increasing the efficiency of TNC are suggested, the development of which involves research of the preconditions on which their implementation is based, analysis of the main aspects of TNC's activity and accordance with the principles of justification of strategic decisions, strategic decision-making. (...)
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  27. Vision for Action and the Contents of Perception.Berit Brogaard - 2012 - Journal of Philosophy 109 (10):569-587.
    This paper examines Milner and Goodale’s hypothesis about the two visual streams and raises the questions of whether properties in egocentric space (commonly associated with the vision-for-action, or "dorsal," stream) can be part of the phenomenal content of perceptual experience, or only properties in allocentric space (commonly associated with the vision-for-perception, or "ventral," stream) can play this role, and how (if at all) properties in egocentric space differ from properties in allocentric space. These questions are reminiscent of issues (...)
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  28. Strategic Sensitivity and Its Impact on Boosting the Creative Behavior of Palestinian NGOs.Hamdan K. Muhammad, El Talla A. Suliman, J. Shobaki Mazen & Samy S. Abu-Naser - 2020 - International Journal of Academic Accounting, Finance and Management Research (IJAAFMR) 4 (5):80-102.
    The study aimed to identify the strategic sensitivity and its impact on enhancing the creative behavior of Palestinian NGOs in Gaza Strip, and the study used the descriptive analytical approach and the questionnaire as a main tool for collecting data from employees of associations working in Gaza Strip governorates, and the cluster sample method was used and the sample size reached (343) individuals (298) questionnaires were retrieved, and the following results were reached: The relative weight of strategic sensitivity (...)
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  29. Strategic and participatory design in integrated ventures. Fitness case La Plata, Argentina.Federico Del Giorgio Solfa & Ticiana Agustina Alvarado Wall - 2021 - Designia 9 (1):17-37.
    The objective of this article is to analyze the relationships between theories of strategic design and participatory design, in multiple commercial alliances between local entrepreneurs from different sectors and their integrated application in the urban context. Various authors have dealt with these strategic issues in isolation and less frequently have addressed them from the entrepreneurial experience. A review of the specific literature allows us to account for the main concepts involved in this approach. The case being analyzed refers (...)
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  30. Strategic Creativity in Islamic Banks in Palestine between Reality and Implementation.S. Keshta Mohamed, A. El Talla Suliman, J. Al Shobaki Mazen & Samy S. Abu-Naser - 2020 - International Journal of Academic Accounting, Finance and Management Research (IJAAFMR) 4 (3):79-99.
    It aimed to identify the strategic creativity in Islamic banks in Palestine between reality and implementation. The study adopted the descriptive analytical approach. A questionnaire was designed as a tool for the study. The study community consisted of all employees in Islamic banks from the top and middle management and the study has been applied to the Palestinian Islamic bank and the Arab Islamic Bank. The comprehensive inventory method was used, given the small size of the study sample, as (...)
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  31. A vision of Responsible Innovation.Rene Von Schomberg - 2017 - In L. Asveld, R. Van Dam-Mieras, T. Swierstra, S. Lavrijssen, K. Linse & J. Van Den Hoven (eds.), Responsible Innovation. Springer International Publishing. pp. 51-74.
    This Article outlines a vision of responsible innovation and outlines a public policy and implementation strategy for it.
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  32. Strategic collective action and the proportionality of reasons to expected benefits.Howard Leo Nye, Madeline Youngman & Avontay Williams - 2024 - Inquiry: An Interdisciplinary Journal of Philosophy:1-32.
    We argue that, in order to explain the relative strengths of our reasons to contribute to different collective endeavours, approaches to the ethics of collective action must understand the strengths of our reasons to make a given contribution as proportional to its expected benefits, or its chances of bringing about benefits in proportion to their magnitudes. The view that most clearly meets this proportionality requirement is the expected consequences approach, which identifies our reasons to perform an act with its expected (...)
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  33. Is Vision for Action Unconscious?Wayne Wu - 2020 - Journal of Philosophy 117 (8):413-433.
    Empirical work and philosophical analysis have led to widespread acceptance that vision for action, served by the cortical dorsal stream, is unconscious. I argue that the empirical argument for this claim is unsound. That argument relies on subjects’ introspective reports. Yet on biological grounds, in light of the theory of primate cortical vision, introspection has no access to dorsal stream mediated visual states. It is thus wrongly assumed that introspective reports speak to absent phenomenology in the dorsal stream. (...)
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  34. Conscious vision guides motor action—rarely.Benjamin Kozuch - 2023 - Philosophical Psychology 36 (3):443-476.
    According to Milner and Goodale’s dual visual systems (DVS) theory, a division obtains between visual consciousness and motor action, in that the visual system producing conscious vision (the ventral stream) is distinct from the one guiding action (the dorsal stream). That there would be this division is often taken (by Andy Clark and others) to undermine the folk view on how consciousness and action relate. However, even if this division obtains, this leaves open the possibility that con- scious ventral (...)
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  35. Strategic Responses on Population Ageing in Regional Policy.Andrzej Klimczuk - 2011 - In Štefan Hittmár (ed.), Theory of Management 4. University of Žilina. pp. 261--265.
    Population ageing is one of the key processes affecting the development of European Union countries. The aim of this paper is an indication of the possibility of collective action against this challenge at the regional level. Article describe assumptions and recommendations for strategic management which taking into account the cooperation of entities from public sector (local governments), market sector (business) and social sector (NGOs). Closer analyses will be conducted on two examples of initiatives from European Union: the Regions for (...)
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  36. Strategic and Religious Ineffability in Plato and Plotinus.Pietro Montanari - 2021 - Diálogos. Revista de Filosofía de la Universidad de Puerto Rico 2 (108):148-175.
    This contribution focuses on strategic ineffability in Plato. Strategic ineffability serves different purposes. In Plato, it is mainly used to express a religious feeling of dependence and to emphasize the remoteness of the divine. However, its meaning is not only religious. It is also part of a complex narrative device that often resorts to irony in order to de-emphasize the most arduous and controversial metaphysical speculations. Whereas topoi of affected modesty and unspeakability may only play an aesthetic role, (...)
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  37. Strategic planning and staff management as determinants of post-graduate programmes' effectiveness in universities.Mary Mark Ogbeche, Kelechi Victoria Emeribe, Stella Asu-Okang, Caroline Ephraim Etim & Valentine Joseph Owan - 2021 - Universal Journal of Educational Research 9 (12):1962-1970.
    This study linked strategic planning and staff management relatively and cumulatively to the effectiveness of post-graduate programmes at two public Nigerian universities. The study was directed by the formulation and testing of three null hypotheses. The entire population of 157 administrators (including 24 deans and 133 HODs) participated in a survey, where a questionnaire was used to elicit responses. The questionnaire was designed by the researcher but validated by five experts. The reliability for internal consistency was determined using Cronbach’s (...)
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  38. Extended Vision.Robert A. Wilson - 2010 - In Nivedita Gangopadhyay, Michael Madary & Finn Spicer (eds.), Perception, action, and consciousness: sensorimotor dynamics and two visual systems. New York: Oxford University Press USA.
    Vision constitutes an interesting domain, or range of domains, for debate over the extended mind thesis, the idea that minds physically extend beyond the boundaries of the body. In part this is because vision and visual experience more particularly are sometimes presented as a kind of line in the sand for what we might call externalist creep about the mind: once all reasonable concessions have been made to externalists about the mind, visual experience marks a line beyond which (...)
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  39. Gerald Vision and Indexicals.Julia Colterjohn & Duncan MacIntosh - 1986 - Analysis 47 (1):58-60.
    The indexical thesis says that the indexical terms, “I”, “here” and “now” necessarily refer to the person, place and time of utterance, respectively, with the result that the sentence, “I am here now” cannot express a false proposition. Gerald Vision offers supposed counter-examples: he says, “I am here now”, while pointing to the wrong place on a map; or he says it in a note he puts in the kitchen for his wife so she’ll know he’s home even though (...)
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  40. The History of Vision.Bence Nanay - 2015 - Journal of Aesthetics and Art Criticism 73 (3):259-271.
    One of the most influential ideas of twentieth-century art history and aesthetics is that vision has a history and it is the task of art history to trace how vision has changed. This claim has recently been attacked for both empirical and conceptual reasons. My aim is to argue for a new version of the history of vision claim: if visual attention has a history, then vision also has a history. And we have some reason to (...)
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  41. Strategic commitment and release in logics for multi-agent systems.Thomas Ågotnes, Valentin Goranko & Wojciech Jamroga - manuscript
    In this paper we analyze how the semantics of the Alternating-time Temporal Logic ATL$^*$ deals with agents' commitments to strategies in the process of formula evaluation. In (\acro{atl}$^*$), one can express statements about the strategic ability of an agent (or a coalition of agents) to achieve a goal $\phi$ such as: ``agent $i$ can choose a strategy such that, if $i$ follows this strategy then, no matter what other agents do, $\phi$ will always be true''. However, strategies in \acro{atl} (...)
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  42. Strategic Afro-Modernism, Dynamic Hybridity, and Bebop's Socio-Political Significance.Cynthia R. Nielsen - 2013 - In Mathieu Deflem (ed.), Music and Law: Sociology of Crime, Law and Deviance, Volume 18. Emerald Books. pp. 129-148.
    In this chapter, I argue that one can articulate a historically attuned and analytically rich model for understanding jazz in its various inflections. That is, on the one hand, such a model permits us to affirm jazz as a historically conditioned, dynamic hybridity. On the other hand, to acknowledge jazz’s open and multiple character in no way negates our ability to identify discernible features of various styles and aesthetic traditions. Additionally, my model affirms the sociopolitical, legal (Jim Crow and copyright (...)
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  43. Vision, Action, and Make‐Perceive.Robert Eamon Briscoe - 2008 - Mind and Language 23 (4):457-497.
    In this paper, I critically assess the enactive account of visual perception recently defended by AlvaNoë (2004). I argueinter aliathat the enactive account falsely identifies an object’s apparent shape with its 2D perspectival shape; that it mistakenly assimilates visual shape perception and volumetric object recognition; and that it seriously misrepresents the constitutive role of bodily action in visual awareness. I argue further that noticing an object’s perspectival shape involves a hybrid experience combining both perceptual and imaginative elements—an act of what (...)
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  44. Decision support systems and its role in developing the universities strategic management: Islamic university in Gaza as a case study.Mazen J. Al Shobaki & Samy S. Abu Naser - 2016 - International Journal of Advanced Research and Development 1 (10):33-47.
    This paper aims to identify the decision support systems and their role on the strategic management development in the Universities- Case Study: Islamic University of Gaza. The descriptive approach was used where a questionnaire was developed and distributed to a stratified random sample. (230) questionnaires were distributed and (204) were returned with response rate (88.7%). The most important findings of the study: The presence of a statistically significant positive correlation between the decision support systems and strategic management in (...)
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  45. Ephemeral Vision.Mohan Matthen - 2018 - In Thomas Crowther & Clare Mac Cumhaill (eds.), Perceptual Ephemera. New York, NY: Oxford University Press. pp. 312-339.
    Vision is organized around material objects; they are most of what we see. But we also see beams of light, depictions, shadows, reflections, etc. These things look like material objects in many ways, but it is still visually obvious that they are not material objects. This chapter articulates some principles that allow us to understand how we see these ‘ephemera’. H.P. Grice’s definition of seeing is standard in many discussions; here I clarify and augment it with a criterion drawn (...)
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  46. The impact of top management support for strategic planning on crisis management: Case study on UNRWA-Gaza Strip.Mazen J. Al Shobaki, Youssef M. Abu Amuna & Samy S. Abu Naser - 2016 - International Journal of Academic Research and Development 1 (10):20-25.
    The study aims to analyze the impact of top management support for strategic planning on crisis management in UNRWA-Gaza Strip field in Palestine. Several descriptive analytical methods were used for this purpose, and a survey as a tool for data collection. Community size was (881), and the study sample was stratified random (268). The overall findings of the current study show that top management provides needed HR for strategic planning but with no financial support. Also there are shortcomings (...)
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  47. Vision, knowledge, and assertion.John Turri - 2016 - Consciousness and Cognition 41:41-49.
    I report two experiments studying the relationship among explicit judgments about what people see, know, and should assert. When an object of interest was surrounded by visibly similar items, it diminished people’s willingness to judge that an agent sees, knows, and should tell others that it is present. This supports the claim, made by many philosophers, that inhabiting a misleading environment intuitively decreases our willingness to attribute perception and knowledge. However, contrary to stronger claims made by some philosophers, inhabiting a (...)
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  48. Strategic Management Plan for a Local Filipino Barbecue Restaurant Business.Leonardo Cada, Rogelyn May Agustin, Daryll Cajano, Crishelle Cristobal, Bea Margarita Domer, Angeline Nichole Escala, Christopher Johann Icaranom, Neil Wilmar Magcalas & Trishia Valdez - manuscript
    Abstract This paper presents the study of the James and Che BBQ House’s strategic management. Strategic management is the process of scientifically analyzing, tracking, and assessing present strategies in order to develop and implement new ones that are required to meet the goals and objectives of a business organization. The collected data from the business’ operation manager exhibits the business’ status in terms of its performance in the industry it belongs to, which will be a crucial foundation for (...)
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  49. Vision, Mirror and Expression: The Genesis of the Ethical Body in Merleau-Ponty’s Later Works.Alia Al-Saji - 2006 - In James Hatley (ed.), Interrogating Ethics: Embodying the Good in Merleau-Ponty. Duquesne. pp. 39-63.
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  50. The Grain of Vision and the Grain of Attention.Ned Block - 2012 - Thought: A Journal of Philosophy 1 (3):170-184.
    Often when there is no attention to an object, there is no conscious perception of it either, leading some to conclude that conscious perception is an attentional phenomenon. There is a well-known perceptual phenomenon—visuo-spatial crowding, in which objects are too closely packed for attention to single out one of them. This article argues that there is a variant of crowding—what I call ‘‘identity-crowding’’—in which one can consciously see a thing despite failure of attention to it. This conclusion, together with new (...)
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