The 21st Century is a highly competitive era. More and more international business realize that only by developing new products unceasingly can they enjoy the extra profits in the international market, and maintain the constant competitive superiority. Hence, the formation and accumulation of organizational innovative capabilities (OIC) are especially meaningful for international business. The research is of the opinion that most of the innovative activities take place in the R&D department. The R&D people are the crucial roles of producing extra OIC. Therefore, they have great relationship with the R&D department's adopting the innovative human resource strategies, elevating the degree of organizational commitment, and creating OIC. In the process of the innovative activities, how to eliminate the obstacles of innovation is the key successful factor of assuring innovation, and it depends on the highly efficient innovative management. The research took the three dimensions of "Innovative Organizational Culture" "Innovative Organizational Reengineering" and "Innovative Organizational Learning" as the focal points of the R&D human resource strategies for international business in order to test and verify if it has the influence on OIC's producing and accumulating. Moreover, "Innovative Management" was manipulated as the conditional variables and conducted into the above-mentioned research model to prove if it has the obvious influence on the research model. The result of actual demonstration manifested that: (1) When a firm adopts "Innovative Organizational Culture" as the focal point of the R&D human resource strategies, it has the conspicuous influence on OIC's producing and accumulating. It shows that the R&D people attach importance to the organizational cultural contents that can mold the innovative atmosphere and environment, and inspire the innovative activities. Besides, it has the obvious influence on the research model after conducting the highly efficient conditional variables of "Innovative Management." (2) When a firm adopts "Innovative Organizational Learning" as the focal point of the R&D human resource strategies, it has the same favorable result on OIC just like the previous item (1). It also has the obvious influence on the research model after conducting in the highly efficient conditional variables of "Innovative Management." In short, it shows the good innovative management can efficiently eliminate the factors that obstruct the innovation in the firm, either is beneficial for the formation of the creative learning in the firm.

L’Organisation de la Coopération Islamique (OCI) créée en 1969 suite à l’incendie de la mosquée Al-Aqsa, représente la voix du monde musulman. C’est la deuxième organisation intergouvernementale après l’ONU regroupant cinquante-sept Etats membres aux quatre coins du monde.Un Programme d’Action Décennal (PAD) a été adopté lors du 3ème Sommet islamique extraordinaire réuni en 2005. Le PAD vise une nouvelle vision pour le monde musulman : « la solidarité dans l’action ».Cette thèse étudie l’évolution du rôle de l’OCI pour relever les défis politiques, économiques, sociaux et culturels qui surgissent sur la scène internationale et affectent la communauté musulmane. Elle met l’accent sur les points réalisés du PAD et les entraves de l’OCI à établir l’unité de l’Oummah islamique. / The Organization of Islamic Cooperation (OIC) has been established in 1969, following the fire of the Al-Aqsa mosque. This organization represents the voice of the Islamic world and it is considered according to its membership, the second intergovernmental organization after the UNO. OIC includes fifty seven member states coming from all over the World.A Ten-year Program of Action (TYPOA) has been adopted in 2005 during the third extraordinary Islamic Summit, aiming at establishing a new vision for the Islamic World called: « Solidarity into action ».This thesis discusses the evolution of the role of the OIC relating international challenges of political, economic, social and cultural nature that the Islamic communities have to face. The thesis points out the matters that have been achieved through the TYPOA and the obstacles that the OIC faced regarding the necessity to unify the Islamic Ummah.

京都大学 / 0048 / 新制・課程博士 / 博士(地域研究) / 甲第21903号 / 地博第249号 / 新制||地||92(附属図書館) / 京都大学大学院アジア・アフリカ地域研究研究科グローバル地域研究専攻 / (主査)教授 小杉 泰, 教授 中溝 和弥, 准教授 長岡 慎介 / 学位規則第4条第1項該当 / Doctor of Area Studies / Kyoto University / DGAM

This paper criticises the famous “”ought” implies “can”” on the grounds that its main claim - that there can be no unfulfillable obligations - is false. The first part of the paper investigates the use, history and previous literature on the topic, as well as the proper understanding of the principle. The second part presents the main argument, directed at the interpretation of “”ought” implies “can”” as a conceptual truth. It is argued that it must be possible to split the meaning of the term “ought” into component parts, parts that must each be quite capable of functioning on their own. The result is that we cannot conclude that one part of the term “ought” (such as whatever is its moral content) must disappear just because another part of it (such as “can”) does so. Finally, in the third part, we tackle some common arguments and intuitions in favour of the principle, and provides a few concluding words and a summary. / Den här uppsatsen kritiserar den berömda “”bör” implicerar “kan””-principen, (här tolkad som “konceptuell implikation), på så vis att principens viktigaste punkt är falsk, nämligen idén att det inte kan finnas några ouppnåbara plikter. Uppsatsens första del undersöker användningen, historien och litteraturen bakom ämnet, samt formuleringen av principen. Den andra delen presenterar huvudargumentet, riktat mot ””bör” implicerar ”kan”” som en konceptuell sanning. Argumentet fungerar på så vis att det måste vara möjligt att dela upp meningen i termen ”borde/bör” i komponenter, komponenter som måste vara kapabla att fungera även på egen hand. Resultatet blir att vi inte kan dra slutsatsen att en del av termen måste försvinna (såsom dess moraliska innehåll) bara för att en annan del av termen (såsom ”kan”) gör det. Slutligen, i den tredje delen, så behandlar vi några vanliga argument och intuition som förs fram till principens försvar, och summerar texten.

The purpose of this study was to explore and describe Kenya Power employees’ perceptions of their adoption and implementation of online internal communication tools as a means of creating and managing long lasting relationships among all employees in the organisation. The theoretical point of departure for this study was framed within online internal communication and relationship management while principles of e-government were also considered. A single case study design was adopted for the study which combined both quantitative and qualitative data collection techniques while data was triangulated using an online self-administered questionnaire, focus group moderator’s guide and an interview schedule. The results guided by the theoretical criteria indicate that the implementation of online internal communication tools was done at Kenya Power without considering the internal stakeholders’ needs and preferences. The consequence is that employees have developed negative perceptions about internal online communication resulting in low adoption for relationship management activities. The findings of this study could be useful for other public sector organisations in that it will help them to positively change employees’ perceptions as well as enhance the implementation and adoption of internal online communication tools for the purposes of relationship building which could result in better internal communication and public sector services. / Communication Science / M.A. (Communication)

The purpose of this study was to explore and describe Kenya Power employees’ perceptions of their adoption and implementation of online internal communication tools as a means of creating and managing long lasting relationships among all employees in the organisation. The theoretical point of departure for this study was framed within online internal communication and relationship management while principles of e-government were also considered. A single case study design was adopted for the study which combined both quantitative and qualitative data collection techniques while data was triangulated using an online self-administered questionnaire, focus group moderator’s guide and an interview schedule. The results guided by the theoretical criteria indicate that the implementation of online internal communication tools was done at Kenya Power without considering the internal stakeholders’ needs and preferences. The consequence is that employees have developed negative perceptions about internal online communication resulting in low adoption for relationship management activities. The findings of this study could be useful for other public sector organisations in that it will help them to positively change employees’ perceptions as well as enhance the implementation and adoption of internal online communication tools for the purposes of relationship building which could result in better internal communication and public sector services. / Communication Science / M.A. (Communication)

Ces travaux sont du domaine de génie systèmes industriels et l'ingénierie de l'innovation. Ils se sont déroulés dans l'industrie de services financiers au sein du groupe de banque-assurance Groupama. Les services représentent 64% de PIB mondial. Le secteur employait en 2007 en France près de 20 millions de personnes contre 5 millions pour l'industrie. Pourtant la recherche sur les processus d'innovation présente un déséquilibre avec un article scientifique NSD (new service development) pour quatre NPD (new product development). L'objectif de ces travaux est de proposer une méthode de pilotage des projets d'innovation dans les services. Pour formaliser le pilotage d'innovation dans les services tout en préservant la zone de liberté nécessaire à l'innovation, nous sommes basés sur un formalisme de type NPD pour définir un processus NSD qui respecte la flexibilité spécifique de l'innovation dans les services. Le cœur de notre hypothèse a été d'identifier des invariants de processus NSD. Nous proposons six classes d'invariants : les OICs (Objets Intermédiaires de Conception), les ressources, les compétences, les tâches, les indicateurs et les méthodes. Leurs interactions sont rendues dans un Diagramme de Classes UML. Un projet peut être décrit comme une " somme " d'OIC eux-mêmes résultat de l'agencement des 5 autres invariants. Ces six classes d'invariants ont été validées sur projets de Groupama. Elles permettent de décrire, suivre, capitaliser, réutiliser des savoirs acquis sur des projets antérieurs et de manager les projets innovants. Nous proposons aussi un processus de pilotage des projets NSD, formalisé par un Diagramme d'Ordonnancement des Phases sous MEGA.

Ces travaux sont du domaine de génie systèmes industriels et l'ingénierie de l'innovation. Ils se sont déroulés dans l'industrie de services financiers au sein du groupe de banque-assurance Groupama. Les services représentent 64% de PIB mondial. Le secteur employait en 2007 en France près de 20 millions de personnes contre 5 millions pour l'industrie. Pourtant la recherche sur les processus d'innovation présente un déséquilibre avec un article scientifique NSD (new service development) pour quatre NPD (new product development). L'objectif de ces travaux est de proposer une méthode de pilotage des projets d'innovation dans les services. Pour formaliser le pilotage d'innovation dans les services tout en préservant la zone de liberté nécessaire à l'innovation, nous sommes basés sur un formalisme de type NPD pour définir un processus NSD qui respecte la flexibilité spécifique de l'innovation dans les services. Le coeur de notre hypothèse a été d'identifier des invariants de processus NSD. Nous proposons six classes d'invariants : les OICs (Objets Intermédiaires de Conception), les ressources, les compétences, les tâches, les indicateurs et les méthodes. Leurs interactions sont rendues dans un Diagramme de Classes UML. Un projet peut être décrit comme une « somme » d'OIC eux-mêmes résultat de l'agencement des 5 autres invariants. Ces six classes d'invariants ont été validées sur projets de Groupama. Elles permettent de décrire, suivre, capitaliser, réutiliser des savoirs acquis sur des projets antérieurs et de manager les projets innovants. Nous proposons aussi un processus de pilotage des projets NSD, formalisé par un Diagramme d'Ordonnancement des Phases sous MEGA / The present thesis is about the field of system engineering and innovation engineering. It took place in the financial industry within the group of banking insurance Groupama. Services represent 64% of world's GDP (Gross Domestic Product). This branch employed in 2007 in France about 20 million people against 5 million for industry. Still the research on the innovation processes presents a gap with only one NSD (new services development) article against four NPD (new products development). The aim of this work is to propose a method for management of innovation projects in the services branch. To formalize the management of innovation projects for the services, while preserving the space required for innovation, we use a NPD's type formalism in order to define a NSD process while respecting the specific flexibility of the innovation in the services branch. The center of our hypothesis was to identify invariants within the NSD process. We propose six classes of invariants: IDOs (Intermediate Design Objects), the resources, the skills, the tasks, the indicators and the methods. Theirs interactions are shown in a UML Diagram of Classes. A project may be represented as an "addition" of IDOs, where they are the result of 5 other invariants arrangements. These six classes of invariants were validated on Groupama projects. They are relevant to describe, monitoring, capitalize, re-use of the knowledge acquired on previous projects and to manage innovative projects as well. We also propose a process of piloting of the NSD projects, formalized by a Diagram of Phases Sequencing of MEGA