‫ﻣﺘﺮﺟﻢ ﻣﻦ ﺍﻟﻔﺮﻧﺴﻴﺔ ﺇﻟﻰ ﺍﻟﻌﺮﺑﻴﺔ ‪www.onlinedoctranslator.

com -‬‬

‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﺑﺘﺎﺭﻳﺦ ‪ 11/06/2023‬ﻣﻦ (‪www.cairn.info )IP: 129.45.98.37‬‬

‫ﺍﻟﻤﺮﺍﻗﺒﺔﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ ﺍﻟﺠﻤﺎﻋﻴﺔ )‪-IC‬‬
‫‪(VAS‬‬
‫ﺍﻻﺳﺘﺨﺪﺍﻡﺍﻟﻤﺒﺘﻜﺮ ﻟﻠﻤﻮﻗﻊ ﻹﺛﺎﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‬

‫ﺭﺍﻛﻴﻞﺟﺎﻧﻴﺴﻴﻚ ﻣﻮﻧﻴﺰ‪,‬ﻫﻨﺮﻳﻚ ﻓﺮﻳﺘﺎﺱ‪,‬ﻫﺎﻣﺒﺮﺕ ﻟﻴﺴﻜﺎ‬

‫ﻓﻲﻣﺠﻠﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ‪) 2/2006‬ﺭﻗﻢ ‪ ،(218‬ﺍﻟﺼﻔﺤﺎﺕ ﻣﻦ ‪ 19‬ﺇﻟﻰ ‪ 30‬ﺍﻟﻄﺒﻌﺔ‬
‫ﺍﻟﺘﻮﺟﻴﻪﻭﺍﻹﺩﺍﺭﺓ‬
‫ﺭﺩﻣﻚ‪7742-1160‬‬
‫ﺭﺩﻣﻚ‪9782916490027‬‬
‫ﺩﻭﻱ‪rsg.218.0019/10.3917‬‬

‫ﺍﻟﻤﻘﺎﻟﺔﻣﺘﺎﺣﺔ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﻋﻠﻰ ‪des-sciences-de-gestion-2006-2-page-19.htm‬‬

‫‪https://www.cairn.info/revue-‬‬

‫ﺍﻛﺘﺸﻒﻣﻠﺨﺺ ﻫﺬﺍ ﺍﻟﻌﺪﺩ‪ ،‬ﺗﺎﺑﻊ ﺍﻟﻤﺠﻠﺔ ﻋﺒﺮ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ ،‬ﺍﺷﺘﺮﻙ‪ ...‬ﺍﻣﺴﺢ ﺭﻣﺰ‬
‫ﺍﻻﺳﺘﺠﺎﺑﺔﺍﻟﺴﺮﻳﻌﺔ ﻫﺬﺍ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻰ ﺻﻔﺤﺔ ﻫﺬﺍ ﺍﻟﻌﺪﺩ ﻋﻠﻰ ‪.Cairn.info‬‬

‫ﺍﻟﺘﻮﺯﻳﻊﺍﻹﻟﻜﺘﺮﻭﻧﻲ ‪ Cairn.info‬ﻟﻠﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ‪.‬‬

‫ﻻﻳﺴُﻤﺢ ﺑﻨﺴﺦ ﺃﻭ ﺗﻤﺜﻴﻞ ﻫﺬﻩ ﺍﻟﻤﻘﺎﻟﺔ‪ ،‬ﻭﻻ ﺳﻴﻤﺎ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻨﺴﺦ‪ ،‬ﺇﻻ ﻓﻲ ﺣﺪﻭﺩ ﺍﻟﺸﺮﻭﻁ ﺍﻟﻌﺎﻣﺔ ﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﻗﻊ‪ ،‬ﺃﻭ‪ ،‬ﺣﻴﺜﻤﺎ ﻳﻨﻄﺒﻖ ﺫﻟﻚ‪ ،‬ﺍﻟﺸﺮﻭﻁ ﺍﻟﻌﺎﻣﺔ ﻟﻠﺘﺮﺧﻴﺺ ﺍﻟﺬﻱ‬
‫ﺍﺷﺘﺮﻛﺖﻓﻴﻪ ﻣﺆﺳﺴﺘﻚ‪ .‬ﻳﺤُﻈﺮ ﺃﻱ ﻧﺴﺦ ﺃﻭ ﺗﻤﺜﻴﻞ ﺁﺧﺮ‪ ،‬ﻛﻠﻴﺎً ﺃﻭ ﺟﺰﺋﻴﺎً‪ ،‬ﺑﺄﻱ ﺷﻜﻞ ﻭﺑﺄﻱ ﻃﺮﻳﻘﺔ ﻛﺎﻧﺖ‪ ،‬ﺩﻭﻥ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﻣﻮﺍﻓﻘﺔ ﻛﺘﺎﺑﻴﺔ ﻣﺴﺒﻘﺔ ﻣﻦ ﺍﻟﻨﺎﺷﺮ‪ ،‬ﺇﻻ ﻓﻲ ﺍﻟﺤﺎﻻﺕ‬
‫ﺍﻟﻤﻨﺼﻮﺹﻋﻠﻴﻬﺎ ﻓﻲ ﺍﻟﺘﺸﺮﻳﻊ ﺍﻟﻤﻌﻤﻮﻝ ﺑﻪ ﻓﻲ ﻓﺮﻧﺴﺎ‪ .‬ﺗﻢ ﺗﺤﺪﻳﺪ ﺃﻥ ﺗﺨﺰﻳﻨﻬﺎ ﻓﻲ ﻗﺎﻋﺪﺓ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﺤﻈﻮﺭ ﺃﻳﻀﺎً‪.‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﺑﺘﺎﺭﻳﺦ ‪ 11/06/2023‬ﻣﻦ (‪www.cairn.info )IP: 129.45.98.37‬‬
‫‪19‬‬ ‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬

‫ﺍﻟﻤﺮﺍﻗﺒﺔﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻭﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕﺍﻟﺠﻤﺎﻋﻴﺔ )‪:(VAS-IC‬‬
‫ﺍﻻﺳﺘﺨﺪﺍﻡﺍﻟﻤﺒﺘﻜﺮ ﻟﻠﻤﻮﻗﻊ ﻟﻼﺳﺘﻔﺰﺍﺯ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﻤﻴﺪﺍﻧﻴﺔ ﺍﻷﺻﻠﻴﺔ‬
‫ﺑﻘﻠﻢﺭﺍﻛﻴﻞ ﺟﺎﻧﻴﺴﻴﻚ ﻣﻮﻧﻴﺰ ﻭﻫﻨﺮﻳﻚ ﻓﺮﻳﺘﺎﺱ ﻭﻫﻤﺒﺮﺕ ﻟﻴﺴﻜﺎ‬

‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺭﻉ‬
‫ﺃﺳﺘﺎﺫ‪ ،PPGA/EA/UFRGS‬ﺑﺎﺣﺚ ‪CNPq‬‬ ‫ﻻ‬ ‫ﻭﺛﻴﻘﺔ‬
‫ﺩﻛﺘﻮﺭﺍﻩﻓﻲ ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ‬ ‫ﻋﻀﻮﻓﻲ ﻓﺮﻳﻖ ‪LESCA، CERAG‬‬
‫ﺟﺎﻣﻌﺔﺑﻴﻴﺮ ﻣﻨﺪﻳﺲ ﻓﺮﻧﺴﺎ‪,‬‬ ‫ﺍﻟﺠﺎﻣﻌﺔﺹﻳﻴﺮ ﻣﻨﺪﻳﺲ ﻓﺮﻧﺴﺎ‬
‫ﻏﺮﻭﻧﻮﺑﻞ)ﻓﺮﻧﺴﺎ(‬ ‫ﺟﺮﻳﻦﺃﻭﺑﻞ)ﻓﺮﻧﺴﺎ(‬

‫ﺿﺪ‬
‫ﻭﺍﻟﻤﻘﺎﻝﺟﺰء ﻣﻦ ﺗﻄﻮﻳﺮ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻗﺎﻡ ﺑﻪ ﻓﺮﻳﻖ ﺍﻟﺒﺮﻭﻓﻴﺴﻮﺭ ﻫﻤﺒﺮﺕ‬
‫ﻟﻴﺴﻜﺎﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑـ "ﺍﻟﺮﺻﺪ ﺍﻻﺳﺘﺒﺎﻗﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ‪ -‬ﺍﻟﺬﻛﺎء‬
‫ﺍﻟﺠﻤﺎﻋﻲ"‪.‬‬

‫ﻫﺪﻓﻨﺎﻫﻮ ﺍﺳﺘﻜﺸﺎﻑ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﺒﺘﻜﺮ ﻟﻠﻤﻮﻗﻊ‪ :‬ﺍﺳﺘﺨﺪﺍﻣﻪ ﻹﺛﺎﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫)‪ ،(Janissek-Muniz, 2004‬ﺃﻱ ﺟﺬﺏ ﺇﻟﻴﻨﺎ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‬
‫ﻭﺍﻟﻨﺎﺗﺠﺔﻋﻦ ﺍﻟﺘﻔﺎﻋﻼﺕ ﺍﻟﺘﻲ ﻧﻮﻟﺪﻫﺎ ﻣﻦ ﺧﻼﻝ ﻋﻤﻠﻴﺔ ﻣﻨﺎﺳﺒﺔ ‪ .‬ﻣﻊ ﺍﻟﻌﻠﻢ ﺃﻧﻨﺎ‬
‫ﻧﺴﺘﻬﺪﻑﻣﻌﻠﻮﻣﺎﺕ ﻟﻢ ﻳﺨﻄﻂ ﺍﻟﺰﺍﺋﺮ ﻟﺼﻴﺎﻏﺘﻬﺎ ﺑﺸﻜﻞ ﺻﺮﻳﺢ‪ ،‬ﻭﻟﻜﻨﻬﺎ ﺗﻈﻬﺮ ﻷﻥ‬
‫ﺍﻟﻤﻮﻗﻊﻣﺼﻤﻢ ﻹﺛﺎﺭﺓ ﺍﻧﺘﺒﺎﻫﻪ )ﻣﺎﺭﺱ ‪.(1991‬‬

‫ﺳﻴﺮﺍﺝ‪UMR 5820 CNRS‬‬

‫ﺟﺎﻣﻌﺔﺑﻴﻴﺮ ﻣﻨﺪﻳﺲ ﻓﺮﻧﺴﺎ‬
‫ﻏﺮﻭﻧﻮﺑﻞ)ﻓﺮﻧﺴﺎ(‬

‫ﺩ ‪osser‬‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﻋﻠﻰ‬
‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪20‬‬

‫ﺍﻝ ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﻤﻌﻨﻴﺔ ﻫﻲ ﻣﻦ ﺍﻟﻨﻮﻉ "ﺍﻟﻤﻴﺪﺍﻥ" ﻭﺍﻟﻨﻮﻉ ﺍﻟﻌﺎﻡ ﺍﻟﻀﻌﻴﻒ‬

‫" ﻟﻮ )‪ (Lesca, 2003‬ﻭﻟﻴﺴﺖ ﻣﻦ ﺍﻟﻨﻮﻉ "‪ ."documene‬ﻫﺬﻩ ﻟﻴﺴﺖ‬
‫ﺍﺳﻜﺖ‬
‫ﻣﻌﻠﻮﻣﺎﺕﺗﺠﺎﺭﻳﺔ‪.‬‬
‫ﺍﻟﻘﺼﺪﻳﺮﺯ‪،‬ﻭﻻ ﺍﻟﺘﻨﻘﻴﺐ ﺍﻟﺘﺠﺎﺭﻱ‪ .‬ﺍﻟﻬﺪﻑ ﻣﻦ ﺗﻮﻓﺮﻧﺎ ﻫﻮ ﺇﻳﺠﺎﺩ ﺳﺒﻞ ﺟﺪﻳﺪﺓ ﻟﻼﺑﺘﻜﺎﺭ‬
‫ﻟﺸﺮﻛﺘﻨﺎ‪،‬ﻭﻟﻴﺲ ﻋﻤﻼء ﺟﺪﺩ‪ .‬ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﻧﺤﻦ ﺣﺮﻳﺼﻮﻥ ﺟﺪﺍً ﻋﻠﻰ‬ ‫ﻣﻮﻗﻊ‬
‫ﺍﻝ ﺍﺣﺘﺮﺍﻡﺍﻷﺧﻼﻕ‪.‬‬

‫‪ 11/06/2023‬ﻋﻠﻰ (‪www.cairn.info )IP: 129.45.98.37‬‬

‫ﻟﺬﺍ‬
‫ﻻ ﻧﺤﻦﻧﺴﺘﻜﺸﻒ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ ﺍﻟﻤﻤﻜﻨﺔ ﺍﻟﺘﻲ ﻳﻮﻓﺮﻫﺎ ﺍﻟﺘﺨﺼﻴﺺ ﺍﻟﺨﺎﺹ‬
‫ﻣﻔﻴﺪ‬
‫ﻟﻠﻤﻮﻗﻊﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ ،‬ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺫﺍﺕ ﺍﻟﻤﻌﺮﻓﺔ ﺍﻟﻤﻜﺜﻔﺔ )ﺑﻮﻣﺎﺭﺩ‪.(2002 ،‬‬
‫ﻫﺎ ﻳﺘﻢﺍﺧﺘﺒﺎﺭ ﻣﺴﻴﺮﺗﻨﺎ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺒﺤﺜﻲ‪ .‬ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﻟﻤﻄﺎﻑ‪ ،‬ﻳﻨﺒﻐﻲ ﺃﻥ‬
‫ﻝ ﻳﻜﻮﻥﻭﺳﻴﻠﺔ ﻟﻺﺛﺎﺭﺓ‬
‫ﻛﺜﺎﻓﺔﺍﻟﻌﻤﻠﻴﺎﺕ‬

‫ﺍﻟﺘﺎﺑﻊ ﺍﻟﺘﻔﺎﻋﻼﺕﺍﻟﺒﻨﺎءﺓ ﺑﻬﺪﻑ ﺑﺪء ﺍﻻﺑﺘﻜﺎﺭﺍﺕ‪ .‬ﺩﻋﻮﻧﺎ ﻧﺸﻴﺮ ﺃﻳﻀﺎً ﺇﻟﻰ ﺃﻧﻨﺎ ﻧﻌﻤﻞ‬
‫ﺗﻴﻮﻓﻲﻫﺬﺍ ﺍﻟﻤﺸﺮﻭﻉ ﻋﻠﻰ ﺃﻣﻞ ﺇﻧﺸﺎء "ﺃﺩﺍﺓ ﺇﺿﺎﻓﻴﺔ" ﻻﺳﺘﺨﺪﺍﻣﻬﺎ ﺑﻮﺍﺳﻄﺔ ‪-IC‬‬
‫‪.VAS‬‬‫ﺧﺎﺻﺔ‬
‫ﺍﻟﺸﻜﻞ‪ :1‬ﺃﺷﻜﺎﻝ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺨﺎﺭﺟﻴﺔ )ﻣﻘﺘﺒﺲ ﻣﻦ ‪(Choo 1998:76‬‬ ‫ﺧُﻤﺎﺭﺓ‬

‫ﺃﺑﺮﻳﻞ ﻭﺑﻌﺪﺃﻥ ﺣﺪﺩﻧﺎ ﺳﻴﺎﻕ ﺩﺭﺍﺳﺘﻨﺎ‪ ،‬ﻗﻤﻨﺎ ﺑﺘﺤﺪﻳﺪ ﺍﻹﻃﺎﺭ ﺍﻟﻨﻈﺮﻱ ﻭﺍﻟﻤﺸﻜﻠﺔ‪،‬‬
‫ﺍﻟﻤﺨﺎﻃﺮﺍﻟﺘﻲ ﻗﺪ ﺗﺆﺩﻱ ﺇﻟﻰ ﺍﻟﻔﺸﻞ‪ .‬ﻭﻫﻨﺎﻙ ﻃﺮﻳﻘﺔ ﻹﻧﺸﺎء ﻣﺜﻞ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ‪،‬‬ ‫ﺭﻭﻥﻭﻛﺬﻟﻚﺍﻟﺨﺼﻮﺻﻴﺎﺕ ﺍﻟﺘﻲ ﺗﻬﺪﻑ ﺇﻟﻰ ﺇﻇﻬﺎﺭ ﺃﺻﺎﻟﺔ ﻣﻘﺘﺮﺣﻨﺎ‪ .‬ﻭﻫﺬﺍ ﺳﻴﻘﻮﺩﻧﺎ‬
‫ﻭﺍﻟﺘﻲﻧﻮﺿﺤﻬﺎ ﻓﻲ ﺍﻟﻔﻘﺮﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ‪.‬‬ ‫‪sp‬ﺇﻟﻰﺗﻘﺪﻳﻢ ﺍﻟﺠﻬﺎﺯ ﺍﻟﻤﺒﻨﻲ ﻭﺍﻟﺬﻱ ﻳﺼﺒﺢ ﺃﺳﺎﺳﺎً ﻟﻌﺮﺽ ﺩﺭﺍﺳﺔ ﺗﺠﺮﻳﺒﻴﺔ‪ .‬ﻭﺑﻌﺪ‬
‫ﺗﻴﻮ ﺫﻟﻚ‪،‬ﻓﺈﻥ ﺍﺳﺘﻐﻼﻝ ﺍﻟﻤﻼﺣﻈﺎﺕ ﺍﻟﺘﻲ ﺗﻢ ﺟﻤﻌﻬﺎ ﺳﻴﺴﻤﺢ ﻟﻨﺎ ﺑﺘﻔﺴﻴﺮ ﺑﻌﺾ‬
‫ﺑﺎﻟﻨﺴﺒﺔﻟﻨﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮﺍﻟﺨﺎﻣﺲﻫﻲﺍﻟﻰﺗﻮﻗﻌﻲﺱﺍﺳﺘﺮﺍﺗﻴﺠﻲﺃﻧﺎﺫﻛﺎء ﺿﺪ‬ ‫ﺳﺮ ﺍﻟﻨﺘﺎﺋﺞ‪.‬ﻭﺳﻨﻘﺘﺮﺡ ﺃﻳﻀﺎً ﺑﻌﺾ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﻭﺍﻟﻤﺘﺎﺑﻌﺎﺕ ﺍﻟﻤﺨﻄﻂ ﻟﻬﺎ‪.‬‬
‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔﺍﻻﺑﺘﻜﺎﺭ ‪omics‬‬

‫ﺍﻟﺠﻤﺎﻋﻴﺔ)‪ ،(VAS-IC‬ﻭﻫﻮ ﻣﻔﻬﻮﻡ ﺧﺎﺹ ﺑﻔﺮﻳﻖ ﺍﻟﺒﺤﺚ ﻟﺪﻳﻨﺎ‪ .‬ﺗﺠﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ‬ ‫ﻓﻲ‬
‫ﺃﻧﻨﺎﻧﺘﺤﺪﺙ ﻋﻦ ﻣﻔﻬﻮﻡ “ﺍﻟﺮﺻﺪ ﺍﻻﺳﺘﺒﺎﻗﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ – ﺍﻟﺬﻛﺎء ﺍﻟﺠﻤﺎﻋﻲ”‬ ‫ﻟﻜﻞ‬
‫ﻭﻟﻴﺲ“‪ ،CI، BI‬ﺍﻟﻤﺴﺢ … ﺃﻭ ﺍﻟﻤﺮﺍﻗﺒﺔ ﺑﺸﻜﻞ ﻋﺎﻡ” )ﺟﺎﻧﻴﺴﻴﻚ‪-‬ﻣﻮﻧﻴﺰ‪.(2004 ،‬‬ ‫ﻧﻬﺎﻳﺔ‬

‫‪ .1‬ﺧﺼﻮﺻﻴﺔﺳﻴﺎﻕ ﺩﺭﺍﺳﺘﻨﺎ‬
‫‪.2‬ﻣﺠﺎﻝ ﺍﻟﺒﺤﺚ‪:‬‬
‫ﺍﻟﺮﺻﺪﺍﻻﺳﺘﺒﺎﻗﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﻻ ﻧﺤﻦﻧﻌﻄﻲ ﺍﻷﻭﻟﻮﻳﺔ ﻟﻨﻮﻉ ﻣﻌﻴﻦ ﻣﻦ ﺍﻷﻋﻤﺎﻝ ﻣﻊ ﺍﻟﺨﺼﺎﺋﺺ‪1‬ﺍﻟﺘﺎﻟﻲ‪:‬‬

‫‪-‬ﺍﻟﺬﻛﺎء ﺍﻟﺠﻤﺎﻋﻲ‬
‫ﺗﻴﺮﻱ‬
‫‪-‬ﺡ ﻛﺜﺎﻓﺔﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﻤﻌﺮﻓﺔ )ﺑﻮﻣﺎﺭ‪(2002 ،‬؛ ﺗﺴﻮﻳﻖ ﺃﺩﻭﺍﺕ ﻭﺃﺩﻭﺍﺕ ﻣﺼﻤﻤﺔ‬
‫ﻭﻣﻦﺃﺟﻞ ﺗﺤﺪﻳﺪ ﻣﺠﺎﻝ ﺑﺤﺜﻨﺎ‪ ،‬ﻧﺴﺘﺨﺪﻡ ﺗﻌﺮﻳﻒ “ﺍﻟﺮﺻﺪ ﺍﻻﺳﺘﺒﺎﻗﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺧﺼﻴﺼﺎًﻭﻛﺜﻴﻔﺔ ﺍﻟﻤﻌﺮﻓﺔ؛‬ ‫‪ -‬ﺿﺪ‬
‫– ﺍﻟﺬﻛﺎء ﺍﻟﺠﻤﺎﻋﻲ” ﺍﻟﺬﻱ ﺍﻗﺘﺮﺣﻪ ﻟﻴﺴﻜﺎ )‪) (2003‬ﺗﻢ ﺗﻌﺪﻳﻞ ﺍﻟﺘﻌﺮﻳﻒ ﺍﻷﻭﻟﻲ ﻣﻦ‬ ‫ﺿﺪ‬
‫ﻋﺎﻡ‪ 1994‬ﻻﺣﻘﺎً‪ ،‬ﺑﻨﺎء ًﻋﻠﻰ ﺭﺩﻭﺩ ﺍﻟﻔﻌﻞ(‪“ :‬ﺍﻟﻤﺮﺍﻗﺒﺔ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪ -‬ﺿﺪ‬
‫ﻣﺤﺎﻃﺔﺑﺘﻘﻨﻴﺎﺕ ﻣﻌﻠﻮﻣﺎﺕ ﺳﺮﻳﻌﺔ ﺍﻟﺘﻄﻮﺭ‪ :‬ﺩﺭﺟﺔ ﻋﺎﻟﻴﺔ ﻣﻦ ﻋﺪﻡ ﺍﻟﻴﻘﻴﻦ‬
‫‪-‬ﺍﻟﺬﻛﺎء ﺍﻟﺠﻤﺎﻋﻲ )‪ (VAS-IC‬ﻫﻲ ﻋﻤﻠﻴﺔ ﺟﻤﺎﻋﻴﺔ ﻭﺍﺳﺘﺒﺎﻗﻴﺔ ﻭﻣﺴﺘﻤﺮﺓ‬ ‫ﺹ‬
‫)‪(Daft and Weick, 1984‬؛ ﻣﺒﺘﻜﺮ )ﻫﻴﻐﻴﻨﺰ‪(1996 ،‬؛‬
‫ﻳﻘﻮﻡﻣﻦ ﺧﻼﻟﻬﺎ ﺃﻋﻀﺎء ﺍﻟﺸﺮﻛﺔ ﺑﺘﺘﺒﻊ )ﺍﻹﺩﺭﺍﻙ ﻭﺍﻻﺧﺘﻴﺎﺭ(‪ ،‬ﺑﻄﺮﻳﻘﺔ‬ ‫‪-‬ﺃﻧﺎ‬
‫ﻃﻮﻋﻴﺔ‪،‬ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺒﻴﺌﺘﻬﻢ ﺍﻟﺨﺎﺭﺟﻴﺔ‬ ‫‪-‬ﺩ ﺣﺮﻳﺺﻋﻠﻰ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺑﺴﺮﻋﺔ ﻟﻠﻄﻠﺒﺎﺕ ﺍﻟﺼﺮﻳﺤﺔ ﺃﻭ ﺍﻟﻤﺘﻮﻗﻌﺔ؛‬
‫ﻭﺍﻟﺘﻐﻴﻴﺮﺍﺕﺍﻟﺘﻲ ﻗﺪ ﺗﺤﺪﺙ ﺗﺤﺪﺙ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻻﺿﻄﺮﺍﺑﺎﺕ( ﺑﻬﺪﻑ‬ ‫ﺹ‬
‫ﺧﻠﻖﻓﺮﺹ ﻋﻤﻞ‪ ،‬ﻭﺍﻻﺑﺘﻜﺎﺭ‪ ،‬ﻭﺍﻟﺘﻜﻴﻒ ﻣﻊ ﺍﻟﺘﻐﻴﺮﺍﺕ ﻓﻲ ﺍﻟﺒﻴﺌﺔ‪ ،‬ﻭﺗﺠﻨﺐ‬ ‫‪-‬ﺩ ﺣﺮﻳﺼﺔﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺟﻮﺩﺓ ﺍﻟﺨﺪﻣﺔ ﺍﻟﻤﻘﺪﻣﺔ؛ ﺍﺳﺘﺒﺎﻗﻴﺔ ﺗﺠﺎﻩ ﺍﻟﺒﻴﺌﺔ ﻭﻣﻨﻔﺘﺤﺔ‬
‫ﺍﻟﻤﻔﺎﺟﺂﺕﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻏﻴﺮ ﺍﻟﺴﺎﺭﺓ‪ ،‬ﻭﺗﻘﻠﻴﻞ ﺍﻟﻤﺨﺎﻃﺮ ﻭﻋﺪﻡ ﺍﻟﻴﻘﻴﻦ‬ ‫‪-‬ﺹﻋﻠﻰﺍﻟﻤﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ؛‬
‫ﺑﺸﻜﻞﻋﺎﻡ‪.‬ﺍﻟﻬﺪﻑ ﻣﻦ ‪ VAS-IC‬ﻫﻮ ﺗﻤﻜﻴﻦ ﺍﻟﻌﻤﻞ ﺑﺴﺮﻋﺔ‪ ،‬ﻓﻲ ﺍﻟﻮﻗﺖ‬ ‫ﻝ'‬
‫ﺍﻟﻤﻨﺎﺳﺐﻭﺑﺄﻗﻞ ﺗﻜﻠﻔﺔ‪ ،‬ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺬﻛﺎء ﺍﻟﺠﻤﺎﻋﻲ ﻟﻠﺸﺮﻛﺎﺕ‪.‬‬ ‫‪-‬ﺩ ﺣﺮﻳﺺﻋﻠﻰ ﺃﻥ ﻳﻜﻮﻥ ﻓﻲ ﺗﻔﺎﻋﻞ ﻣﺴﺘﻤﺮ ﻣﻊ ﺳﻮﻗﻪ ﻭﻳﺴﺎﻋﺪ ﻓﻲ ﻇﻬﻮﺭ‬
‫ﻩ ﺳﻮﻗﻪ‪:‬ﺍﻟﺘﻨﻘﻴﺐ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻣﺎﻳﻠﺰ ﻭﺳﻨﻮ‪(1978 ،‬؛‬
‫)‬
‫‪ -‬ﺿﺪ‬
‫ﺗﺮﻛﺰﻋﻠﻰ ﻧﻘﻞ ﺍﻟﻤﻌﺮﻓﺔ "ﻛﻴﻔﻴﺔ ﺍﻟﻘﻴﺎﻡ" )ﺍﻟﻜﺴﺐ(‪.‬‬
‫ﻝ‬
‫ﺍﻝ ﻳﺘﻌﻴﻦﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﺗﺘﻤﺘﻊ ﺑﻤﺜﻞ ﻫﺬﻩ ﺍﻟﺨﺼﺎﺋﺺ ﺃﻥ ﺗﻬﺘﻢ ﺑﻨﻮﻉ‬
‫ﻝ ﻣﻌﻴﻦﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺃﻥ ﺗﻤﻜﻨﻬﺎ ﻣﻦ ﺍﻻﺳﺘﻌﺪﺍﺩ ﻟﻮﺻﻮﻝ ﻣﺨﺎﻃﺮ‬
‫ﻫﻢ ﺟﺪﻳﺪﺓﻭﻓﺮﺹ ﺟﺪﻳﺪﺓ ﺃﻳﻀﺎً‪ .‬ﻭﺑﺎﻟﺘﺎﻟﻲ ﺗﺴﺘﻄﻴﻊ ﺍﻟﺸﺮﻛﺎﺕ ﻣﻦ ﺧﻼﻝ ﺍﻟﻨﻈﺎﻡ‬
‫ﻟﻲ ﺍﻟﻤﻨﺎﺳﺐﺍﻛﺘﺸﺎﻑ ﺍﻟﺠﺪﻳﺪ‬
‫‪.1‬ﻻ ﻧﺴﻌﻰ ﻟﺒﻴﺎﻥ ﺧﺼﺎﺋﺼﻪ ﻭﻟﻜﻨﻨﺎ ﻧﻌﺘﺒﺮﻫﺎ ﻣﺴﻠﻤﺎﺕ‪.‬‬ ‫ﺩﻭﻱ‬
‫ﻣﻊﺣﺮﺍﺳﺔ ﺿﺪ ﻣﻤﻜﻦ ‪portunities‬‬
‫ﻣﺮﺟﻊﺳﺎﺑﻖ‬

‫ﺱﺮ‬
‫ﺧﻠﻒﺇﻳ‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﺑﺘﺎﺭﻳﺦ ‪ 11/06/2023‬ﻣﻦ (‪www.cairn.info )IP: 129.45.98.37‬‬
‫‪21‬‬ ‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬

‫‪.3‬ﻃﺮﻳﻘﺔ ﻟﻴﺴﻜﺎﻧﻴﻨﺞ‬ ‫ﺧﺼﺎﺋﺺ‪:VAS-IC‬ﻓﻲ ‪ VAS-IC‬ﻧﺘﺤﺪﺙ ﻋﻦ ﺷﺮﻛﺔ ﺗﻬﺘﻢ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‬

‫ﺑﺒﻴﺌﺘﻬﺎ‪،‬ﻭﺗﺘﺘﺒﻊ ﺑﺸﻜﻞ ﺍﺳﺘﺒﺎﻗﻲ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ‪ .‬ﺑﺎﻟﻤﻘﺎﺭﻧﺔ ﻣﻊ ﺍﻟﻄﺮﻕ‬
‫ﻻﺗﻮﺟﺪ ﻋﻤﻠﻴﺔ ‪ VAS-IC‬ﺗﻠﻘﺎﺋﻴﺎً ﻓﻲ ﺍﻟﺸﺮﻛﺔ )‪ .(LescaN, 1999‬ﻭﻳﻨﺘﺞ ﻋﻦ ﻗﺮﺍﺭ‬ ‫ﺍﻷﺧﺮﻯ‪،‬ﻳﺨﺘﻠﻒ ‪ VAS-IC‬ﻓﻲ ﺍﻟﺨﺼﺎﺋﺺ ﺍﻟﻤﻮﺿﺤﺔ ﺃﺩﻧﺎﻩ‪.‬‬
‫ﺻﺮﻳﺢﻭﺇﺭﺍﺩﺓ ﺍﻟﻤﺪﻳﺮﻳﻦ‪ .‬ﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﺑﻤﺠﺮﺩ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ ﺑﺸﺄﻥ ﻫﺬﻩ‬
‫ﺍﻟﻌﻤﻠﻴﺔ‪،‬ﻳﺠﺐ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺃﻥ ﻳﺘﻢ ﺗﻨﻈﻴﻤﻬﺎ ﺩﺍﺧﻞ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻳﺘﻄﻠﺐ ﺗﻨﻈﻴﻢ ﻫﺬﻩ‬
‫ﺍﻟﻌﻤﻠﻴﺔﻣﻨﻬﺠﻴﺔ ﻣﻨﺎﺳﺒﺔ ﻗﺎﺑﻠﺔ ﻟﻠﺘﻜﻴﻒ ﻣﻊ ﺧﺼﻮﺻﻴﺎﺕ ﻛﻞ ﺷﺮﻛﺔ‪ .‬ﻗﺎﻡ ﻓﺮﻳﻖ‬ ‫• ﻧﻈﺎﻡﺍﻟﻤﻌﻠﻮﻣﺎﺕ "ﺍﻟﻤﻘﻠﻮﺏ" ‪ )Le Moigne، 1979(.:‬ﺍﻟﺘﻲ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ‬
‫ﺍﻟﺒﺤﺚﻟﺪﻳﻨﺎ ﺑﺒﻨﺎء ﻃﺮﻳﻘﺔ ﺗﺪﺭﻳﺠﻴﺎً ﻭﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺻﺤﺘﻬﺎ ﻋﺪﺩﺍً ﻛﺒﻴﺮﺍً ﺟﺪﺍً ﻣﻦ‬ ‫ﺃﻥﺗﺜﻴﺮ ﺃﺳﺌﻠﺔ ﻣﻦ ﺷﺄﻧﻬﺎ ﺃﻥ ﺗﺘﺤﺪﻯ ﺍﻟﻤﺪﻳﺮ‪ .‬ﺑﺎﻟﻨﺴﺒﺔ ﻟﻨﺎ‪ ،‬ﻓﺈﻥ ﺍﻷﻣﺮ ﻳﺘﻌﻠﻖ ﺇﺫﻥ‬
‫ﺍﻟﻤﺮﺍﺕ‬ ‫ﺑﺎﺗﺨﺎﺫﻗﺮﺍﺭ ﺑﺸﺄﻥ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﺆﺩﻱ ﺑﻌﺪ ﺫﻟﻚ ﺇﻟﻰ‬
‫ﺍﺗﺨﺎﺫﻗﺮﺍﺭ ﻣﺤﺘﻤﻞ‪ ،‬ﻭﻟﻴﺲ ﺇﺑﻼﻍ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺬﻱ ﺗﻤﺖ ﺻﻴﺎﻏﺘﻪ ﺑﺎﻟﻔﻌﻞ ‪،‬‬
‫(‪ )Marmuse, 1992‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﺎﻷﻣﺮ ﻻ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺒﺤﺚ ﻋﻦ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻟﻤﻨﻄﻖﺍﻟﺬﻱ ﻳﺴﺎﻋﺪ ﻋﻠﻰ ﺇﻧﺸﺎء ﻣﺜﻞ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻭﺍﻟﺬﻱ ﻧﺴﻤﻴﻪ‬ ‫ﻟﻺﺟﺎﺑﺔﻋﻠﻰ ﺍﻷﺳﺌﻠﺔ ﺍﻟﻤﻄﺮﻭﺣﺔ ﻣﺴﺒﻘﺎً‪ ،‬ﻷﻧﻪ ﻟﻴﺲ ﻟﺪﻳﻨﺎ ﻣﺸﻜﻠﺔ ﻣﺤﺪﺩﺓ‬
‫ﻃﺮﻳﻘﺔﺟﻨﻴﻪﻳﺘﻢ ﺍﻟﻤﺴﺢ‪.‬‬ ‫ﻣﺴﺒﻘﺎً)ﺳﻴﻤﻮﻥ(‪ .‬ﺇﻥ ﻣﻌﻨﺎﻧﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫‪ )Reix, 2000:81(.‬ﻫﻮ ﻧﻈﺎﻡ ﻟﺪﻋﻢ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﻣﻦ ﺑﻴﻦ ﺍﻷﻧﻈﻤﺔ ﺍﻟﺘﻲ ﺗﻬﺪﻑ ﺇﻟﻰ‬
‫ﺗﻮﻓﻴﺮﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻟﺼﺎﻧﻌﻲ ﺍﻟﻘﺮﺍﺭ ﻭﻣﺴﺎﻋﺪﺗﻬﻢ ﻓﻲ ﻋﻤﻠﻴﺔ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ‪VAS-IC‬‬

‫• ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪:‬ﻛﻠﻤﺔﺍﺳﺘﺮﺍﺗﻴﺠﻲﺇﺫﺍ ﺗﻢ ﺗﻄﺒﻴﻘﻪ ﻋﻠﻰ ﻗﺮﺍﺭ ﻣﺎ‪ ،‬ﻓﻬﺬﺍ ﻳﻌﻨﻲ ﺃﻥ‬

‫ﻫﺬﺍﺍﻟﻘﺮﺍﺭ ﻟﻴﺲ ﻣﺘﻜﺮﺭﺍً‪ ،‬ﻭﻟﻜﻦ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﺆﺩﻱ ﺇﻟﻰ ﻋﻮﺍﻗﺐ ﻭﺧﻴﻤﺔ‬

‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﻳﻤﻜﻦﺃﻥ ﺗﺪﻋﻮ ﺇﻟﻰ ﺍﻟﺘﺸﻜﻴﻚ ﻓﻲ ﺍﺳﺘﺪﺍﻣﺔ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻭﻳﺘﻢ ﺍﺗﺨﺎﺫ ﻫﺬﺍ ﺍﻟﻘﺮﺍﺭ ﻓﻲ‬
‫ﺣﺎﻟﺔﻣﻦ ﻋﺪﻡ ﺍﻟﻴﻘﻴﻦ‪ .‬ﻓﻲ ‪ VAS-IC‬ﻳﺘﻢ ﺍﺳﺘﺨﺪﺍﻡ ﻛﻠﻤﺔ "ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ" ﻟﻺﺷﺎﺭﺓ‬
‫ﺇﻟﻰﺃﻥ ﻣﻬﻤﺘﻬﺎ ﻫﻲ ﺗﺰﻭﻳﺪ ﺻﻨﺎﻉ ﺍﻟﻘﺮﺍﺭ ﺑﻤﻌﻠﻮﻣﺎﺕ ﻣﻔﻴﺪﺓ ﻓﻲ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ‬
‫ﺍﻟﻤﻮﺍﻗﻒ‪.‬ﻭﻳﺸﺎﺭ ﺃﺣﻴﺎﻧﺎً ﺇﻟﻰ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻧﻬﺎ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪،‬ﻟﻜﻨﻨﺎ ﻧﺘﺤﺪﺙ ﺑﺎﻷﺣﺮﻯ ﻋﻦ ﻣﻌﻠﻮﻣﺎﺕ ﺍﺳﺘﺒﺎﻗﻴﺔ‪.‬‬

‫ﺍﻟﺸﻜﻞ‪ :2‬ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﻤﺮﺟﻌﻲ ﻷﺳﻠﻮﺏ ﻟﻴﺴﻜﺎﻧﻴﻨﺞ‬

‫• ﻣﻌﻠﻮﻣﺎﺕﺍﺳﺘﺒﺎﻗﻴﺔ‪:‬ﻳﺘﻢ ﺇﻋﻼﻥ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﺳﺘﺒﺎﻗﻴﺔ ﻋﻨﺪ ﺍﻻﻧﺘﻬﺎء ﻣﻦ‬
‫ﻃﺮﻳﻘﺔﺟﻨﻴﻪﻳﺘﻢ ﺍﻟﻤﺴﺢﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﻤﺮﺍﺣﻞ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻟﻌﻤﻠﻴﺔ ﺍﻟﺮﺻﺪ‬ ‫ﻣﻨﻄﻖﻣﻌﻴﻦ ﻗﻤﻨﺎ ﺑﻪ؛ ﺇﻧﻬﺎ ﻣﻌﻠﻮﻣﺎﺕ ﻳﻘﻮﺩﻧﺎ ﺗﻔﺴﻴﺮﻫﺎ ﺇﻟﻰ ﺍﻻﻋﺘﻘﺎﺩ ﺑﺈﻣﻜﺎﻧﻴﺔ‬
‫ﺍﻻﺳﺘﺒﺎﻗﻲﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ .‬ﻭﻳﺘﻀﻤﻦ ﺣﻮﺍﻟﻲ ﻋﺸﺮ ﻣﺮﺍﺣﻞ )ﺗﺮﺳﻴﻢ ﺍﻟﺤﺪﻭﺩ‪،‬‬ ‫ﺣﺪﻭﺙﺣﺪﺙ ﻓﻲ ﺑﻴﺌﺘﻨﺎ ﻗﺪ ﻳﻜﻮﻥ ﻟﻪ ﺃﻫﻤﻴﺔ ﻛﺒﻴﺮﺓ ﻟﺸﺮﻛﺘﻨﺎ‪.‬‬
‫ﻭﺍﻻﺳﺘﻬﺪﺍﻑ‪،‬ﻭﺍﻟﺘﺘﺒﻊ‪ ،‬ﻭﺍﻻﺧﺘﻴﺎﺭ‪ ،‬ﻭﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﺮﺍﺟﻌﺔ‪ ،‬ﻭﺍﻟﺬﻛﺮﻳﺎﺕ‪ ،‬ﻭﺍﻹﺑﺪﺍﻉ‬
‫ﺍﻟﺠﻤﺎﻋﻲﻟﻠﻤﻌﻨﻰ‪ ،‬ﻭﺍﻟﻨﺸﺮ‪ ،‬ﻭﺍﻟﺮﺳﻮﻡ ﺍﻟﻤﺘﺤﺮﻛﺔ( ﻗﺎﺑﻠﺔ ﻟﻠﺘﻜﻴﻒ ﻣﻊ ﺧﺼﻮﺻﻴﺎﺕ‬
‫ﺍﻟﺸﺮﻛﺎﺕ‪.‬ﺗﻢ ﺍﺳﺘﻐﻼﻝ ﻛﻞ ﻣﺮﺣﻠﺔ ﻣﻦ ﺍﻟﻤﺮﺍﺣﻞ ﺑﺎﻟﻄﺮﻕ )‪-strategique.org‬‬
‫‪.(http://www.veille‬‬ ‫• ﺑﻴﺌﺔ ‪:‬ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻧﺘﺤﺪﺙ ﻋﻨﻬﺎ ﺗﺘﻌﻠﻖ ﺑﺎﻟﺒﻴﺌﺔ ﺍﻟﺨﺎﺭﺟﻴﺔ‪ ،‬ﻭﻫﻲ ﺑﺎﻟﻨﺴﺒﺔ‬
‫ﻟﻨﺎﻟﻴﺴﺖ ﻣﻔﻬﻮﻣﺎً ﻣﺠﺮﺩﺍً‪ .‬ﻭﻫﻲ ﻣﻜﻮﻧﺔ ﻣﻦ ﺟﻬﺎﺕ ﻓﺎﻋﻠﺔ ﻧﺸﻄﺔ )ﺍﻟﻤﻨﺎﻓﺴﻮﻥ‬
‫ﻭﺍﻟﻌﻤﻼءﻭﺍﻟﻤﻮﺭﺩﻳﻦ ﻭﺍﻟﺸﺮﻛﺎء ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ(‪.‬‬

‫‪.3.1‬ﺗﺘﺒﻊ ﺍﻟﺘﺮﻛﻴﺰ‬
‫• ﺍﻟﻨﻬﺞﺍﻻﺳﺘﺒﺎﻗﻲ ﺃﻭ ﺍﻟﺘﻄﻮﻋﻲ‪:‬ﺇﻧﻪ ﻋﻤﻞ ﺗﻄﻮﻋﻲ‪ ،‬ﻓﻀﻮﻝ ﻧﺸﻂ‪ ،‬ﻳﺘﻄﻠﺐ ﻣﻨﺎ‬
‫ﺗﺮﻛﻴﺰﻧﺎﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑـ ‪LE‬ﻳﺘﻢ ﺍﻟﻤﺴﺢﻫﻮ ﺍﻟﺘﺘﺒﻊ‪ ،‬ﻭﻫﻮ ﻋﻤﻠﻴﺔ ﻃﻮﻋﻴﺔ ﻭﺍﺳﺘﺒﺎﻗﻴﺔ‬ ‫ﺍﻟﺒﺤﺚﻋﻦ ﻣﻌﻠﻮﻣﺎﺕ ﺍﺳﺘﺒﺎﻗﻴﺔ ﻣﻦ ﺧﻼﻝ ﻓﺘﺢ ﺃﻋﻴﻨﻨﺎ ﻭﺁﺫﺍﻧﻨﺎ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ‬
‫ﻳﺤﺼﻞﻣﻦ ﺧﻼﻟﻬﺎ ﺃﻋﻀﺎء ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ ﺍﺳﺘﺒﺎﻗﻴﺔ ﺃﻭ ﻳﻨﺘﺠﻮﻧﻬﺎ ﺃﻭ‬ ‫ﻭﺗﻨﺸﻴﻂﺟﻤﻴﻊ ﺍﻟﺤﻮﺍﺱ ﺍﻷﺧﺮﻯ‪ .‬ﻓﻲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ﻳﺘﻌﻴﻦ ﻋﻠﻴﻚ ﺗﻮﻟﻴﺪ‬
‫ﻳﺴﺘﻔﺰﻭﻧﻬﺎﺃﻭ ﻳﻘﺪﻣﻮﻧﻬﺎ )‪.(Lesca, 2003‬‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪.‬‬

‫• ﺍﻟﺬﻛﺎءﺍﻟﺠﻤﺎﻋﻲ ‪:‬ﺇﻧﻪ ﺫﻛﺎء ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻷﻓﺮﺍﺩ‪ ،‬ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﺍﻟﻌﻼﻣﺎﺕ‬

‫ﻛﻠﻤﺔﺍﻟﻤﻄﺎﺭﺩﺓﻳﻌﻨﻲ ﺃﻥ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻷﻛﺜﺮ ﺇﺛﺎﺭﺓ ﻟﻼﻫﺘﻤﺎﻡ ﻻ ﺗﺄﺗﻲ ﺇﻟﻴﻨﺎ ﻣﻦ ﺗﻠﻘﺎء‬
‫ﻧﻔﺴﻬﺎ‪.‬ﻋﻠﻰ ﺍﻟﻌﻜﺲ ﻣﻦ ﺫﻟﻚ‪ ،‬ﻟﻜﻲ ﻧﺪﺭﻛﻬﺎ ﻋﻨﺪﻣﺎ ﻻ ﺗﻜﻮﻥ ﻭﺍﺿﺤﺔ ﺗﻠﻘﺎﺋﻴﺎً‪،‬‬
‫ﻳﺠﺐﻋﻠﻰ ﺍﻟﻤﺮء ﺃﻥ ﻳﺒﺬﻝ ﺟﻬﺪﺍً ﻟﺘﻮﻗﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ )ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ‬
‫ﻗﺎﻧﻮﻧﻴﺎً( ﻭ‪/‬ﺃﻭ ﺇﺛﺎﺭﺓ ﺗﻠﻚ ﺍﻟﺘﻲ ﻻ ﻭﺟﻮﺩ ﻟﻬﺎ ﻣﺴﺒﻘﺎً‪ ،‬ﻭﺍﻟﺤﻔﺎﻅ ﻋﻠﻰ ﺑﻌﺾ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﺍﻟﻤﻼﺣﻈﺔﻓﻲ ﺍﻟﺒﻴﺌﺔ ﻭﺍﺧﺘﻴﺎﺭﻫﺎ ﻭﺍﺭﺗﺒﺎﻃﻬﺎ ﺑﺨﻠﻖ ﺍﻟﻤﻌﻨﻰ ﻣﻮﺿﻮﻉ ﻋﻤﻞ ﺟﻤﺎﻋﻲ‬
‫ﻳﻜﻮﻥﺧﻼﻟﻪ ﺃﻓﺮﺍﺩ ﺍﻟﻤﺠﻤﻮﻋﺔ ﻓﻲ ﺗﻮﺍﺻﻞ ﻭﺗﻔﺎﻋﻞ ﺑﺠﻤﻴﻊ ﺍﻷﺷﻜﺎﻝ ﺍﻟﻤﻨﺎﺳﺒﺔ‬
‫ﻣﻊﺍﺣﺘﺮﺍﻡ ﻗﻮﺍﻋﺪ ﻣﻌﻴﻨﺔ ﻟﺴﻠﻮﻙ ﺍﻟﻌﻤﻞ ﺍﻟﺠﻤﺎﻋﻲ‪.‬‬

‫ﻣﻨﻬﻢ)ﺟﺎﻧﻴﺴﻴﻚ ﻣﻮﻧﻴﺰ ﻭﻟﻴﺴﻜﺎ‪.(2004 ،‬‬

‫ﺩ ‪osser‬‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﻋﻠﻰ‬
‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪22‬‬

‫ﻗﺒﻞﺃﻥ ﻳﺘﻢ ﺍﻟﻘﺒﺾ ﻋﻠﻴﻪ ﺑﻬﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﺭﺑﻤﺎ ﻟﻢ ﻳﺴﺄﻝ ﺍﻟﻔﺮﺩ ﺃﻱ ﺷﻲء ﺣﻮﻝ‬ ‫ﻻ ﻧﺤﻦﻧﺘﻌﺎﻣﻞ ﻣﻊ ﺍﻟﺼﻴﺪ ﻣﻦ ﻣﻨﻈﻮﺭ ﺟﺪﻳﺪ‪ :‬ﺗﻮﻓﻴﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﻴﺪﺍﻧﻴﺔ ﻣﻦ‬
‫ﻫﺬﺍﺍﻟﻤﻮﺿﻮﻉ ﻷﻧﻪ ﻟﻢ ﻳﺘﻢ ﺇﺛﺎﺭﺓ ﺍﻧﺘﺒﺎﻫﻪ ﺑﻌﺪ‪.‬‬ ‫ﺗﺮﺍ ﺧﻼﻝﺍﺳﺘﻔﺰﺍﺯ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﻤﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ‪ ،‬ﻛﺎﻥ ﺍﻟﺴﺆﺍﻝ‬
‫ﻓﻲ ﺍﻟﺬﻱﻛﺎﻥ ﻓﻲ ﺃﺻﻞ ﻫﺬﺍ ﺍﻟﻌﻤﻞ ﻫﻮ‪" :‬ﻣﺎ ﻫﻲ ﺍﻻﺳﺘﻔﺎﺩﺓ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ‬
‫ﻣﻦﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﻜﻮﻥ ﺍﻹﺷﺎﺭﺍﺕ ﺍﻟﻀﻌﻴﻔﺔ ﻣﻔﻴﺪﺓ ﺟﺪﺍً ﻋﻨﺪ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻣﻦ ﻗﺒﻞ‬ ‫ﻝ ﻣﻨﻬﺎﻣﻦ ﺗﻘﻨﻴﺎﺕ ﺍﻟﻮﻳﺐ ﻟـ ‪ ،VAS-IC‬ﺑﻬﺪﻑ ﺇﺿﺎﻓﺔ ﺧﺒﺮﺓ ﺇﺿﺎﻓﻴﺔ ﺇﻟﻰ ﻃﺮﻳﻘﺔ‬
‫ﺍﻟﻘﺎﺩﺓﺍﻟﻤﺴﺘﻌﺪﻳﻦ ﺫﻭﻱ ﺍﻷﺳﻠﻮﺏ ﺍﻟﻤﻌﺮﻓﻲ ﺍﻟﻤﻨﺎﺳﺐ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﺤﺘﻮﻱ ﻫﺬﺍ‬ ‫‪LE‬ﻳﺘﻢ ﺍﻟﻤﺴﺢ‪ ،‬ﻭﺧﺎﺻﺔ ﻟﺘﺘﺒﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ‪ .‬ﻟﻦ ﻧﺆﻛﺪ ﺃﻥ ﺍﻟﻤﻌﺮﻓﺔ‬ ‫ﺳﺠﻞ‬
‫ﺍﻟﻨﻮﻉﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺑﺪﺍﻳﺎﺕ ﺍﻟﺘﻤﺰﻗﺎﺕ ﺫﺍﺕ ﺍﻵﺛﺎﺭ ﺍﻟﻜﺒﻴﺮﺓ‪ .‬ﻭﻫﻲ ﺗﺴﻠﻂ‬ ‫ﺍﻟﺘﻲﻧﻘﺪﻣﻬﺎ ﻟﻬﺎ ﻃﺎﺑﻊ "ﻋﺎﻟﻤﻲ"‪ .‬ﻭﻟﻜﻮﻧﻪ ﺑﺤﺜﺎً ﺍﺳﺘﻜﺸﺎﻓﻴﺎً‪ ،‬ﻓﺈﻥ ﻧﺘﺎﺋﺠﻪ ﻟﻦ‬

‫‪ 11/06/2023‬ﻋﻠﻰ (‪www.cairn.info )IP: 129.45.98.37‬‬

‫ﺧﺪﻣﺔﻣﺎ ﺑﻌﺪ ﺍﻟﺒﻴﻊ‬

‫ﺍﻟﻀﻮءﻋﻠﻰ ﻧﻮﺍﻳﺎ ﺍﻟﺠﻬﺎﺕ ﺍﻟﻔﺎﻋﻠﺔ ﺍﻟﺨﺎﺭﺟﻴﺔ ﺫﺍﺕ ﺍﻟﺼﻠﺔ‪ ،‬ﻛﻤﺎ ﻛﺘﺐ ﻧﺎﺭﺷﺎﻝ )‬ ‫ﻻ ﺗﻜﻮﻥﻗﺎﺑﻠﺔ ﻟﻠﺘﻌﻤﻴﻢ ﺃﻳﻀﺎً‪ .‬ﺇﻧﻬﺎ ﻣﻌﺮﻓﺔ ﻣﺸﺮﻭﻃﺔ‬
‫‪ (1987‬ﺃﻭ ﺍﻟﺼﺎﻭﻱ ﻭﺁﺧﺮﻭﻥ )‪ ،(1988‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪.‬‬ ‫ﻻ‬
‫ﻟﺬﺍ‬
‫ﻷﻥ‬
‫ﻭﻣﻊﺫﻟﻚ‪ ،‬ﺃﻇﻬﺮ ﻟﻴﺴﻜﺎ )‪ (2001‬ﺃﻥ ﻋﺒﺎﺭﺓ "ﺍﻹﺷﺎﺭﺍﺕ ﺍﻟﻀﻌﻴﻔﺔ" ﺃﺳﻲء ﻓﻬﻤﻬﺎ‬ ‫ﻣﺴﻦ‬
‫ﻣﻦﻗﺒﻞ ﻣﻌﻈﻢ ﺍﻟﻤﺪﻳﺮﻳﻦ‪ ،‬ﺑﺴﺒﺐ ﺻﻔﺔ "ﺍﻹﺷﺎﺭﺍﺕ ﺍﻟﻀﻌﻴﻔﺔ"‪ ."2‬ﻭﻳﺘﺤﺪﺙ‬ ‫‪ cer‬ﺑﻌﺾﺍﻟﺸﺮﻭﻁ ﺍﻟﺘﻲ ﺳﻮﻑ ﻧﺤﺪﺩﻫﺎ‪.‬‬
‫ﻟﻴﺴﻜﺎﻭﺑﻼﻧﻜﻮ )‪ (2002‬ﺃﻳﻀﺎً ﻋﻦ ﺍﻟﺨﻠﻂ ﺍﻟﻤﺘﻜﺮﺭ ﺑﻴﻦ ﻣﺼﻄﻠﺤﻲ "ﺿﻌﻴﻒ" ﻭ"‬

‫‪.2.3‬ﻳﺠﺐ ﺃﻥ ﺗﻜﻮﻥ ﻣﻨﺘﺒﻬ ًﺎ‬

‫ﻣﺒﻜﺮ"‪ .‬ﻭﻳﻔﺴﺮﻭﻥ ﺫﻟﻚ ﺑﻘﻮﻟﻬﻢ‪:‬‬

‫‪.1‬ﺍﻟﻀﻌﻴﻒ ﻻ ﻳﻌﻨﻲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻣﺒﻜﺮﺍً؛‬ ‫ﻟﻨﻮﻉﻣﻌﻴﻦ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

‫‪.2‬ﺍﻟﻤﺒﻜﺮ ﻻ ﻳﻌﻨﻲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺍﻟﻀﻌﻒ؛‬
‫‪.3‬ﻻ ﻳﺮﺗﺒﻂ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺑﺎﻷﻓﻖ ﺍﻟﺰﻣﻨﻲ ﺑﻞ ﺑﺎﻟﻤﻌﻨﻰ ﻭﺍﻟﻔﺎﺋﺪﺓ…‬ ‫ﻫﻨﺎﻙ‬
‫ﻳﺘﻄﻠﺐﺗﺘﺒﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ ﺳﻴﺎﻕ ‪ VAS-IC‬ﺍﻻﻧﺘﺒﺎﻩ ﺇﻟﻰ ﻧﻮﻉ ﻣﻌﻴﻦ ﻣﻦ‬
‫ﻝ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪:‬ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺸﺎﺭﻛﻴﺔ ﻟﻨﻮﻉ ﺇﺷﺎﺭﺓ ﺃﺻﻞ ﺍﻟﺤﻘﻞ‪.‬‬
‫ﻣﻔﻬﻮﻡﻋﻼﻣﺔ ﺇﻧﺬﺍﺭ ﻣﺒﻜﺮﺗﻢ ﺗﻘﺪﻳﻤﻪ ﺑﻮﺍﺳﻄﺔ )ﻟﻴﺴﻜﺎ‪ .(2001 ،‬ﻫﺬﻩ ﻫﻲ‬ ‫ﻧﻤﻠﺔ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﺘﻲ ﻳﻘﻮﺩﻧﺎ ﺗﻔﺴﻴﺮﻫﺎ ﺇﻟﻰ ﺍﻻﻋﺘﻘﺎﺩ ﺑﺄﻥ ﺣﺪﺛﺎً ﻣﺎ ﻳﻤﻜﻦ ﺃﻥ ﻳﺒﺪﺃ ﻓﻲ‬
‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺑﻴﺌﺘﻨﺎﻭﻗﺪ ﻳﻜﻮﻥ ﺫﺍ ﺃﻫﻤﻴﺔ ﻛﺒﻴﺮﺓ ﻟﺸﺮﻛﺘﻨﺎ‪ .‬ﻏﺎﻟﺒﺎً ﻣﺎ ﻳﻨﺘﺞ ﻋﻦ ﺍﻟﺘﻔﺴﻴﺮ ﺍﻟﺬﻱ ﻳﺘﻢ‬
‫ﺇﺟﺮﺍﺅﻩﻋﻠﻰ ﻋﻼﻣﺔ ﺿﻌﻴﻔﺔ ﻳﺠﺐ ﺑﺎﻟﺘﺎﻟﻲ ﺃﻥ ﻳﺘﻢ ﺍﻟﺘﻘﺎﻃﻬﺎ ﻣﺴﺒﻘﺎً‪.‬‬ ‫‪.2.1.3‬ﻣﻌﻠﻮﻣﺎﺕ ﺍﺳﺘﺒﺎﻗﻴﺔ‬
‫ﻫﺬﺍ ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﺘﻲ ﺗﺴﻤﺢ ﻟﻠﺸﺮﻛﺔ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺴﻴﺮ ﺍﻟﻤﻨﺎﺳﺐ‪ ،‬ﺑﺮﺅﻳﺔ‬
‫ﺗﻐﻴﻴﺮﺍﺕﻣﻌﻴﻨﺔ ﻓﻲ ﺑﻴﺌﺘﻬﺎ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻗﺎﺩﻣﺔ ﻣﻘﺪﻣﺎً‪ ،‬ﺑﻬﺪﻑ‬
‫ﻛﺜﺎﻓﺔﺍﻟﻌﻤﻠﻴﺎﺕ‬

‫ﻟﻠﺤﺼﻮﻝﻋﻠﻰ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ "ﻏﻴﺮ ﺍﻟﻤﻘﺼﻮﺩﺓ" ﺍﻟﻤﺴﺒﻘﺔ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﻔﺘﺮﺽ‬ ‫ﺍﻟﻔﺼﻞ ﺍﻟﺤﺼﻮﻝﻋﻠﻰ ﻣﻴﺰﺓ ﺃﻭ ﺗﺠﻨﺐ ﺍﻟﻤﺨﺎﻃﺮ‪ .‬ﻧﺤﻦ ﻧﻤﻴﺰ ﺑﻴﻦ ﻧﻮﻋﻴﻦ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
‫ﺃﻥﺍﺳﺘﺨﺪﺍﻣﺎً ﻣﻌﻴﻨﺎً ﻟﻠﻤﻮﻗﻊ ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻥ ﻣﻨﺎﺳﺒﺎً‪ .‬ﻭﻫﺬﻩ ﻫﻲ ﺍﻟﻮﺳﻴﻠﺔ ﺍﻟﺘﻲ‬ ‫ﺍﻝ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ‪:‬‬
‫ﻧﺄﻣﻞﺃﻥ ﺗﻜﻮﻥ ﻣﻨﺎﺳﺒﺔ ﻟﺰﻳﺎﺩﺓ "ﺍﻟﻤﺴﺎﺣﺔ ﺍﻟﻬﻮﺍﺋﻴﺔ" ﻟﻠﺸﺮﻛﺔ )ﺃﻭ ﻣﺴﺎﺣﺔ ﺳﻄﺢ‬ ‫ﻳﻘﻮﻝ‬
‫ﺍﻻﻧﺘﺒﺎﻩ( ﺑﻬﺪﻑ ﺍﻟﺘﻘﺎﻁ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ "ﺍﻟﻌﻼﻣﺎﺕ"‪.‬‬ ‫‪ -‬ﻝﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﻤﺤﺘﻤﻠﺔ‪ :‬ﺗﻠﻚ ﺍﻟﺘﻲ ﻟﻬﺎ ﻃﺎﺑﻊ‬
‫" "ﺛﺎﺑﺖ" ﻭﺍﻟﺘﻲ ﺗﻮﻓﺮ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﻘﺪﺭﺍﺕ )ﺃﻭ ﺍﻹﻣﻜﺎﻧﻴﺎﺕ( ﻟﻠﺘﺼﺮﻑ ﻟﺪﻯ‬
‫ﺃﻧﺎ‬
‫ﺍﻟﻤﻤﺜﻞﺍﻟﻤﺴﺘﻬﺪﻑ‪.‬‬
‫‪ -‬ﻝﺍﻹﺷﺎﺭﺍﺕﺍﻟﻀﻌﻴﻔﺔ ﺃﻭ ﻋﻼﻣﺎﺕ ﺍﻹﻧﺬﺍﺭ ﺍﻟﻤﺒﻜﺮ‪ :‬ﻫﺬﻩ ﻣﻌﻠﻮﻣﺎﺕ ﻟﺘﻮﺟﻴﻪ ﺍﻷﻋﻤﺎﻝ‬
‫ﺩ ﻓﻲﺍﻻﺗﺠﺎﻩ ﺍﻟﺼﺤﻴﺢ ﻭﺍﻟﻨﻈﺮ ﺇﻟﻰ ﻣﺎ ﻫﻮ ﺃﺑﻌﺪ ﻣﻦ ﺍﻟﺤﻴﺎﺓ ﺍﻟﻴﻮﻣﻴﺔ‪ .‬ﻭﻳﺮﺗﺒﻂ ﻫﺬﺍ‬
‫‪.3.2.3‬ﺍﻟﻔﺮﻕ ﺑﻴﻦ ﺍﻹﺷﺎﺭﺓ ﻭﺍﻹﺷﺎﺭﺓ‬ ‫ﻩ ﺍﻟﻨﻮﻉﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺑﺎﻟﻤﻬﺎﻡ ﻏﻴﺮ ﺍﻟﻤﺘﻜﺮﺭﺓ ﺍﻟﺘﻲ ﻳﺘﻢ ﺗﻨﻔﻴﺬﻫﺎ ﻓﻲ‬

‫ﻳﺴﺘﺨﺪﻡﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﺆﻟﻔﻴﻦ ﻭﺍﻟﻤﻤﺎﺭﺳﻴﻦ ﺍﻟﻴﻮﻡ ﻣﺼﻄﻠﺤﻲ "ﺍﻹﺷﺎﺭﺓ" ﻭ"‬
‫ﺍﻹﺷﺎﺭﺓ" ﺑﺸﻜﻞ ﻋﺸﻮﺍﺋﻲ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻛﻤﺎ ﻳﻮﺿﺢ ﻟﻴﺴﻜﺎ )‪ ،(2003‬ﻓﺈﻥ ﻛﻠﻤﺔ "‬
‫ﺇﺷﺎﺭﺓ" ﻏﻴﺮ ﻣﻨﺎﺳﺒﺔ ﺇﻟﻰ ﺣﺪ ﻣﺎ‪ ،‬ﻋﻠﻰ ﺍﻷﻗﻞ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻨﺎ‪ ،‬ﻷﻧﻬﺎ ﻳﻤﻜﻦ ﺃﻥ ﺗﻌﻨﻲ‬
‫ﺿﻤﻨﺎﺍﻻﻧﺒﻌﺎﺙ ﺍﻟﻤﺘﻌﻤﺪﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻃﺮﻳﻖ ﺟﻬﺎﺯ ﺍﻹﺭﺳﺎﻝ ﺍﻟﺨﺎﺹ ﺑﻬﺎ‪ .‬ﻳﺘﻢ‬
‫ﺇﺭﺳﺎﻝﺍﻹﺷﺎﺭﺓ )ﺍﻹﺷﺎﺭﺓ( ﻋﻤﺪﺍً ﺇﻟﻰ ﻭﺍﺣﺪ ﺃﻭ ﺃﻛﺜﺮ ﻣﻦ ﺃﺟﻬﺰﺓ ﺍﻻﺳﺘﻘﺒﺎﻝ‬
‫ﺍﻟﻤﺴﺘﻬﺪﻓﺔﺍﻟﺘﻲ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﻜﻮﻥ ﻓﻲ ﻭﺿﻊ ﻳﺴﻤﺢ ﻟﻬﺎ ﺑﺴﻤﺎﻉ ﺍﻹﺷﺎﺭﺓ‪.‬‬
‫ﺗﻬﺪﻑﻧﻮﺍﻳﺎ ﺍﻟﻤﺮﺳﻞ ﺇﻟﻰ ﺇﺛﺎﺭﺓ ﺭﺩ ﻓﻌﻞ ﻳﻤﻜﻦ ﺍﻟﺘﻨﺒﺆ ﺑﻪ ﻟﺪﻯ ﺍﻟﻤﺴﺘﻘﺒﻠﻴﻦ‪ .‬ﺭﺑﻤﺎ‬
‫ﻳﻜﻮﻥﻫﺬﺍ ﻫﻮ ﺍﻟﺴﺒﺐ ﻭﺭﺍء ﺗﻮﻗﻊ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻧﻮﻉ "ﻋﻼﻣﺔ ﺍﻹﻧﺬﺍﺭ‬
‫ﺍﻟﻤﺒﻜﺮ" ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ‪.‬‬
‫ﻧﺎﺕﻳﻘﻆﻭﺣﺴﺎﺱ ﺗﺠﺎﻫﻬﻢ‪ ،‬ﺷﻌﻮﺭﺍً ﺑﺄﻥ ﺷﻴﺌﺎً ﻣﻬﻤﺎً ﻳﺒﺪﻭ ﺃﻧﻪ ﻗﺪ ﺑﺪﺃ ﺃﻭ ﻳﻤﻜﻦ ﺃﻥ‬
‫‪.2‬ﻳﻘﻮﻝ ﺍﻟﻘﺎﺩﺓ ﺃﻧﻬﻢ ﻳﻔﻀﻠﻮﻥ ﺍﻹﺷﺎﺭﺍﺕ "ﺍﻟﻘﻮﻳﺔ"‪ .‬ﺇﻧﻬﻢ ﻳﺠﺪﻭﻥ ﺻﻌﻮﺑﺔ ﻓﻲ ﻓﻬﻢ ﺃﻥ ﺍﻹﺷﺎﺭﺓ ﻳﻤﻜﻦ ﺃﻥ‬
‫ﺗﻜﻮﻥﺿﻌﻴﻔﺔ ﻓﻲ ﻣﻈﻬﺮﻫﺎ ﻭ"ﻗﺎﺑﻠﻴﺔ ﺍﺳﺘﻴﻌﺎﺑﻬﺎ"‪ ،‬ﻭﻟﻜﻨﻬﺎ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﻜﻮﻥ ﻗﻮﻳﺔ ﺟﺪﺍً ﺑﻤﻌﻨﻰ ﺃﻧﻬﺎ‬
‫ﻳﻤﻜﻦﺃﻥ "ﺗﻌﻠﻦ" ﺷﻴﺌﺎً ﻣﻬﻤﺎً ﺟﺪﺍً ﻟﺸﺨﺺ ﻗﺎﺩﺭ ﻋﻠﻰ ﺍﻟﺘﻘﺎﻃﻪ ﻭﺗﻔﺴﻴﺮﻩ )‪. .(Lesca, 2001‬‬
‫ﺳﻴﺎﻕﻋﺪﻡ ﺍﻟﻴﻘﻴﻦ‪ .‬ﻫﺬﺍ ﻫﻮ ﻧﻮﻉ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﺗﺴﺘﺨﺪﻣﻬﺎ ‪،VAS-IC‬‬‫ﺿﺪ‬
‫ﺹ‬
‫ﻭﺍﻟﺘﻲﻳﺘﻢ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻴﻬﺎ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺘﺒﻊ‪ .‬ﻫﺬﺍ ﻫﻮ ﺍﻟﺬﻱ ﻳﻬﻤﻨﺎ‪.‬‬
‫ﺃﻧﺎ‬
‫‪.2.2.3‬ﺇﺷﺎﺭﺓ ﺿﻌﻴﻔﺔ × ﺇﺷﺎﺭﺓ ﺇﻧﺬﺍﺭ ﻣﺒﻜﺮ‬
‫ﻣﻔﻬﻮﻡﺍﻹﺷﺎﺭﺍﺕ ﺍﻟﻀﻌﻴﻔﺔ )ﺇﺷﺎﺭﺍﺕ ﺿﻌﻴﻔﺔ(ﻳﺒﺪﻭ ﺃﻧﻪ ﻣﻦ ﺇﻧﺘﺎﺝ ﺃﻧﺴﻮﻑ )‬ ‫ﻫﻨﺎﻙ‬
‫ﺇﻧﺘﺮ ‪ .(1975‬ﻫﺬﻩ ﻫﻲ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﺜﻴﺮ ﻟﺪﻯ ﺍﻟﻤﺪﻳﺮ ﺍﻟﺬﻱ‬
‫ﺣﺪﺫﺍﺗﻬﺎﻳﺤﺪﺙﻓﻲ ﺑﻴﺌﺔ ﺷﺮﻛﺘﻪ‪ .‬ﻫﺬﺍ ﺍﻹﺣﺴﺎﺱ ﻗﺮﻳﺐ ﻣﻦ ﺍﻟﺤﺪﺱ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻫﻨﺎ‬
‫ﺣﺪﺫﺍﺗﻬﺎﻳﺘﻢﺗﺤﻔﻴﺰ ﺍﻟﺤﺪﺱ ﻣﻦ ﺧﻼﻝ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﺗﻢ ﺇﺩﺭﺍﻛﻬﺎ ﻭﻓﺤﺼﻬﺎ ﺑﻌﻨﺎﻳﺔ‪.‬‬
‫ﺃﻧﺎ ﻳﻠﻌﺐﻫﺬﺍ ﺍﻟﺘﻨﺴﻴﻖ ﺩﻭﺭ ﺍﻟﺘﺤﻔﻴﺰ ﺍﻟﺬﻱ ﻳﺴﺒﺐ ﺍﻟﻨﻘﺮﺓ‪،‬‬
‫ﺗﻴﻮ‬
‫ﺗﻴﻮ‬
‫ﺍﻟﻮﻗﻮﺩﺍﻟﻨﻮﻭﻱ ﺍﻟﻤﺸﻊ‬

‫ﺍﻝ ﺍﺳﺘﺠﻮﺍﺏﻳﺘﺒﻌﻪ ﺗﻔﻜﻴﺮ ﺗﻔﺴﻴﺮﻱ‪.‬‬

‫ﺱﺮ‬
‫ﺧﻠﻒﺇﻳ‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬

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‫ﺍﻟﺸﺮﻛﺔﻭﻟﻜﻦ ﻟﻴﺲ ﻓﻘﻂ‪ ،‬ﻟﻴﺴﺖ ﻣﺘﻔﺮﻏﺔ ﻟﻬﺬﺍ ﺍﻟﻨﺸﺎﻁ ﻭﻟﻴﺲ ﻣﺘﺨﺼﺼﻴﻦ ﻓﻲ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪.‬ﺍﻟﻨﺸﺎﻁ ﺍﻟﺮﺋﻴﺴﻲ ﻟﻬﺆﻻء ﺍﻟﻨﺎﺱ ﻣﺨﺘﻠﻒ ﺗﻤﺎﻣﺎً‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﻤﻦ‬
‫ﺍﻟﻤﺤﺘﻤﻞﺃﻥ ﻳﻮﺍﺟﻬﻮﺍ ﺗﺤﺪﻳﺎﺕ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺑﻴﺌﺔ ﻋﻤﻠﻬﻢ‬
‫ﺑﻤﻌﺪﻝﺇﺩﺭﺍﻙ ﻫﺬﻩ ﺍﻟﻌﻼﻣﺎﺕ ﺃﻭ ﺗﺤﻔﻴﺰﻫﺎ ﻣﻦ ﺍﻟﺨﺎﺭﺝ‪ .‬ﺗﻘﻠﻴﺪﻳﺎً‪ ،‬ﻳﻜﻮﻥ ﺍﻟﻤﺘﺘﺒﻌﻮﻥ‬
‫ﻣﺴﺘﻘﺮﻳﻦﺃﻭ ﻓﻲ ﺍﻟﻤﻴﺪﺍﻥ‪ ،‬ﻭﻳﺠﺐ ﺗﺪﺭﻳﺒﻬﻢ ﻋﻠﻰ ﺍﻻﻧﺘﺒﺎﻩ )ﺑﻤﻌﻨﻰ ﺷﻬﺮ ﻣﺎﺭﺱ(‬
‫ﻭﻋﻠﻰﺍﺧﺘﻴﺎﺭ ﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﻟﻬﺎ ﻃﺎﺑﻊ ﺍﺳﺘﺒﺎﻗﻲ )‪(Blanco, 1998‬‬
‫‪.‬‬
‫ﻛﺜﻴﺮﺍﻣﺎ ﻧﺠﺪ ‪ -‬ﺳﻮﺍء ﻓﻲ ﺍﻷﺩﺑﻴﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺃﻭ ﻓﻲ ﺗﻌﻠﻴﻘﺎﺗﻨﺎ ‪ -‬ﺣﺪﻭﺩﺍ ﻳﻔﺮﺿﻬﺎ‬
‫ﺳﻠﻮﻙﺍﻟﻤﺘﺘﺒﻌﻴﻦ )ﺍﻻﻓﺘﻘﺎﺭ ﺇﻟﻰ ﺍﻟﺤﺎﻓﺰ‪ ،‬ﻭﺍﻟﻮﻗﺖ‪ ،‬ﻭﻗﻠﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ‪ ،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ(‬
‫ﻭﺍﻟﺘﻲﺗﺜﺒﺖ ﺃﻧﻬﺎ ﺗﺸﻜﻞ ﻋﻮﺍﺋﻖ ﺃﻣﺎﻡ ﺍﺳﺘﺪﺍﻣﺔ ﻫﺬﻩ ﺍﻟﺘﺪﺍﺑﻴﺮ‪ .‬ﻭﺗﺼﺒﺢ ﻫﺬﻩ‬
‫ﺍﻟﻤﺸﺎﻛﻞﺃﻛﺜﺮ ﺣﺪﺓ ﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻟﻤﺆﺳﺴﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﻟﻤﺘﻮﺳﻄﺔ‬
‫ﺍﻟﺤﺠﻢﻭﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﻟﻤﺘﻮﺳﻄﺔ ﺍﻟﺤﺠﻢ‪ ،‬ﺑﺴﺒﺐ ﻣﻮﺍﺭﺩﻫﺎ ﺍﻟﻤﺤﺪﻭﺩﺓ‪.‬‬
‫ﻓﻴﻤﺎﻳﺘﻌﻠﻖ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﺗﺮﻛﺰ ﺍﻟﺪﺭﺍﺳﺎﺕ‬
‫ﻋﻤﻮﻣﺎًﻋﻠﻰ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻮﺛﺎﺋﻘﻴﺔ )‪Teo, 2000; Teo and Choo, 2001‬‬
‫;‪ ،(Pawar and Sharda, 1997‬ﻭﺗﻈﻞ ﻣﻘﺘﺼﺮﺓ ﻋﻠﻰ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
‫ﺍﻟﺤﺎﻟﻴﺔﺃﻭ ﺑﺄﺛﺮ ﺭﺟﻌﻲ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻻ ﻣﻔﻴﺪﺓ ﻟﻠﺮﺻﺪ ﺍﻻﺳﺘﺒﺎﻗﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪.‬‬
‫ﺍﻟﻤﺆﻟﻔﻮﻥﺍﻟﺬﻳﻦ ﺗﻨﺎﻭﻟﻮﺍ ﺍﻟﺠﻮﺍﻧﺐ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﻳﺐ ﻟﻠﺘﺮﻗﺐ ﻫﻢ‪:‬‬
‫ﺍﻟﻤﻴﺪﺍﻥﻫﻢ ﻣﻦ ﻳﻬﻤﻨﺎ ﻓﻲ ﺑﺤﺜﻨﺎ‪ .‬ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ ﻫﻲ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ‬
‫– ﺑﻼﻧﻜﻮ ﻭﻫﻴﻠﻲ )‪ (2002‬ﻳﺆﻛﺪﺍﻥ ﻋﻠﻰ ﺃﻧﻪ ﺳﻴﻜﻮﻥ ﻣﻦ ﺍﻟﻤﻬﻢ ﺗﺤﺪﻳﺪ‬
‫ﺍﻻﺳﺘﺨﺪﺍﻣﺎﺕﺍﻟﺠﺪﻳﺪﺓ ﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﻮﻳﺐ ﺍﻟﺘﻲ ﻟﻢ ﻳﺘﻢ ﺫﻛﺮﻫﺎ ﺑﻌﺪ )ﺃﻭ ﺍﻟﻘﻠﻴﻞ ﻣﻨﻬﺎ‬
‫(‪ ،‬ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺪﻣﺞ ﺍﻟﻮﻳﺐ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ‪.‬‬
‫ﻣﻦﺭﺍﺋﺤﺔ ﻣﺤﺴﻮﺳﺔ ﺃﻭ ﺣﺘﻰ ﻣﻦ ﺍﻹﺣﺴﺎﺱ ﺍﻟﺬﻱ ﻳﺸﻌﺮ ﺑﻪ ﻋﻨﺪ ﺗﺬﻭﻕ ﺷﻲء ﻣﺎ‬
‫‪.‬ﺍﻟﺬﻳﻦﺗﺤﺪﺛﻮﺍ ﻋﻦ ﺍﻟﺤﺮﻛﺎﺕ "ﺍﻻﺳﺘﺒﺎﻗﻴﺔ" ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﻳﺐ‬
‫ﻟﻠﺤﺼﻮﻝﻋﻠﻰ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ (‪– Choo, Detlor and Turnbull )1998:6‬‬
‫ﺛﻢﻧﻘﺪﻡ ﺑﻌﺪ ﺫﻟﻚ ﺗﻔﻜﻴﺮﺍً ﺣﻮﻝ ﺍﺳﺘﺨﺪﺍﻡ ﻣﺤﺪﺩ ﺟﺪﺍً ﻟﻠﻮﻳﺐ‪ ،‬ﻭﺑﺸﻜﻞ ﺃﻛﺜﺮ ﺩﻗﺔ‬
‫ﻟﻠﻤﻮﻗﻊﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ .‬ﻻ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻷﺩﻭﺍﺕ ﺃﻭ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﻤﺒﺘﻜﺮﺓ‪ .‬ﺑﻞ ﻫﻮ‬
‫ﺍﺳﺘﺨﺪﺍﻡﻣﺒﺘﻜﺮ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎﺕ ﺍﻟﻤﻮﺟﻮﺩﺓ ﺑﺎﻟﻔﻌﻞ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬
‫ﺑﻤﺜﺎﺑﺔﻣﺴﺎﻋﺪﺓ ﺇﺿﺎﻓﻴﺔ‪ ،‬ﻣﻊ ﻣﺮﺍﻋﺎﺓ ﺍﻟﺴﻠﻮﻙ ﺍﻻﺳﺘﺒﺎﻗﻲ ﻣﻦ ﺟﺎﻧﺐ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﻓﻲ‬
‫ﺗﺘﺒﻊﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺨﺼﺼﺔ ﻟﺠﻬﺎﺯ ‪ VAS-IC‬ﻭﺍﻟﺘﻲ ﻗﺪ ﺗﻜﻮﻥ ﻣﻮﺟﻮﺩﺓ ﺑﺎﻟﻔﻌﻞ ﺃﻭ‬
‫ﻓﻲﻃﻮﺭ ﻛﻮﻧﻬﺎ ﻛﺬﻟﻚ‪ .‬ﺩﻋﻮﻧﺎ ﻧﺤﺪﺩ ﺃﻳﻀﺎً ﺃﻥ ﻫﺪﻓﻨﺎ ﻫﻮ ﺍﻹﻧﺘﺎﺝ ﺍﻟﻤﻌﺮﻓﺔ ﺍﻟﻘﺎﺑﻠﺔ‬
‫ﻟﻠﺘﻨﻔﻴﺬ)‪.‬ﻟﻤﺴﺎﻋﺪﺓ ﺍﻟﺸﺮﻛﺎﺕ ﻋﻠﻰ ﺗﺘﺒﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﻴﺪﺍﻧﻴﺔ ﻋﻠﻰ ﺷﺒﻜﺔ‬
‫ﺍﻹﻧﺘﺮﻧﺖ (‪Argyris, 1996‬‬
‫‪.4.1‬ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺮﺻﺪ‬
‫ﺍﻻﺳﺘﺒﺎﻗﻲﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬
‫ﺣﺎﻟﻴﺎً‪،‬ﻳﻌﺘﻤﺪ ﺃﻛﺜﺮ ﻣﻦ ‪ %80‬ﻣﻦ ﺍﻟﻤﺪﻳﺮﻳﻦ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺘﻮﺳﻊ‬
‫)‪ .(Laudon and Laudon, 2001‬ﺃﻭﻟﺌﻚ ﺍﻟﺬﻳﻦ ﻳﺴﺘﺨﺪﻣﻮﻥ ﺍﻟﻮﻳﺐ ﻳﻔﻌﻠﻮﻥ‬
‫ﺫﻟﻚﻓﻲ ﺍﻟﻤﻘﺎﻡ ﺍﻷﻭﻝ ﻣﻦ ﺃﺟﻞ‬
‫‪.3‬ﺃﺟﺮﻯ ﻟﻴﺴﻜﺎ ﻭﻣﺎﺭﺗﻦ ﻣﺴﺤﺎً ﺗﻢ ﺇﺟﺮﺍﺅﻩ ﺑﻨﺎء ًﻋﻠﻰ ﻃﻠﺐ ﻭﺯﺍﺭﺓ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﻭﻫﻮ ﻭﺛﻴﻘﺔ ﻏﻴﺮ‬
‫ﻣﻨﺸﻮﺭﺓ‪.‬ﺍﺗﺼﻞ ﺑﻔﺮﻳﻖ ‪ LESCA‬ﺍﻟﺨﺎﺹ ﺑﻨﺎ ﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﺩ ‪osser‬‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﺑﺘﺎﺭﻳﺦ ‪ 11/06/2023‬ﻣﻦ (‪www.cairn.info )IP: 129.45.98.37‬‬
‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻭﻣﻊﺫﻟﻚ‪ ،‬ﻓﻲ ﻣﻌﻈﻢ ﺍﻟﺤﺎﻻﺕ‪ ،‬ﻟﻴﺲ ﻣﺎ ﻳﺮﻳﺪﻧﺎ ﺍﻟﻤﺮﺳﻞ ﺃﻥ ﻧﻌﺮﻓﻪ ﻫﻮ ﻣﺎ ﻳﻬﻤﻨﺎ‪.‬‬
‫ﻭﻋﻠﻰﺍﻟﻌﻜﺲ ﻣﻦ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﻣﺎ ﻳﻬﻤﻨﺎ ﻟﻴﺲ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻣﻮﺿﻮﻉ ﺇﺻﺪﺍﺭ ﻣﺘﻌﻤﺪ‬
‫ﻣﻦﻗﺒﻞ ﺍﻟﻤﺼﺪﺭ‪ .‬ﻣﺎ ﻳﻬﻤﻨﺎ ﻫﻮ ﺑﺎﻷﺣﺮﻯ ﺍﻻﻧﺒﻌﺎﺛﺎﺕ ﻭﺍﻟﻤﻈﺎﻫﺮ ﺍﻟﻼﺇﺭﺍﺩﻳﺔ ﻭﻏﻴﺮ‬
‫ﺍﻟﻤﺘﻌﻤﺪﺓ‪.‬ﻓﻲ ﻫﺬﻩ ﺍﻟﺤﺎﻟﺔ‪ ،‬ﻧﻘﻮﻝ ﺇﻧﻨﺎ ﻧﻠﺘﻘﻂ ﺍﻹﺷﺎﺭﺍﺕ‪ .‬ﻟﻴﺲ ﻟﻬﺎ ﻣﻌﻨﻰ ﻭﺍﺿﺢ‬
‫ﻋﻠﻰﺍﻟﻔﻮﺭ‪ :‬ﻳﺘﻢ ﺑﻨﺎء ﻣﻌﻨﺎﻫﺎ ﺃﺛﻨﺎء ﺍﻟﺘﻔﺴﻴﺮ ﺍﻟﺬﻱ ﻧﻘﻮﻡ ﺑﻪ ﻟﻬﺎ‪.‬‬
‫ﻓﻴﻤﺎﻳﺘﻌﻠﻖ ﺑﺄﺑﺤﺎﺛﻨﺎ‪ ،‬ﻓﺈﻥ ﻫﺪﻓﻨﺎ ﻫﻮ ﺍﻟﺘﻘﺎﻁ ﻣﻌﻠﻮﻣﺎﺕ ﺍﺳﺘﺒﺎﻗﻴﺔ ﻋﻦ ﻋﻼﻣﺎﺕ‬
‫ﺍﻟﻨﻮﻉ‪،‬ﺍﻟﺘﻲ ﻳﺘﻢ ﺍﺳﺘﻔﺰﺍﺯﻫﺎ ﻣﻦ ﺧﻼﻝ ﻣﻮﻗﻊ ﺍﻟﺸﺮﻛﺔ ﻋﻠﻰ ﺍﻟﻮﻳﺐ‪ .‬ﻣﻦ ﺍﻟﻌﻼﻣﺎﺕ‬
‫ﺍﻟﺘﻲﻧﺘﻠﻘﺎﻫﺎ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﻳﻈُﻬﺮ ﺍﻟﺰﺍﺋﺮ ﻓﻀﻮﻻً ﺑﺴﻴﻄﺎً ﻋﻦ ﻃﺮﻳﻖ "ﺍﻟﻤﺮﻭﺭ"‬
‫ﻋﻠﻰﻣﻮﻗﻌﻨﺎ ﻭﻳﺨﺒﺮﻧﺎ ﺑﻬﺬﺍ ﺍﻟﻔﻀﻮﻝ( ﻧﻬﺪﻑ ﺇﻟﻰ "ﻧﻤﻮﺫﺝ" ﻇﻬﻮﺭ ﺍﻻﻫﺘﻤﺎﻡ )ﻏﻴﺮ‬
‫ﺍﻟﻮﺍﻋﻲﺃﻭ ﺍﻟﻤﻨﺘﺸﺮ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ( ﻟﻠﺰﺍﺋﺮ‪.‬‬
‫‪.3.2.4‬ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﻴﺪﺍﻧﻴﺔ )ﻣﺤﻮﺭ ﺍﻫﺘﻤﺎﻣﻨﺎ(‬
‫ﺗﺄﺗﻲﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﻣﻦ ﻣﺼﺪﺭﻳﻦ‪ :‬ﻭﺛﺎﺋﻘﻲ ﻭﻣﻴﺪﺍﻧﻲ‪ .‬ﻓﻘﻂ ﻫﺆﻻء ﻣﻦ‬
‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬
‫ﻳﺘﻢﺍﻟﺤﺼﻮﻝ ﻋﻠﻴﻬﺎ "ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ" ﻭﺍﻟﺘﻲ ﻳﺘﻢ ﺟﻤﻌﻬﺎ ﻋﺎﺩﺓ ًﻣﻦ ﻗﺒﻞ ﻣﻨﺪﻭﺑﻲ‬
‫ﺍﻟﻤﺒﻴﻌﺎﺕ‪،‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﻓﻲ ﻋﻼﻗﺎﺗﻬﻢ ﻭﺍﺗﺼﺎﻻﺗﻬﻢ ﻣﻊ ﺍﻟﻌﻤﻼء ﻭﺍﻟﺒﺎﺋﻌﻴﻦ‬
‫ﻭﻣﺎﺇﻟﻰ ﺫﻟﻚ )‪ .(Leszczynska and Lesca, 2004‬ﻳﻤﻜﻦ ﺃﻥ ﺗﻨﺘﺞ ﻋﻦ‬
‫ﻣﻼﺣﻈﺔﺑﺼﺮﻳﺔ‪ ،‬ﺃﻭ ﻣﻦ ﺟﻤﻠﺔ ﻣﺴﻤﻮﻋﺔ‪ ،‬ﺃﻭ ﻣﻦ ﺇﺣﺴﺎﺱ ﺑﻌﺪ ﻟﻤﺲ ﺷﻲء ﻣﺎ‪ ،‬ﺃﻭ‬
‫)‪ .(Lesca, 2003‬ﻭﺑﺎﻟﺘﺎﻟﻲ ﻓﺈﻥ ﺍﻻﺳﺘﺸﻌﺎﺭ ﺍﻷﻭﻟﻲ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﻫﻮ ﺃﺣﺪ ﺍﻟﺤﻮﺍﺱ‬
‫ﺍﻟﺨﻤﺲ)ﺃﻭ ﺃﻛﺜﺮ( ﻟﻠﺸﺨﺺ ﺍﻟﻤﻌﻨﻲ‪ .‬ﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﻫﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
‫ﺳﺘﻜﻮﻥﻗﺪ ﺿﺮﺑﺖ ﺫﻫﻦ ﻫﺬﺍ ﺍﻟﺸﺨﺺ ﺑﻤﺎ ﻳﻜﻔﻲ ﻹﺛﺎﺭﺓ ﺍﻧﺘﺒﺎﻫﻪ ﻭﺗﺴﺠﻴﻠﻬﺎ ﻓﻲ‬
‫ﺫﺍﻛﺮﺗﻪ‪،‬ﻋﻠﻰ ﺍﻷﻗﻞ ﻓﻲ ﺗﻠﻚ ﺍﻟﻠﺤﻈﺔ‪ .‬ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻮﺍﺭﺩﺓ ﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ ﻏﻴﺮ‬
‫ﻣﺘﻜﺮﺭﺓ‪،‬ﻭﻏﺎﻣﻀﺔ‪ ،‬ﻭﻏﻴﺮ ﻛﺎﻣﻠﺔ‪ ،‬ﻭﻣﺠﺰﺃﺓ‪ ...‬ﻭﺩﺍﺋﻤﺎً ﻣﺎ ﺗﻜﻮﻥ ﻏﻴﺮ ﺭﺳﻤﻴﺔ ﻓﻲ‬
‫ﺍﻟﺒﺪﺍﻳﺔ‪.‬ﻓﻲ ﻣﻮﺍﺟﻬﺔ ﻫﺬﻩ ﺍﻟﺨﺼﻮﺻﻴﺎﺕ‪ ،‬ﺗﺠﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻧﻨﺎ‪ ،‬ﻓﻲ ﺑﺤﺜﻨﺎ‪،‬‬
‫ﻧﻬﺪﻑﺇﻟﻰ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﻣﻌﻠﻮﻣﺎﺕ "ﻏﻴﺮ ﺭﺳﻤﻴﺔ" ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪ ،‬ﻭﺍﻟﺘﻲ ﻳﺮﺟﻊ‬
‫ﺇﺿﻔﺎءﺍﻟﻄﺎﺑﻊ ﺍﻟﺮﺳﻤﻲ ﻋﻠﻴﻬﺎ ﻓﻘﻂ ﺇﻟﻰ ﺣﻘﻴﻘﺔ ﺃﻧﻬﺎ ﺗﻢ ﺇﻧﺸﺎﺅﻫﺎ ﻋﺒﺮ ﺍﻟﻤﻮﻗﻊ‬
‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪.‬‬
‫‪.4‬ﻣﺎ ﻓﺎﺋﺪﺓ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻟﻮﻳﺐ‬
‫ﻟﺘﺘﺒﻊﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﻴﺪﺍﻧﻴﺔ؟‬
‫ﻟﻘﺪﺭﺃﻳﻨﺎ ﻟﻠﺘﻮ ﺃﻥ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺗﻔﺴﻴﺮﻫﺎ ﺃﻥ ﻳﺠﻌﻞ ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺗﻮﻗﻊ‬
‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕﻓﻲ ﺑﻴﺌﺔ ﺍﻟﺸﺮﻛﺔ ﻻ ﻳﻤﻜﻦ ﺍﻛﺘﺸﺎﻓﻬﺎ ﺑﺴﻬﻮﻟﺔ‪ ،‬ﻭﻟﻬﺬﺍ ﺍﻟﺴﺒﺐ ﻳﺠﺐ ﺃﻥ‬
‫ﻳﺘﻢﺗﺤﺪﻳﺪ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻗﺒﻞ ﺃﻓﺮﺍﺩ‪ ،‬ﻓﻲ ﺇﻃﺎﺭ ‪ ،VAS-IC‬ﻧﺤﻦ‬
‫ﻧﺴﻤﻴﻬﻢ"ﺍﻟﻤﺘﺘﺒﻌﻴﻦ"‪ :‬ﺍﻟﻤﺪﻳﺮﻳﻦ ﻭﺍﻟﻤﺴﺆﻭﻟﻴﻦ ﻋﻦ‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﻋﻠﻰ‬
‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪24‬‬

‫ﺷﻲءﻣﺎ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ ﻧﻮﻉ ﻣﻦ ﺍﻟﺘﺤﺪﻱ ﺃﻭ ﺍﻟﺪﻋﻮﺓ‪ .‬ﺍﻻﺳﺘﻔﺰﺍﺯ ﻳﻌﻨﻲ ﺃﻥ ﺗﻜﻮﻥ‪ ،‬ﻃﻮﻋﺎً‬ ‫ﺷﺮﻛﺔ‬
‫ﺍﻟﺘﻮﺍﺻﻞﻭﺍﻟﺘﻔﺎﻋﻞ‪ ...‬ﻭﺣﺘﻰ ﺍﻟﺘﻀﻠﻴﻞ ﺃﻳﻤﻮﻧﺪ‪2001 ،‬؛ ﻣﺎﻛﺮﻭﻫﺎﻥ‪.(1998 ،‬‬
‫ﺃﻭﺑﻐﻴﺮ ﻗﺼﺪ‪ ،‬ﺳﺒﺒﺎً ﻟﺸﻲء ﻣﺎ‪ :‬ﺃﻥ ﺗﺠﻠﺐ‪ ،‬ﻭﺗﺠﺬﺏ‪ ،‬ﻭﺗﺜﻴﺮ‪ ،‬ﻭﺗﺄﺧﺬ ﺯﻣﺎﻡ ﺍﻟﻤﺒﺎﺩﺭﺓ‪.‬‬ ‫)ﺭ ﻳﺴُﺘﺨﺪﻡﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﻳﺐ ﺃﻳﻀﺎً ﻟﺘﺒﺎﺩﻝ ﺍﻟﺮﺳﺎﺋﻞ ﻭﺍﻟﺒﺤﺚ ﻋﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
‫ﻭﻣﻦﺑﻴﻦ ﻫﺬﻩ ﺍﻟﻤﻌﺎﻧﻲ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻓﺈﻥ ﺍﻷﻧﺴﺐ ﻟﺒﺤﺜﻨﺎ ﻫﻮ ﺍﻻﺳﺘﻔﺰﺍﺯ ﺑﻤﻌﻨﻰﺟﺬﺏ‬ ‫ﻭﺍﻟﺘﻮﺍﺻﻞﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ‪ .‬ﻭﻟﻜﻦ ﻳﻤﻜﻨﻬﻢ ﺗﺤﺴﻴﻦ ﺍﻹﻧﺘﺮﻧﺖ ﺑﺸﻜﻞ ﺃﻛﺒﺮ‪،‬‬ ‫ﺃﻓﺴﺪ‬
‫‪.‬ﺑﺘﻌﺒﻴﺮ ﺃﺩﻕ‪ ،‬ﻫﻮ ﻋﻠﻴﻪﺟﺬﺏﺍﻻﻫﺘﻤﺎﻡ ﻭﻋﺪﻡ ﺗﺤﺮﻳﺾ ﺃﺣﺪ ﻋﻠﻰ ﻓﻌﻞ ﺧﻄﺄ‪ .‬ﻟﻘﺪ ﺗﻢ‬ ‫ﻟﻲ ﻭﺗﺤﺪﻳﺪﺍﻟﺘﻮﻗﻌﺎﺕ ﺍﻟﻤﺸﺘﺮﻛﺔ ﻟﻌﻤﻼﺋﻬﻢ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺍﻟﻤﻴﻞ ﻧﺤﻮ‬
‫ﺑﺎﻟﻔﻌﻞﺍﺳﺘﺨﺪﺍﻡ ﻣﺼﻄﻠﺢ "ﺟﺬﺏ" ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﺆﻟﻔﻴﻦ ﺑﻄﺮﻕ ﺗﺘﻔﻖ ﻣﻊ ﺑﺤﺜﻨﺎ‪.‬‬ ‫ﺗﺮﺍﻛﻢﺍﻟﻤﻌﺮﻓﺔ ﺣﻮﻝ ﺳﻠﻮﻙ ﺯﻭﺍﺭ ﻣﻮﻗﻌﻬﻢ‪ .‬ﻭﻣﻊ ﻣﺮﺍﻋﺎﺓ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻨﺎﺳﺐ‪،‬‬ ‫ﻣﻔﻴﺪ‬
‫ﻋﻠﻰﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﻟﻮﺩﻭﻥ ﻭﻟﻮﺩﻭﻥ )‪ (2001:487‬ﻟﺘﻮﺿﻴﺢ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﻨﻈﻢ‪:‬‬ ‫ﻓﺮﻕﺗﻤﺜﻞﺷﺒﻜﺔ ﺍﻟﻮﻳﺐ ﺃﺩﺍﺓ ﻭﺍﻋﺪﺓ ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﺴﻤﺢ ﻟﻠﺸﺮﻛﺎﺕ ﺑﺎﻟﺘﻔﺎﻋﻞ ﺑﺸﻜﻞ‬

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‫“ﺗﺠﺬﺏ ‪ Euro-Brokers‬ﻋﻤﻼء ﺟﺪﺩ ﻋﺒﺮ ﺍﻟﻮﻳﺐ« ;ﻭ(‪Reix )2003:2‬‬ ‫ﺷﺮﻛﺔ‬
‫ﺃﻛﺒﺮﻣﻊ ﻫﺬﺍ ﺍﻟﻔﻀﺎء ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﺠﺪﻳﺪ ﻭﺍﻟﺠﻬﺎﺕ ﺍﻟﻔﺎﻋﻠﺔ ﺍﻟﺘﻲ ﺗﺸﻜﻠﻪ‪.‬‬
‫ﻟﻮﺻﻒ"ﻣﻮﻗﻊ ﻭﻳﺐ" ﻣﺨﺼﺺ ﻟﻠﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪..." :‬ﺍﻟﻤﻮﻗﻊ ﺍﻟﺠﻴﺪ ﻫﻮ‬ ‫ﻧﺤﻦ‬
‫ﻣﻮﻗﻊ]…[ ﻗﺎﺩﺭ ﻋﻠﻰ ﺟﺬﺏ ﺍﻟﻤﺴﺘﻬﻠﻜﻴﻦ"(‪.‬‬ ‫ﺃ‬
‫ﻝ‬
‫ﺍﻟﻤﻔﻮﺿﻴﺔﺍﻷﻭﺭﻭﺑﻴﺔ‬

‫ﻫﺬﺍﻭﻣﻊﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻤﺮﺍﻗﺒﺔ ﺍﻟﺠﻮﻳﺔ ﻻ ﻳﺰﺍﻝ‬

‫ﻣﺘﺨﻠﻔﺎً)‪ .(Issac, 2003; Lesca N, 99‬ﺭﺩﻭﺩ ﺍﻟﻔﻌﻞ ﻭﺍﻟﻤﺴﻮﺣﺎﺕ‪3‬ﺗﻈﻬﺮ ﺃﻥ‬ ‫ﺷﺎﺭﻉ‬
‫‪ 19‬ﺍﻟﺸﺮﻛﺎﺕﻧﺎﺩﺭﺍً ﻣﺎ ﺗﻤﺎﺭﺱ ﺍﻟﻤﺮﺍﻗﺒﺔ "ﺍﻻﺳﺘﺒﺎﻗﻴﺔ" ﻓﻲ ﺣﻴﻦ ﺃﻥ ﺍﻟﻤﺮﺍﻗﺒﺔ "‬
‫ﻭﻗﺪﺍﺳﺘﺨﺪﻡ ﺩﻱ ﺑﻮﻧﻮ )‪ (1995 ;1983‬ﻣﻔﻬﻮﻡ ﺍﻻﺳﺘﻔﺰﺍﺯ ﻛﺄﺣﺪ ﺗﻘﻨﻴﺎﺕ ﻣﻔﻬﻮﻡ "‬ ‫ﺍﻟﺬﻱ‪ -‬ﺍﻟﺘﻲﺍﻟﺘﺼﻮﻳﺮﻳﺔ" ﻟﻤﺎ ﻫﻮ ﻣﻮﺟﻮﺩ ﺗﺒﺪﻭ ﺃﻛﺜﺮ ﺗﻘﺪﻣﺎً‪ ،‬ﻭﻻ ﺳﻴﻤﺎ ﺑﻔﻀﻞ ﻭﺻﻮﻝ‬
‫ﺍﻟﺘﻔﻜﻴﺮﺍﻟﺠﺎﻧﺒﻲ"‪ .‬ﻭﻳﻌﺘﺒﺮ ﺍﻻﺳﺘﻔﺰﺍﺯ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻪ ﺃﺣﺪ ﺩﻭﺍﻓﻊ ﺍﻟﺘﻔﻜﻴﺮ ﺍﻟﺠﺎﻧﺒﻲ‪ ،‬ﻭﻫﻮ‬ ‫ﺍﻟﺬﻱ‪ -‬ﺍﻟﺘﻲﺍﻹﻧﺘﺮﻧﺖ)‪ .(Lesca N, 99‬ﻭﻣﻦ ﺧﻼﻝ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﺗﺴﺘﻄﻴﻊ ﺍﻟﺸﺮﻛﺔ ﺇﺛﺮﺍء‬
‫ﻣﺼﻄﻠﺢﺃﻛﺜﺮ ﺗﺤﺪﻳﺪﺍ ﻣﻦ ﺍﻹﺑﺪﺍﻉ ﻟﻠﺘﻌﺒﻴﺮ ﻋﻦ ﺗﻌﺪﻳﻞ ﺍﻟﻤﻔﺎﻫﻴﻢ ﺃﻭ ﺍﻟﺘﺼﻮﺭﺍﺕ‪ .‬ﺇﻥ "‬ ‫ﻣﻨﺪﻭﺏﺭﺅﻳﺘﻬﺎﻟﻠﺒﻴﺌﺔ ﺍﻟﺨﺎﺭﺟﻴﺔ‪ ،‬ﺩﻭﻥ ﺯﻳﺎﺩﺓ ﻛﺒﻴﺮﺓ ﻓﻲ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺃﻭ ﻭﻗﺖ ﺍﻟﻌﻤﻞ‬
‫ﻋﻤﻠﻴﺔﺍﻻﺳﺘﻔﺰﺍﺯ" ﻟﺪﻳﻬﺎ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺴﻤﺎﺡ ﻟﻨﺎ ﺑﺘﻌﺪﻳﻞ ﺃﻧﻤﺎﻃﻨﺎ ﺍﻟﻌﻘﻠﻴﺔ ﻭﺇﻃﻼﻕ‬ ‫‪ 19‬ﻟﺸﺮﻛﺔﺗﻤﺎﺭﺱ ﺑﺎﻟﻔﻌﻞ ﺷﻜﻼ ًﻣﻦ ﺃﺷﻜﺎﻝ ﺍﻟﻤﺮﺍﻗﺒﺔ "ﺍﻟﺘﺼﻮﻳﺮﻳﺔ"‪.‬‬
‫ﺍﻟﺒﺼﻴﺮﺓﺍﻟﻤﻮﺟﻮﺩﺓ ﺑﺪﺍﺧﻠﻨﺎ‪ .‬ﺍﻻﺳﺘﻔﺰﺍﺯ ﻳﺄﺧﺬﻧﺎ ﺇﻟﻰ ﻣﺎ ﻫﻮ ﺃﺑﻌﺪ ﻣﻦ ﺍﻟﻤﺄﻟﻮﻑ‪ ،‬ﻓﻬﻮ‬ ‫ﺍﻝ‬
‫ﻳﺰﻋﺰﻉﺍﺳﺘﻘﺮﺍﺭ ﻓﻜﺮﺓ ﻣﺎ‪ ،‬ﺣﺘﻰ ﻧﺘﻤﻜﻦ ﻣﻦ ﺗﺒﻨﻲ ﻓﻜﺮﺓ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﺣﺪﺫﺍﺗﻬﺎ‬
‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺍﻟﺬﻱ‪ -‬ﺍﻟﺘﻲ‬

‫ﻻ ﻧﻌﺘﻘﺪﺃﻧﻪ ﻳﻤﻜﻦ ﻟﻠﺸﺮﻛﺔ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻮﻗﻌﻬﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻹﺛﺎﺭﺓ ﺍﻧﺘﺒﺎﻩ ﺍﻟﺰﺍﺋﺮ‬

‫ﺹﻭﻇﻬﻮﺭﺍﻟﻤﺤﻔﺰﺍﺕ ﺍﻟﺘﻲ ﺗﻨﻄﻠﻖ ﻣﻨﻪ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻰ ﻫﺬﺍ ﺍﻟﺘﻌﺎﻓﻲ‪ .‬ﻳﻤﻜﻦ‬
‫ﺍﻝ ﺍﺳﺘﺨﺪﺍﻡﻫﺬﻩ ﺍﻟﻤﺤﻔﺰﺍﺕ ﻟﺘﺨﻴﻞ ﺧﺪﻣﺔ ﺟﺪﻳﺪﺓ ﺃﻭ ﻣﻌﺮﻓﺔ ﺟﺪﻳﺪﺓ ﻳﻤﻜﻦ‬
‫ﻭﻓﻘﺎًﻟـ (‪ ،Janissek-Muniz )2004‬ﻓﻲ ﻣﺠﺎﻝ ‪ VAS-IC‬ﻳﺠﺐ ﻋﻠﻴﻨﺎ ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻟﻠﺸﺮﻛﺔﺑﺪﻭﺭﻫﺎ ﺃﻥ ﺗﺴﻌﻰ ﺇﻟﻰ ﺗﺴﻮﻳﻘﻬﺎ ﻟﻠﻌﻤﻼء ﺍﻟﻤﺤﺘﻤﻠﻴﻦ‪ .‬ﻭﺍﻟﻔﻜﺮﺓ ﻫﻲ ﺃﻧﻪ‬ ‫ﺍﻷﻧﻒﻭﺍﻟﺤﻨﺠﺮﺓ‬

‫ﻣﺼﻄﻠﺢ"ﺍﻻﺳﺘﻔﺰﺍﺯ" ﺑﺎﻟﻤﻌﻨﻰ ﺍﻹﻳﺠﺎﺑﻲ‪:‬ﺟﺬﺏﺍﻫﺘﻤﺎﻡ ﺍﻟﺰﺍﺋﺮ ﺑﺸﻲء ﻣﺎ‪ ،‬ﻟﻴﺨﺮﺝ‬ ‫ﺃ ﻣﻦﺧﻼﻝ ﻫﺬﻩ ﺍﻟﺘﻔﺎﻋﻼﺕ ﻳﻤﻜﻦ ﺃﻥ ﺗﻨﺘﺸﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻗﺪ ﺗﺴﻤﺢ‬
‫ﺑﺪﺍﺧﻠﻪﺍﻟﺮﻏﺒﺔ ﻓﻲ ﺍﻻﺗﺼﺎﻝ ﺑﻨﺎ‪ ،‬ﻟﻴﻜﻮﻥ ﻃﻮﻋﺎً ﺳﺒﺒﺎً ﻟﺸﻲء ﺃﺭﺍﺩﺗﻪ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻛﺎﻧﺖ‬ ‫ﻟﻠﺸﺮﻛﺔﺑﺎﻻﺑﺘﻜﺎﺭ ﻭﺍﻻﺳﺘﻌﺪﺍﺩ ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﺑﻤﺎ ﻓﻴﻪ ﺍﻟﻜﻔﺎﻳﺔ ﻟﻠﺘﻐﻴﺮﺍﺕ ﺍﻟﺘﻲ‬
‫ﺍﻟﺤﺰﺏﺍﻟﺜﻮﺭﻱ ﺍﻟﻤﺆﺳﺴﻲ‬

‫ﻫﻲﺍﻟﺘﻲ ﺑﺎﺩﺭﺕ ﻹﺛﺎﺭﺓ ﺍﻟﻄﻠﺒﺎﺕ‪ .‬ﻋﻨﺪﻣﺎ ﻧﺘﺤﺪﺙ ﻋﻦﺇﺛﺎﺭﺓﻳﻤﻜﻨﻨﺎ ﺃﻥ ﻧﻘﺘﺮﺡ ﻟﻤﺎﺫﺍ‬ ‫‪ cli‬ﻗﺪﺗﻨﺸﺄ ﻓﻲ ﺑﻴﺌﺘﻬﺎ‪.‬‬
‫ﻗﻠﻨﺎﺃﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﻧﻠﺠﺄ ﺇﻟﻴﻬﺎ ﻫﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﺳﺘﺒﺎﻗﻲ‪ .‬ﻭﺩﻋﻮﻧﺎ ﻧﻀﻴﻒ ﺃﻳﻀﺎً‬ ‫‪pe‬‬
‫ﺃﻥﻣﺼﻄﻠﺢ "ﺍﻻﺳﺘﻔﺰﺍﺯ" ﻟﻴﺲ ﻛﺎﻓﻴﺎً ﻓﻲ ﺣﺪ ﺫﺍﺗﻪ‪ .‬ﻳﺠﺐ ﺃﻥ ﻳﺘﺒﻌﻪ ﺷﻲء ﻣﺎ‪ .‬ﻭﻓﻲ‬ ‫ﺍﻝ‬
‫ﺳﻴﺎﻕﺑﺤﺜﻨﺎ‪ ،‬ﻫﻮ ﺍﺳﺘﻔﺰﺍﺯ ﺍﻟﻤﺤﻔﺰﺍﺕ ﺍﻟﺨﺎﺭﺟﻴﺔ ﺃﻭ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ‬ ‫ﺍﻟﻔﺼﻞ‬

‫ﺍﻟﺼﺎﺩﺭﺓﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‪.‬‬

‫‪.2.4‬ﻃﺮﻳﻘﺔ ﺃﺻﻠﻴﺔ ﻟﺘﻮﻟﻴﺪ‬

‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‪:‬‬
‫ﺍﺳﺘﺨﺪﻡﺍﻟﻤﻮﻗﻊ‬
‫ﺗﺮﺍ ﺑﺸﻜﻞﺇﺿﺎﻓﻲ‪ ،‬ﻫﻨﺎﻙ ﻭﺿﻌﺎﻥ ﻟﺘﺸﻐﻴﻞ ‪) VAS-IC‬ﺍﻧﻈﺮ ﺍﻟﻤﺮﺑﻊ ‪ .(1‬ﺑﻌﺪ‬
‫ﺃﻧﺎ ﺗﻌﻠﻴﻘﺎﺕﻓﺮﻳﻘﻨﺎ‪ ،‬ﻗﻤﻨﺎ ﺑﺈﺿﻔﺎء ﺍﻟﻄﺎﺑﻊ ﺍﻟﺮﺳﻤﻲ ﻋﻠﻰ ﻭﺿﻊ ﺟﺪﻳﺪ ﻣﻘﺸﺮﻭﺿﻊ‬
‫ﻝ ﺍﻟﺴﺨﺮﻳﺔ‪:‬ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻟﺘﺴﺒﺐ ﻓﻲ ﻭﺻﻮﻝ ﻣﻌﻠﻮﻣﺎﺕ ﺇﻟﻴﻨﺎ ﻟﻢ ﻳﻜﻦ ﻣﻦ‬
‫ﻭﺿﻊﺍﻟﺘﻨﺒﻴﻪ‬ ‫ﻭﺿﻊﺍﻷﻭﺍﻣﺮ‬ ‫ﺍﻑ ﺏ ﺍﻟﻤﻤﻜﻦﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ ﺑﻄﺮﻳﻘﺔ ﺃﺧﺮﻯ‪ ،‬ﺃﻭ ﺭﺑﻤﺎ ﻟﻢ ﺗﻜﻦ ﻣﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﻤﻘﺎﻡ‬
‫ﺩﻭُﺩﺓَ ﺍﻷﻭﻝ‪.‬ﻳﻤﻜﻦ ﺃﻥ ﻳﺘﻢ ﺍﺳﺘﻔﺰﺍﺯ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ‬
‫ﻳﺒﺤﺚ ﻃﻠﺐﻧﺸﻂ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ‬
‫ﺗﺸﻲﻧﺸﻂ ﻣﻦ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪،‬‬ ‫ﻳﺒﺤﺚ‬ ‫‪sibl‬ﺍﺳﺘﺨﺪﺍﻡﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ﺇﻟﻰ ﺍﻟﺤﺪ ﺍﻟﺬﻱ ﻳﻤﺘﻠﻜﻪ ﻫﺬﺍ ﺍﻟﻤﻮﻗﻊ‬
‫ﻣﻌﻠﻮﻣﺎﺕﻣﻦ‬ ‫ﻣﺴﺘﻤﺮ ﺵ‬
‫ﺍﻟﻤﻌﻴﻨﺔﺑﻄﺮﻳﻘﺔ‬ ‫ﻣﺎﺷﻦ‬
‫ﻫﻞﺍﻟﻨﺎﺱ‬ ‫ﺗﺄﻛﻴﺪ‬ ‫ﺍﻟﺠﻤﻴﻊ‬
‫‪،‬ﺗﻢ ﺗﺸﻐﻴﻠﻪ ﺑﻮﺍﺳﻄﺔ ‪de‬‬ ‫ﻣﺤﺪﺩ‬
‫)ﺍﻟﻤﻄﺎﺭﺩﺓ ﺃﻭﺭ(؛ ﻫﺆﻻء ﺍﻟﻨﺎﺱ ﺭ‪ ،‬ﻣﻦ‬
‫‪) Express‬‬ ‫ﺑﺴﺄﻝ‬ ‫ﺍﻟﺴﺎﺑﻖ‬

‫ﺍﻟﺒﺎﺩﺉﺍﻟﻬﺮﻣﻲ ﺍﻟﺨﺎﺹ ﺑﻬﻢ‬ ‫ﺗﻨﺒﻴﻪ‬ ‫ﺻﻴﻒ‬

‫ﺗﻢﺗﺸﻴﻴﺪﻩ ﺑﺸﻜﻞ ﻣﻨﺎﺳﺐ )ﺟﺎﻧﻴﺴﻴﻚ‪-‬ﻣﻮﻧﻴﺰ‪.(2004 ،‬‬
‫ﺗﺠﺮﺑﺔﺍﻻﻗﺘﺮﺍﺏ ﻣﻦ ﺍﻟﻤﻮﺕ( ﻣﻦ ﺭﺋﻴﺲ‬ ‫ﻓﺎﺻﻠﺔ‬
‫ﺗﻴﻒ‪،‬ﺍﻝ‬
‫ﺗﺴَﻠَﺴﻞُ ﺃﻭﻣﺴﺘﺨﺪﻡ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ ،‬ﺍﻟﺬﻱ‬
‫)ﺍﻭ ﻣﻦ ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦﺍﻵﺧﺮﻳﻦ ﺍﻟﺬﻳﻦ‬
‫‪ Potenti‬ﻟﺪﻳﻪﺣﺎﺟﺔ ﻟﻤﺮﺓ ﻭﺍﺣﺪﺓ ‪hique‬‬
‫‪ .5‬ﺍﺳﺘﻔﺰﺍﺯﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻟـ ‪VAS-IC‬‬
‫ﺍﻟﻌﻼﻗﺎﺕ( ﻝ ﺱ‬
‫ﻳﻌﺘﻘﺪﻭﻥﺃﻥ ﻟﺪﻳﻬﻢ ﻣﻌﻠﻮﻣﺎﺕ‬
‫ﺃﻋﺮﺑﺖ‬
‫ﺫﺍﺕﺃﻫﻤﻴﺔ‬ ‫ﻳﺠﺪ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺒﺎﺩﺭﺓﻫﻲ ‪ation.‬‬
‫ﺻﺤﺔ‪ ،‬ﺑﻴﻨﻤﺎﻻ ﺷﻲء‬
‫ﻭﺑﺎﻟﺘﺎﻟﻲﻋﻠﻰ ﺟﺎﻧﺐ ﺍﻟﻤﺴﺘﺨﺪﻡ‬
‫ﻭﻟﻢﻳﺘﻢ ﺗﻘﺪﻳﻢ ﺃﻱ ﻃﻠﺐ ﺻﺮﻳﺢ ﻟﻬﻢ‪.‬‬
‫ﺍﻟﻤﺤﺘﻤﻞﻟﻠﻤﻌﻠﻮﻣﺎﺕ‪.‬‬
‫ﺍﻝ ﺷﺮﻁﺇﺛﺎﺭﺓﻭﻓﻘﺎ ﻟﻘﺎﻣﻮﺱ ﺑﻴﺘﻲ ﺭﻭﺑﺮﺕ‪،‬‬
‫ﺍﻟﻤﺮﺑﻊ‪ :1‬ﺃﻭﺿﺎﻉ ﺍﻟﺘﺸﻐﻴﻞ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﻟـ ‪VAS-IC‬‬ ‫ﻳﻌﺮﻑّﻓﻌﻞ ﺍﺳﺘﻔﺰﺍﺯ ﺃﻭ ﺗﺤﺮﻳﺾ ﺷﺨﺺ ﻣﺎ ﻋﻠﻰ ﺍﻟﻘﻴﺎﻡ ﺑﻪ‬ ‫ﺳﻴﺞ‬

‫ﺱﺮ‬
‫ﺧﻠﻒﺇﻳ‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﺑﺘﺎﺭﻳﺦ ‪ 11/06/2023‬ﻣﻦ (‪www.cairn.info )IP: 129.45.98.37‬‬
‫‪25‬‬ ‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬

‫ﺑﻨﺎءﺍﻟﺠﻬﺎﺯ "ﺻﺎﺋﺪﺓ ﺍﻟﺬﺑﺎﺏ«ﺗﻢ ﺗﻨﻔﻴﺬﻩ ﻭﻓﻘﺎ ﻟﻤﺒﺎﺩﺉ ﺍﻟﺒﺤﺚ ﺍﻟﻬﻨﺪﺳﻲ )ﺷﺎﻧﺎﻝ‪،‬‬

‫ﻟﻴﺴﻜﺎﻭﻣﺎﺭﺗﻴﻨﻴﺖ‪ .(1997 ،‬ﺗﻢ ﺗﻠﺨﻴﺺ ﺗﺴﻠﺴﻞ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺍﻟﺤﺎﻟﺔ‬
‫‪.5.1‬ﺟﻬﺎﺯ "ﻓﺦ ﺍﻟﺬﺑﺎﺏ"‪.‬‬
‫ﺍﻟﻤﻌﺮﻭﺿﺔﻓﻲ ﺍﻟﺸﻜﻞ ‪ .3‬ﻭﺍﻟﺴﻤﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻨﻈﺎﻡ ﻫﻲ ﺃﻧﻪ ﻻ ﻳﻬﺪﻑ ﺇﻟﻰ ﺗﻄﻮﻳﺮ‬ ‫ﻣﻔﻬﻮﻡﺇﺛﺎﺭﺓﻛﺠﺰء ﻣﻦ ﺑﺤﺜﻨﺎ‪ ،‬ﻳﻘﻮﺩﻧﺎ ﺇﻟﻰ ﻓﻜﺮﺓ "ﺍﻟﻠﺤﺎﻕ ﺑﺎﻟﻤﺮﻭﺭ"‪ .‬ﻓﻲ ﻣﺠﺎﻝ ﻋﻠﻢ‬
‫ﺃﺩﺍﺓﺃﻭ ﺗﻘﻨﻴﺔ ﺟﺪﻳﺪﺓ‪ .‬ﻣﺘﻌﻠﻖ ﺏﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﺒﺘﻜﺮﺑﺎﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻭﺍﻟﺘﻲ‬ ‫ﺍﻟﻨﻔﺲ‪،‬ﺍﻹﻣﺴﺎﻙ ﻳﻌﻨﻲ ﺃﻧﻪ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﺜﻴﺮ ﺍﻟﺴﻠﻮﻙ ﺍﻟﻐﺮﻳﺰﻱ‪ .‬ﻭﻟﻬﺬﺍ‬
‫ﻳﻤﻜﻦﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ‪.‬‬ ‫ﺍﻟﺴﺒﺐﺍﺧﺘﺮﻧﺎ ﻋﺒﺎﺭﺓ "ﻓﺦ ﺍﻟﺬﺑﺎﺏ" ﺍﻟﺘﻲ ﺗﺼﻒ ﺑﺸﻜﻞ ﻣﺠﺎﺯﻱ ﻣﺎ ﻧﺮﻳﺪ ﻗﻮﻟﻪ‪.‬‬
‫ﺻﺎﺋﺪﺓﺍﻟﺬﺑﺎﺏﻫﻲ ﻃﺮﻳﻘﺔ ﻟﺘﻮﻟﻴﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﻟﻢ ﺗﻜﻦ ﻟﺘﻮﺟﺪ ﺑﺪﻭﻥ ﻋﻤﻠﻨﺎ )‬
‫ﺍﻟﻤﺤﺘﺮﻑ( ﻭﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺃﻥ ﺗﺄﺧﺬ ﺷﻜﻞ ﺟﻤﻞ ﻭﺻﻮﺭ ﻭﺃﺳﺌﻠﺔ ﻭﻋﺮﻭﺽ ﻭﻧﻤﺎﺫﺝ‬
‫ﻟﻤﻞءﻫﺎ‪،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ‪ .‬ﻭﻫﺬﺍ ﻳﺘﻄﻠﺐ ﺧﻄﻮﺍﺕ ﺃﻭﻟﻴﺔ ﻣﺜﻞ ﺇﻧﺸﺎء ﻭﻧﺸﺮ ﺍﻹﻧﺘﺮﻧﺖ "‬
‫ﻓﺨﺎﺥﺍﻟﺬﺑﺎﺏ"‪ .‬ﻫﺬﻩ ﺳﻴﺎﻗﻴﺔ ﻭﻣﺼﻤﻤﺔ ﺧﺼﻴﺼﺎً‪ .‬ﺍﻟﻬﺪﻑ ﻫﻮ ﺟﺬﺏ ﻓﻀﻮﻝ‬
‫ﻭﺍﻧﺘﺒﺎﻩﺯﻭﺍﺭ ﺍﻟﻤﻮﻗﻊ‪ ،‬ﺑﻬﺪﻑ ﺇﺛﺎﺭﺓ ﺭﺩﻭﺩ ﺍﻟﻔﻌﻞ ﻭﻇﻬﻮﺭ ﻣﻌﻠﻮﻣﺎﺕ ﻟﻢ ﻳﻜﻦ ﻣﻦ‬
‫‪.5.2‬ﺧﺼﻮﺻﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﻗﻊ‬ ‫ﺍﻟﻤﻤﻜﻦﺍﻟﺤﺼﻮﻝ ﻋﻠﻴﻬﺎ ﺑﻄﺮﻳﻘﺔ ﺃﺧﺮﻯ‪ .‬ﻛﻤﺎ ﻳﻬﺪﻑ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﺇﻟﻰ ﺇﻳﺠﺎﺩ ﺳﺒﻞ‬
‫ﺟﺪﻳﺪﺓﻟﻼﺑﺘﻜﺎﺭ ﻟﻠﺸﺮﻛﺔ‪ ،‬ﻭﻟﻴﺲ ﺇﻟﻰ ﺫﻟﻚ‬
‫ﺃﻇﻬﺮﺕﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺑﺤﺎﺙ ﺃﻧﻪ ﻳﻤﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﻗﻊ ﺑﻌﺪﺓ ﻃﺮﻕ ﻭﻹﻧﺠﺎﺯ‬
‫ﻭﻇﺎﺋﻒﻣﺨﺘﻠﻔﺔ‪ .‬ﺇﺫﺍ ﻗﻤﻨﺎ ﺑﺈﺟﺮﺍء ﺗﻘﻴﻴﻢ ﻣﻮﺟﺰ ﻟﺠﻤﻴﻊ ﺍﻷﺩﺑﻴﺎﺕ ﺍﻟﻤﺨﺼﺼﺔ‬
‫ﻻﺳﺘﺨﺪﺍﻡﺍﻟﻤﻮﻗﻊ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﺘﺤﻘﻖ ﺑﻮﺿﻮﺡ ﻣﻦ ﺃﻥ ﺍﻷﻏﺮﺍﺽ ﺍﻟﻤﺨﺘﻠﻔﺔ ﺍﻟﻤﺬﻛﻮﺭﺓ ﻻ‬
‫ﺗﺠﻴﺐﻋﻠﻰ ﺳﺆﺍﻝ ﺑﺤﺜﻨﺎ‪ .‬ﻳﻌﺮﺽ ﺍﻟﻤﺮﺑﻊ ‪ 2‬ﻣﻠﺨﺼﺎً ﻟﻼﺧﺘﻼﻓﺎﺕ ﺑﻴﻦ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﻤﻮﻗﻊ‬

‫ﺍﻟﻮﻳﺐﺍﻟﺬﻱ ﻧﻘﺪﻣﻪ ﻭﺍﻻﺳﺘﺨﺪﺍﻣﺎﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪.‬‬ ‫ﻋﻤﻼء‪.ux‬‬ ‫ﺟﺪﻳﺪ‬

‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺍﻟﺸﻜﻞ‪ :3‬ﺟﻬﺎﺯ ﻣﺼﻴﺪﺓ ﺍﻟﺬﺑﺎﺏ‬

‫ﺩ ‪osser‬‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﻋﻠﻰ‬
‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪26‬‬

‫ﻭ ﺩﻭﻥﺍﺩﻋﺎء ﺍﻟﺘﻌﻤﻴﻢ‪ .‬ﻟﻘﺪ ﺃﺗﺎﺡ ﺟﻤﻊ ﺍﻟﻤﻼﺣﻈﺎﺕ ﺇﻣﻜﺎﻧﻴﺔ ﺇﻧﺘﺎﺝ ﺩﺭﺍﺳﺎﺕ )‬ ‫ﻣﻮﻗﻊ ﺇﺏﻣﻊ ﺻﺎﺋﺪﺓ ﺍﻟﺬﺑﺎﺏ‬
‫ﺩﺑﻠﻴﻮ‬ ‫ﺱ‬
‫ﻣﻮﻗﻊﺗﻘﻠﻴﺪﻱ‬
‫ﺍﻟﻰ ﺩﻭﻓﻮﺭ‪ .(1992،‬ﺗﺸﻜﻞ ﻣﺠﻤﻮﻋﺔ ﺍﻟﺪﺭﺍﺳﺎﺕ ﺍﻟﻤﺎﺩﺓ ﺍﻟﺘﻲ ﻳﻔﻜﺮ ﻓﻴﻬﺎ ﺍﻟﺒﺎﺣﺚ‬
‫ﺍﻝ ﻣﻦﺃﺟﻞ ﺇﺟﺮﺍء ﺗﺤﺴﻴﻨﺎﺕ ﻣﺰﺩﻭﺟﺔ ﻭﺍﺳﺘﺨﻼﺹ ﺍﻟﺪﺭﻭﺱ ﺍﻟﻨﻈﺮﻳﺔ‪.‬‬ ‫ﻣﺘﻨﻮﻉ ﺍﻟﻠﻐﺎﺕﺍﻟﺒﺼﺮﻳﺔ؛ ‪ ntact‬ﻻ ﻳﻮﻟﺪ‬ ‫ﺭﺭ ﻗﺮﻳﺒﺎً ﻭﺻﻒ؛ﺃﻱ ﺟﻬﺔ ﺍﺗﺼﺎﻝ ﺗﻮﻟﺪ‬
‫ﺩﻭﻙ‬ ‫ﻛﻞﺷﺊ ﺱ‬
‫ﺍﻹﺟﺮﺍءﺍﺕ‪.‬ﺍﻟﻤﺴﺎﺣﺔ ﺍﻟﺘﻲ ﻳﻤﻜﻦ‬ ‫ﻧﻜﻮﻥﺍﻟﺠﻨﺮﺍﻝ ﺍﻟﺘﻔﺎﻋﻼﺕ؛ﻣﺠﻤﻮﻋﺔ ﻣﻦ‬‫ﺗﻲ‬

‫ﺃﻥﺗﺴﻤﺢ ﻟﻚ ﺑﺘﺨﺰﻳﻦ‬ ‫‪ talog‬ﺍﻟﻤﻨﺘﺠﺎﺕ؛ﺩﻋﻢ ﺍﻻﺗﺼﺎﻻﺕ؛ ﺃﺩﺍﺓ ﺃﻧﺎﺗﻮﺭ‬

‫ﻏﺮﺍﻡ‬
‫ﺍﻟﺬﻱ‪ -‬ﺍﻟﺘﻲ‬

‫ﻋﻼﻗﺔ ﻻﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﻝ ‪com‬ﺍﻟﺘﺴﻮﻳﻖﺍﻟﺘﺠﺎﺭﻱ؛ ﺃﺩﺍﺓ ﺍﻻﺗﺤﺎﺩ‬

‫ﻻ ﺇﻋﺎﺩﺓﺍﻟﺘﻀﺎﺭﻳﺲ ﻫﻮ ﻣﺆﺷﺮ ﻣﺪﻳﺮﻱ ﺍﻟﻤﺸﺘﺮﻳﺎﺕ )‪ (PMI‬ﺍﻟﺬﻱ ﻳﻠﺒﻲ ﻣﻌﻈﻢ‬ ‫ﻳﺼﻨﻊ ﻡ‬ ‫ﺯ؛ﻳﺎ ﺍﻷﻭﺭﻭﺑﻲ؛ﻟﻠﺨﺪﻣﺔ‬

‫‪ 11/06/2023‬ﻋﻠﻰ (‪www.cairn.info )IP: 129.45.98.37‬‬

‫ﺍﻟﻘﺼﺪﻳﺮ‬

‫ﺭﺳﺖ‬
‫ﺍﻟﺨﺼﺎﺋﺺﺍﻟﻤﺬﻛﻮﺭﺓ ﺃﺩﻧﺎﻩ‪ .‬ﻟﻘﺪ ﺗﻢ ﻭﺿﻌﻬﺎ ﻓﻲ ﺑﻴﺌﺔ ﺗﺤﺎﻓﻆ ﻣﻌﻬﺎ ﻋﻠﻰ ﻋﻼﻗﺔ‬ ‫ﻳﺘﻮﻗﻊ ﻋﻨﺎﺻﺮﻣﻔﻴﺪﺓ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻔﺮﺹ‬ ‫ﺳﺠﻞ‬
‫‪istiq‬‬
‫ﻭﻟُﺪِّﺛﻨﺎﺋﻴﺔﺍﻻﺗﺠﺎﻩ‪.‬‬ ‫ﺍﻟﻜﺎﺗﻴﻮﻥ ﻭﺍﻻﺑﺘﻜﺎﺭﻓﻲ ﻣﺠﺎﻝ ‪VAS-IC‬؛‬ ‫ﺍﻟﺪﻗﺔ‪ v-‬ﺇﻧﺘﻲ؛ﻣﺼﺪﺭ ﺍﻟﺤﺼﻮﻝ‬ ‫ﺍﻑ ﺏ‬

‫ﺷﺆﻭﻥ‬ ‫‪ nform‬ﺍﻷﻣﻮﺭﻓﻲ ﺃ‬ ‫ﻣﻨﻲ‬

‫)ﺏ‪2‬ﺏ(‪ .‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺻﻐﺮ ﺣﺠﻤﻬﺎ‪ ،‬ﺻﻮﻓﻴﺎ ﺟﻐﺮﺍﻓﻴﺎ‬
‫ﺍﻟﺘﻔﺎﻋﻞﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺗﺸﻐﻴﻠﻪ ﻣﻦ ﺍﻟﻤﻮﻗﻊ‬ ‫ﻧﺺ"‪ ...CI، BI، Anning‬ﻭ‪/‬ﺃﻭ‬ ‫ﺷﺮﻛﺔ‬
‫ﻣﺘﻔﺮﻗﺔ‪:‬ﻳﻘﻊ ﺍﻟﻤﻘﺮ ﺍﻹﺩﺍﺭﻱ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻤﺒﻴﻌﺎﺕ ﺑﻌﻴﺪﺍً ﻋﻦ ﺍﻟﻤﺪﻳﺮ ﻭﻓﺮﻳﻖ ﺍﻟﺒﺤﺚ‬ ‫ﺍﻟﻤﺮﺍﻗﺒﺔ"‪ ،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ‪.‬‬ ‫ﺍﻟﺸﻮﺭﻱ‬

‫ﻭﺍﻟﺘﻄﻮﻳﺮ‪،‬ﻭﻳﺘﻮﺍﺟﺪ ﺍﻟﻌﻤﻼء ﻭﺍﻟﻤﺤﺘﻤﻠﻮﻥ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎء ﻓﺮﻧﺴﺎ ﻭﺧﺎﺭﺟﻬﺎ‪.‬‬

‫ﺇﻧﻚﺍﻟﻌﻨﻮﺍﻥ‪ :2‬ﺍﻻﺳﺘﺨﺪﺍﻣﺎﺕ ﺍﻟﻤﺤﺪﺩﺓ ﻟﻠﻤﻮﻗﻊ‬
‫ﻟﺪﻯﺻﻮﻓﻴﺎ ﻧﺸﺎﻃﺎﻥ ﻣﺘﻜﺎﻣﻼﻥ‪ :‬ﻓﻬﻲ ﺗﻘﺪﻡ ﺍﻻﺳﺘﺸﺎﺭﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬
‫ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺗﻴﺔ‪.‬ﺗﻘﻮﻡ ‪ SOPHIA‬ﺑﺘﺼﻤﻴﻢ ﻭﺗﻄﻮﻳﺮ ﻭﺗﺴﻮﻳﻖ ﺍﻷﺩﻭﺍﺕ ﺍﻟﻤﺒﺘﻜﺮﺓ )‬
‫ﺍﻷﺳﺎﻟﻴﺐﻭﺍﻷﺩﻭﺍﺕ ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ( ﺍﻟﺘﻲ ﺗﻬﺪﻑ ﺇﻟﻰ ﻣﺴﺎﻋﺪﺓ ﻋﻤﻼﺋﻬﺎ ﻋﻠﻰ ﻓﻬﻢ‬
‫‪.3.5‬ﺷﺮﻭﻁ ﺗﻄﺒﻴﻖ ﺟﻬﺎﺯ ﻣﺼﻴﺪﺓ ﺍﻟﺬﺑﺎﺏ‬
‫ﺑﻴﺌﺘﻬﻢﺑﺸﻜﻞ ﺃﻓﻀﻞ‪ .‬ﻫﺬﻩ ﺍﺑﺘﻜﺎﺭﺍﺕ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﺭﺳﻤﻠﺔ ﺍﻟﻌﻮﺍﺋﺪ‬

‫ﺑﻮ ﻇﻬﺮﻟﻨﺎ ﺗﻨﻔﻴﺬ ﻧﻬﺠﻨﺎ‬

‫ﻝ ﺇﺩﺍﺭﺓﺍﻟﺨﺒﺮﺓ ﻭﺍﻟﻤﻌﺮﻓﺔ‪ .‬ﻏﺎﻟﺒﺎً ﻣﺎ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻷﺩﻭﺍﺕ "ﻣﺼﻤﻤﺔ ﺧﺼﻴﺼﺎً" )‬ ‫‪nece‬ﻋﻠﻴﻨﺎﺃﻥ ﻧﻀﻊ ﺃﻧﻔﺴﻨﺎ ﻓﻲ ﺍﻟﺸﺮﻭﻁ ﺍﻟﻮﺍﺭﺩﺓ ﻓﻲ ﺍﻟﻤﺮﺑﻊ ‪:3‬‬ ‫ﻫﻨﺎﻙ‬
‫ﺍﻹﺿﺎﻓﻴﺔﻳﺴﺘﻐﺮﻕﺍﻟﺘﻨﻔﻴﺬ ﻭﻗﺘﺎً ﻋﻠﻰ ﻣﺪﺍﺭ ﻋﺪﺓ ﺃﺷﻬﺮ( ﻭﺗﻬﺪﻑ ﺇﻟﻰ ﺗﻤﻜﻴﻨﻬﺎ‬ ‫ﺩﺍ ﻡ‬
‫ﻝ‬
‫ﺫﻛﺎء‬

‫ﺹ ﺇﺟﺮﺍءﻋﻤﻠﻴﺎﺕ ﻣﺤﺎﻛﺎﺓ ﻓﻲ ﻣﺠﺎﻝ ﺗﻜﻮﻥ ﻓﻴﻪ ﺍﻟﻈﻮﺍﻫﺮ ﺳﻴﺌﺔ ﺍﻟﺘﻨﻈﻴﻢ ﻟﻠﻐﺎﻳﺔ‪.‬‬ ‫• ﻳﻤﺘﻠﻚ ﻣﻮﻗﻊﻭﻳﺐ‪ ،‬ﻛﻦ ﻋﻠﻰ ﺩﺭﺍﻳﺔ ﺑﺘﻘﻨﻴﺎﺕ ﺍﻟﻮﻳﺐ ﻭﺍﺗﺼﺎﻻً ﺩﺍﺋﻤﺎً ﺑﺎﻹﻧﺘﺮﻧﺖ‪.‬‬
‫• ﻳﻤﺘﻠﻚ‬
‫ﺃﻧﺎ‬
‫ﻳﻤﺘﻠﻚ "ﺗﺒﻨﺖ" ﻣﻮﻗﻌﻬﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ )ﺑﻤﻌﻨﻰ ‪ (Beatty 2001‬ﻭ"ﺳﻠﻤﺖ" ﻣﻮﻗﻌﻬﺎ‬ ‫•‬
‫ﺍﻟﻜﺘﺎﻥ ﺑﺪﺃﺍﻟﺘﺪﺧﻞ ﻓﻲ ﺻﻮﻓﻴﺎ ﻓﻲ ﻧﻮﻓﻤﺒﺮ ‪ ،2002‬ﻭﺍﺳﺘﻤﺮ ﻟﻤﺪﺓ ‪ 18‬ﺷﻬﺮﺍً‪ .‬ﺷﺎﺭﻙ‬ ‫ﻳﻤﺘﻠﻚ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ)ﺍﻟﻮﺻﻮﻝ‪ ،‬ﻭﺣﻘﻮﻕ ﺍﻟﺘﺤﺪﻳﺚ‪ ،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ( ﻭﺗﻢ ﺗﻨﻔﻴﺬ ﻗﻮﺱ ‪-IC‬‬ ‫•‬
‫ﺇﻋﻼﻥ ﻓﺮﻳﻘﻨﺎﻓﻲ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻜﺎﻣﻞ ﻟﺠﻬﺎﺯ "ﻓﺦ ﺍﻟﺬﺑﺎﺏ" ﺍﻟﺬﻱ ﻫﻮ ﻣﻮﺿﻮﻉ ﻫﺬﻩ‬ ‫ﻳﺒﺪﺃ ‪ ،VAS‬ﺃﻭ ﻓﻲ ﻃﻮﺭ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬ ‫•‬
‫ﻳﻀﻊﺍﻟﺪﺭﺍﺳﺔ‪.‬‬ ‫ﺍﺳﺘﻤﺎﺭﺓ ﻗﺒﻞﺍﻻﻫﺘﻤﺎﻡ ﻭﺍﺧﺘﻴﺎﺭ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ‪.IPative‬‬ ‫•‬
‫ﺍﻟﻌﺘﻴﻘﺔ‬
‫ﻝ‬
‫• ﺃﻧﺎ ‪ mpl‬ﺗﺼﻨﻴﻒﺍﻷﻋﻀﺎء ﻓﻲ ﺟﻤﻴﻊ ﻣﺮﺍﺣﻞ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫ﺇﻳﺘﺎ ﺍﻟﻤﻤﺎﺭﺳﺎﺕﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪:‬ﻟﺪﻯ ‪ SOPHIA‬ﻣﻮﻗﻊ ﻋﻠﻰ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﻣﻨﺬ‬ ‫• ﻳﻤﺘﻠﻚ ﺍﻟﺸﺨﺺﺍﻟﻤﺴﺆﻭﻝ ﻋﻦ ﺗﺘﺒﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﻲ ﺗﻢ ﺍﻻﺳﺘﻌﻼﻡ ﻋﻨﻬﺎ‪ .‬ﻳﺠﺐ ﺃﻥ‬
‫ﻋﻠﻢﺍﻻﻗﺘﺼﺎﺩ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺍﻥ ﻋﺪﺓﺳﻨﻮﺍﺕ‪ .‬ﻭﻳﺴﺘﺨﺪﻣﻬﺎ ﺑﺸﻜﻞ ﺧﺎﺹ ﻹﻧﺸﺎء ﻧﻔﺴﻪ‪ ،‬ﻭﻟﻠﺘﻮﺍﺻﻞ‪ ،‬ﻭﺗﻮﺯﻳﻊ‬ ‫ﺑﺮﻭﻓﻮ ﻳﺘﻤﺘﻊﻫﺬﺍ ﺍﻟﺸﺨﺺ ﺑﻤﻬﺎﺭﺍﺕ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺘﺤﺪﻳﺚ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ‪،‬‬
‫ﻏﺒﻲ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪،‬ﻭﺻﻴﺎﻏﺔ ﻋﺮﻭﺿﻪ ﻟﻠﻌﻤﻼء ﺍﻟﻤﺤﺘﻤﻠﻴﻦ‪ ،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ‪.‬‬ ‫ﺻﺒﺎﺡﻭﺑﻨﺎء"ﻣﺼﺎﺋﺪ ﺍﻟﺬﺑﺎﺏ" ﺍﻟﻤﺼﻤﻤﺔ ﻣﺴﺒﻘﺎً ﺑﺸﻜﻞ ﺟﻤﺎﻋﻲ؛ ﺭﺍﺟﻊ ﺍﻟﻤﺪﺧﻼﺕ‬
‫ﻭﻳﻤﻜﻦ ﺍﻟﻮﺍﺭﺩﺓ)ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ( ﻭﺍﻧﺘﺒﻪ ﻟﻠﻄﻠﺒﺎﺕ ﺍﻟﺼﺎﺩﺭﺓ ﻣﻦ ﺍﻟﻤﻮﻗﻊ‪...‬‬
‫ﺗﻴﻮ‬
‫ﻳﻜﺬﺏ‬
‫ﻫﻲ ﻳﺮﻳﺪﺍﺳﺘﺨﺪﺍﻡ ﻣﻮﻗﻌﻪ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ ﺃﻛﺜﺮ‪ .‬ﺃﻧﺸﺄﺕ ‪ SOPHIA‬ﺃﺳﻠﻮﺏ ‪-IC‬‬ ‫ﺭﺧﺎﺭﺝ‬
‫ﻏﺒﻲ ‪ VAS‬ﻷﻧﻬﺎ ﻧﻔﺬﺕ ﻃﺮﻳﻘﺔ ‪ LE‬ﻟﺒﻌﺾ ﺍﻟﻮﻗﺖﻳﺘﻢ ﺍﻟﻤﺴﺢ‪ .‬ﻓﺮﻳﻘﻨﺎ‬ ‫• ﺃﻧﺎ ‪mpo‬ﺳﺮﻋﺔﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﺰﻭﺍﺭ ﻗﺼﻴﺮﺓ ﺟﺪﺍً‪.‬‬
‫ﺇﻗﻼﻉ‬ ‫• ﻳﻤﺘﻠﻚ ﺇﺟﺮﺍءﻟﺘﺘﺒﻊ ﺍﻟﺠﻤﻴﻊ‬
‫ﺩﻳﻤﺎ ﺗﻢﺍﺳﺘﻼﻣﻪ‪.‬‬
‫ﺷﺎﺭﻙﻓﻲ ﻣﺮﺣﻠﺔ ﺑﺪء ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﺍﻗﺘﺮﺣﻨﺎ ﻋﻠﻰ ‪ SOPHIA‬ﺇﻧﺸﺎء ﻧﻈﺎﻡ "‪،"Fly trap‬‬
‫• ﺃﻧﺎ ﻣﻦﺍﻟﻤﺴﺘﺤﺴﻦ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺇﺣﺼﺎﺋﻴﺎﺕ ﺍﺳﺘﺸﺎﺭﺓ ﺍﻟﻤﻮﻗﻊ‬
‫ﻟﻤﺴﺎﻋﺪﺗﻬﺎﻋﻠﻰ ﺇﻧﺸﺎء ﺍﻟﻤﺰﻳﺪ ﻣﻦ ﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺘﻲ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﺘﺤﻮﻝ ﺇﻟﻰ‬ ‫ﻟﻠﺰﻭﺍﺭ‪.‬‬
‫ﺗﻔﺎﻋﻼﺕﻣﺜﻤﺮﺓ‪ .‬ﻣﺎ ﻳﻬﻢ ‪ SOPHIA‬ﻫﻮ ﺃﻥ ﻋﻤﻴﻠﻬﺎ )ﺍﻟﺤﺎﻟﻲ ﺃﻭ ﺍﻟﻤﺤﺘﻤﻞ( ﻳﻘﺘﺮﺡ )‬
‫ﺑﺸﻜﻞﻣﺒﺎﺷﺮ ﺃﻭ ﻏﻴﺮ ﻣﺒﺎﺷﺮ( ﻃﺮﻗﺎً ﻟﺘﺤﺴﻴﻦ ﺍﻷﺩﻭﺍﺕ ﺍﻟﺘﻲ ﺗﻘﺪﻣﻬﺎ ﻭ‪/‬ﺃﻭ ﻃﺮﻕ‬ ‫ﺇﻧﻚﺍﻟﻌﻨﻮﺍﻥ‪ :3‬ﺷﺮﻭﻁ ﺗﻄﺒﻴﻖ ﺟﻬﺎﺯ ﻣﺼﻴﺪﺓ ﺍﻟﺬﺑﺎﺏ‬
‫ﺍﻻﺑﺘﻜﺎﺭ‪.‬‬

‫‪ .6‬ﺍﻟﺘﺠﺮﺑﺔﺍﻟﻤﻴﺪﺍﻧﻴﺔ‪ :‬ﻭﺻﻒ ﺍﻟﺤﺎﻟﺔ‬

‫ﻻ ﺗﻢﺇﺟﺮﺍء ﺗﺠﺮﺑﺘﻨﺎ ﺍﻟﻤﻴﺪﺍﻧﻴﺔ ﻓﻲ ﺳﻴﺎﻕ ﺗﺪﺧﻼﺕ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﺑﺎﺳﺘﺨﺪﺍﻡ ﻃﺮﻳﻘﺔ‬

‫‪.6.1‬ﺇﻧﺸﺎء "ﻣﺼﺎﺋﺪ ﺍﻟﺬﺑﺎﺏ"‬ ‫ﺷﻬﺮﻧﺒﻨﻲﻭﻧﺠﺮﺏ ﺑﻬﺎ‪ .‬ﺳﻨﻘﺪﻡ ﺍﻟﺤﺎﻟﺔ ﺍﻟﻮﺣﻴﺪﺓ ﻓﻲ ﻫﺬﻩ ﺍﻟﻤﻘﺎﻟﺔ‪.4‬‬
‫ﺍﻟﺬﻱ‪ -‬ﺍﻟﺘﻲ‬

‫ﻧﺤﻦﻧﺴﺎﻋﺪ ‪ SOPHIA‬ﻋﻠﻰ ﺗﺨﻴﻞ ﻭﺑﻨﺎء ﺍﻟﻌﻨﺎﺻﺮ ﻟﻠﻨﺸﺮﺹ ﻋﻠﻰ ﻣﻮﻗﻌﻬﺎ ﻋﻠﻰ‬ ‫ﺃ‬
‫ﺍﻻﻧﺘﺮﻧﺖ‪:‬ﻣﻨﺎﻃﻖ ﺍﻟﺠﺬﺏﺳﻴﺎﻗﻴﺔ ﺗﺘﻜﻴﻒ ﻣﻊ ﻧﺸﺎﻃﻬﺎ‪ .‬ﻭﻓﻲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪ ،‬ﺩﻋﻮﻧﺎ‬ ‫ﻫﻨﺎﻙﻭﺍﻟﻤﻨﻬﺞﺍﻟﻤﺴﺘﺨﺪﻡ ﻫﻮ ﺍﻟﺒﺤﺚ ﺍﻟﺘﺪﺧﻠﻲ‪ ،‬ﻭﻫﻮ ﺃﺳﻠﻮﺏ ﺑﺤﺚ ﻳﻌﺘﻤﺪ ﻋﻠﻰ‬
‫ﻧﺆﻛﺪﻋﻠﻰ ﺃﻫﻤﻴﺔ‬ ‫ﺃﻧﺎ ﺍﻟﻤﺸﺎﺭﻛﺔﺍﻟﻤﺒﺎﺷﺮﺓ ﻟﻠﺒﺎﺣﺚ ﻓﻲ ﻫﺬﺍ ﺍﻟﻤﺠﺎﻝ )‪David, 2001‬‬
‫ﺍﻟﻔﺼﻞ;‪ .(Hatchuel, 1994‬ﺃﻧﻬﺎ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﻣﻤﺎﺭﺳﺔ ﻭﻭﺻﻒ ﺍﻟﺤﺎﻻﺕ ﺍﻟﺘﻲ‬
‫ﻫﺎ ﺗﺤﺪﺙﻣﻊ ﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ )ﺩﺭﺍﺳﺔ ﻃﻮﻟﻴﺔ(‪ .‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﻫﻲ‬
‫‪.4‬ﻟﻤﻌﺮﻓﺔ ﺍﻟﻤﺰﻳﺪ ﻋﻦ ﺍﻟﺤﺎﻻﺕ ﺍﻷﺧﺮﻯ‪ ،‬ﻳﺮﺟﻰ ﺯﻳﺎﺭﺓ ﺍﻟﻤﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ‪-strategique.org‬‬
‫‪ http://www.veille‬ﺗﺤﺖ ﻋﻨﻮﺍﻥ ‪.Publications/Theses/Raquel Janissek-Muniz‬‬
‫ﺩﺍ‬
‫‪obs‬ﺗﻄﻮﺭﺍﺕﺍﻟﺤﺎﻻﺕ ﺍﻟﺘﻲ ﻧﻮﺍﺟﻬﻬﺎ‪ ،‬ﺫﺍﺕ ﻃﺒﻴﻌﺔ ﺍﺳﺘﻜﺸﺎﻓﻴﺔ‬

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‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
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‫‪27‬‬ ‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬

‫– ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻛﻢ ﻋﺪﺩ ﺍﻻﺗﺼﺎﻻﺕ ﻋﺒﺮ ﺍﻟﻮﺳﺎﺋﻂ ﻏﻴﺮ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﻤﻘﺘﺮﺡ؟‬ ‫ﺇﺷﺮﺍﻙﻣﺪﻳﺮﻱ ﺍﻟﺸﺮﻛﺔ ﻓﻲ ﺗﺒﺎﺩﻝ ﺍﻟﻤﻌﺮﻓﺔ )ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻟﻔﻨﻴﺔ( ﺑﺸﻜﻞ ﺟﻤﺎﻋﻲ‬
‫ﺩﺍﺧﻞﺍﻟﺸﺮﻛﺔ‪ .‬ﻋﻨﺎﺻﺮ "ﻣﺼﻴﺪﺓ ﺍﻟﺬﺑﺎﺏ" ﻟﻴﺴﺖ ﺛﺎﺑﺘﺔ‪ ،‬ﺑﻞ ﻳﻤﻜﻦ ﺃﻥ ﺗﺘﻄﻮﺭ ﻣﻊ‬
‫– ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻛﻢ ﻋﺪﺩ ﺍﻟﺘﻔﺎﻋﻼﺕ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺍﻟﺒﺪء ﺑﻬﺎ؟‬ ‫ﻓﺘﺢﺍﻟﺠﻬﺎﺯ‪.‬‬
‫– ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻣﺎ ﻫﻮ ﻋﺪﺩ ﺍﻹﺟﺮﺍءﺍﺕ ﻭﺍﻟﻘﺮﺍﺭﺍﺕ ﺍﻟﻤﺘﺨﺬﺓ ﺑﻌﺪ ﺍﻟﺘﻔﺎﻋﻼﺕ ﺍﻟﺘﻲ ﺗﻢ‬
‫ﺇﻧﺸﺎﺅﻫﺎﻣﻦ ﻣﻮﻗﻊ ‪SOPHIA‬؟‬
‫ﺍﺧﺘﺎﺭﺕﺻﻮﻓﻴﺎ ﻧﺸﺮ "ﺻﺎﺋﺪ ﺍﻟﺬﺑﺎﺏ" ﺍﻟﻤﺨﺘﻠﻔﺔ ﻋﻠﻰ ﻣﻮﻗﻌﻬﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ .‬ﺃﻣﺜﻠﺔ‪:‬‬
‫‪-‬ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻣﺎ ﻫﻲ ﺍﻟﺼﻔﺤﺎﺕ‪ ،‬ﻭﻣﺎ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﻫﺬﻩ ﺍﻟﺼﻔﺤﺎﺕ‪ ،‬ﺍﻟﺘﻲ‬
‫ﺗﻬﻢﺍﻟﺰﺍﺋﺮﻳﻦ ﺃﻛﺜﺮ ﻣﻦ ﻏﻴﺮﻫﺎ ﺣﺘﻰ ﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺗﻮﺟﻴﻪ ﺃﻋﻤﺎﻝ ‪SOPHIA‬‬ ‫‪-‬ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﻣﺼﺎﺋﺪ ﺍﻟﺬﺑﺎﺏ ﻣﻦ ﻧﻮﻉ "ﺍﻷﺳﺌﻠﺔ ﺍﻟﺘﻔﺎﻋﻠﻴﺔ" ﻭﻧﻮﻉ ﺍﻟﻨﺺ )ﺍﻟﻮﺻﻮﻝ‬
‫ﻭﺍﺑﺘﻜﺎﺭﺍﺗﻬﺎﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ؟‬ ‫ﺇﻟﻰﻣﻌﺮﻓﺔ ﻧﻮﻉ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ(‪ .‬ﻟﻢ ﻳﻜﻦ ﺍﻟﻤﻘﺼﻮﺩ ﻣﻦ ﻣﺼﺎﺋﺪ ﺍﻟﺬﺑﺎﺏ ﻫﺬﻩ ﻓﻲ‬
‫ﺍﻷﺻﻞﺍﻟﺘﺴﺒﺐ ﻓﻲ ﺗﻔﺎﻋﻼﺕ‪ ،‬ﻭﻟﻜﻦ ﺗﺒﻴﻦ ﺃﻧﻬﺎ ﻣﺸﻐﻼﺕ ﻃﻠﺒﺎﺕ ﻋﻠﻰ ﺍﻟﺮﻏﻢ‬
‫‪-‬ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻣﺎ ﻫﻲ ﺍﻟﺪﻭﻝ ﺍﻷﻛﺜﺮ ﺗﻔﺎﻋﻼ ﻣﻊ "ﺍﺳﺘﻔﺰﺍﺯﺍﺕ" ﺻﻮﻓﻴﺎ؟‬ ‫ﻣﻦﺫﻟﻚ‪.‬‬

‫– ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻣﺎ ﻫﻮ ﻧﻮﻉ ﺍﻟﺰﺍﺋﺮ )ﺍﻟﻮﻇﻴﻔﺔ‪/‬ﺍﻟﻤﻬﻨﺔ( ﺍﻟﺬﻱ ﻧﺠﺪﻩ ﺃﻛﺜﺮ ﻣﻦ ﺑﻴﻦ ﺍﻟﻄﻠﺒﺎﺕ‬ ‫‪-‬ﺍﻛﺘﺐ ﺻﺎﺋﺪﺓ ﺍﻟﺬﺑﺎﺏﺃﺩﺍﺓ ﺗﺸﺨﻴﺼﻴﺔ‪:‬ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺃﺩﺍﺓ ﻭﻳﺐ ﻣﺤﺪﺩﺓ‪ ،‬ﺗﻢ‬
‫ﺍﻟﻤﻘﺪﻣﺔﻣﻦ ﻣﻮﻗﻊ ‪SOPHIA‬؟‬ ‫ﺗﻄﻮﻳﺮﻫﺎﺑﻮﺍﺳﻄﺔ ‪ .SOPHIA‬ﺍﻟﺪﺧﻮﻝ ﻣﺠﺎﻧﻲ ﻋﻨﺪ ﺍﻟﻄﻠﺐ )ﻳﺠﺐ ﻋﻠﻰ ﺍﻟﺰﺍﺋﺮ‬
‫ﺗﻘﺪﻳﻢﺗﻔﺎﺻﻴﻞ ﺍﻻﺗﺼﺎﻝ(‪ .‬ﻳﻘﺘﺼﺮ ﺍﻟﻮﺻﻮﻝ ﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺍﺣﺪ ﻓﻘﻂ‪ .‬ﺗﻮﻓﺮ‬
‫ﻓﻲﻫﺬﻩ ﺍﻟﻤﻘﺎﻟﺔ‪ ،‬ﺳﻮﻑ ﻧﻘﺪﻡ ﻓﻘﻂ ﻋﺪﺩ ﻗﻠﻴﻞ ﻣﻦ ﻣﺆﺷﺮﺍﺕ ﻧﻮﻉ ﺍﻟﻨﺘﺎﺋﺞ‪ .‬ﺗﻢ‬ ‫ﺍﻷﺩﺍﺓﺗﻘﺮﻳﺮﺍً ﺷﺨﺼﻴﺎً ﻋﻦ ﻧﻮﻉ ﺍﻟﺘﺸﺨﻴﺺ‪ .‬ﺍﻟﻬﺪﻑ‪ :‬ﺗﻤﻬﻴﺪ ﺍﻟﻄﺮﻳﻖ ﻟﻠﻄﻠﺒﺎﺕ‬
‫ﺗﺜﺒﻴﺖﻧﻤﻮﺫﺝ ﻣﺘﻌﺪﺩ ﺍﻟﻄﻠﺒﺎﺕ )ﻳﺘﻌﻠﻖ ﺑﺎﻟﻌﺪﻳﺪ ﻣﻦ "ﻣﺼﺎﺋﺪ ﺍﻟﺬﺑﺎﺏ"( ﻋﻠﻰ‬ ‫ﺍﻟﻤﺴﺘﻘﺒﻠﻴﺔ‪.‬ﺗﻮﻟﺪ ﻣﺼﻴﺪﺓ ﺍﻟﺬﺑﺎﺏ ﻫﺬﻩ ﺗﻔﺎﻋﻼﺕ ﺗﻠﻘﺎﺋﻴﺔ‪ ،‬ﻳﺘﻢ ﺗﺨﺰﻳﻨﻬﺎ ﻓﻲ‬
‫ﻣﻮﻗﻊ‪ SOPHIA‬ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ .‬ﻭﻳﺮﺩ ﺃﺩﻧﺎﻩ ﻋﺪﺩ ﺍﻻﺳﺘﺸﺎﺭﺍﺕ ﻓﻲ ﺍﻟﻤﻮﻗﻊ‬ ‫ﻗﺎﻋﺪﺓﺑﻴﺎﻧﺎﺕ ﺭﺳﻤﻴﺔ‪.‬‬
‫ﻭﺍﻻﺗﺼﺎﻻﺕﺍﻟﺘﻲ ﺗﻠﻘﺘﻬﺎ ﺍﻟﺸﺮﻛﺔ ﻣﻦ ﺧﻼﻝ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ‪ ،‬ﻭﻛﺬﻟﻚ ﻗﻠﺔ ﺍﻟﺰﻭﺍﺭ‬

‫‪-‬ﺻﺎﺋﺪﺓ ﺍﻟﺬﺑﺎﺏﻗﺎﻋﺪﺓ ﺍﻟﻤﻌﺮﻓﺔ‪:‬ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﻗﺎﻋﺪﺓ ﻣﻌﺮﻓﻴﺔ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‬

‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺑﻌﺪﺃﻥ ﻗﺮﺭﺕ ﺍﻻﺗﺼﺎﻝ ﺑـ ‪ SOPHIA‬ﺩﻭﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﺗﺤﺘﻮﻱﻋﻠﻰ ﻣﺤﺘﻮﻯ ﻣﺤﺪﺩ‪ .‬ﺍﻟﺪﺧﻮﻝ ﻣﺠﺎﻧﻲ ﻋﻨﺪ ﺍﻟﻄﻠﺐ )ﻳﺠﺐ ﻋﻠﻰ ﺍﻟﺰﺍﺋﺮ‬
‫ﻏﻀﺐ‪.‬‬ ‫ﺗﻘﺪﻳﻢﺗﻔﺎﺻﻴﻞ ﺍﻻﺗﺼﺎﻝ(‪ .‬ﺍﻟﻮﺻﻮﻝ ﻟﻔﺘﺮﺓ ﻣﺤﺪﻭﺩﺓ )‪ 30‬ﻳﻮﻣﺎً(‪ .‬ﺍﻟﻬﺪﻑ‪ :‬ﺇﺛﺎﺭﺓ‬
‫ﺍﻟﺮﻏﺒﺔﻓﻲ "ﻣﻌﺮﻓﺔ ﺍﻟﻤﺰﻳﺪ"‪ .‬ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺘﻔﺎﻋﻠﻴﺔ‪ ،‬ﻭﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺃﻥ‬
‫ﻻﺱ‬
‫‪com.mber‬‬ ‫ﻳﺪﻋﻢ ‪ /‬ﺃﺻﻮﻝ‬ ‫ﺗﻮﻟﺪﺗﻔﺎﻋﻼﺕ ﻣﺘﻌﺪﺩﺓ ﻣﻊ ﺍﻟﺘﺪﺧﻞ ﺍﻟﺒﺸﺮﻱ‪.‬‬
‫‪48829‬‬ ‫ﺻﺮﻳﺤﺔ‪5‬‬ ‫ﺍﻟﻤﺸﺎﻭﺭﺍﺕﻋﻠﻰ ﺍﻟﻤﻮﻗﻊ ﺩﻭﻥ‬ ‫ﺭﻗﻢ‬
‫ﺍﻟﻘﻨﺼﻞ ﺭ‪ions‬‬ ‫ﺑﺴﺄﻝ‬

‫ﻣﻦﺍﻟﺰﻭﺍﺭ ﺍﻟﺬﻳﻦ ﻗﺪﻣﻮﺍ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ‬ ‫ﺭﻗﻢ‬

‫‪ 331vi‬ﺱ‬
‫‪.6.2‬ﻣﺠﻤﻮﻋﺔ ﺍﻟﻄﻠﺒﺎﺕ ﺍﻟﻨﺎﺗﺠﺔ‬
‫‪itors‬‬
‫ﺍﻟﻨﻤﻮﺫﺝ‬ ‫ﺑﺴﺄﻝ‬

‫ﻭﺍﻟﻤﺴﺘﻠﻤﺔ‬
‫ﺍﻟﻨﻤﻮﺫﺝ‪6‬‬ ‫ﻟﻠﻄﻠﺒﺎﺕﺍﻟﻤﻘﺪﻣﺔ ﻓﻲ‬ ‫ﺭﻗﻢ‬
‫‪418‬ﻣﻦ ﻣﺎﻧﺪﺱ‬
‫ﻟﻴﺮﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﻌﺎﻣﺔ‬

‫ﻋﺪﺩﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﻋﺒﺮ ﺍﻟﻮﺳﺎﺋﻂ ﺑﺨﻼﻑ ﻧﻤﻮﺫﺝ ﺍﻟﻮﻳﺐ‬ ‫ﻟﻘﻴﺎﺱﺍﻟﺘﻘﺪﻡ ﺍﻟﺬﻱ ﺃﺣﺮﺯﻩ ﻧﻈﺎﻣﻨﺎ‪ ،‬ﻗﻤﻨﺎ ﺑﺒﻨﺎء ﻣﺆﺷﺮﺍﺕ "ﻣﺼﻤﻤﺔ ﺧﺼﻴﺼﺎً"‬
‫‪43‬ﺟﻬﺔ ﺍﺗﺼﺎﻝ‬
‫ﻭﻣﻜﻴﻔﺔﻣﻊ ﺩﺭﺍﺳﺘﻨﺎ‪ .‬ﺗﺘﻴﺢ ﻫﺬﻩ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﺘﺤﻘﻖ ﻣﻤﺎ ﺇﺫﺍ ﻛﻨﺎ ﻗﺪ ﺣﻘﻘﻨﺎ ﺍﻟﻨﺘﺎﺋﺞ‬
‫ﺍﻟﻤﺮﺑﻊ‪ :4‬ﺑﻌﺾ ﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﺰﻳﺎﺭﺍﺕ ﻭﺍﻟﻤﺸﺎﻭﺭﺍﺕ ﻋﻠﻰ ﻣﻮﻗﻊ‬ ‫ﺍﻟﻤﺘﻮﻗﻌﺔﺃﻡ ﻻ‪ .‬ﻭﻣﻦ ﺍﻟﻤﻨﺎﺳﺐ ﺃﻳﻀﺎً ﺗﻮﺿﻴﺢ ﺃﻧﻨﺎ ﻟﺴﻨﺎ ﻓﻲ ﻭﺿﻊ ﺛﻨﺎﺋﻲ ]‪= 0‬‬
‫‪SOPHIA‬‬ ‫ﻟﻴﺲﺟﻴﺪﺍً[ ﻭ]‪ = 1‬ﺟﻴﺪ[ ﻭﻟﻜﻨﻨﺎ ﻓﻲ ﻋﻤﻠﻴﺔ ﺗﻌﻠﻢ ﻭﺗﺤﺴﻴﻦ ﻣﺴﺘﻤﺮﻳﻦ‪ ،‬ﻣﻤﺎ‬
‫ﻳﺴﺘﺪﻋﻲﺗﺪﺭﺝ ﺍﻟﻤﺆﺷﺮﺍﺕ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺗﻘﻴﻴﻢ ﺍﻟﺘﻘﺪﻡ ﺍﻟﺘﺪﺭﻳﺠﻲ‪ .‬ﺍﻟﻄﻠﺐ ﻣﻦ ﺍﻟﺰﻭﺍﺭ‪.‬‬
‫ﻟﻴﺲﻛﻞ ﺟﻬﺔ ﺍﺗﺼﺎﻝ‪ ،‬ﺃﻭ ﻛﻞ ﻃﻠﺐ‪ ،‬ﻳﻮﻟﺪ ﺗﻔﺎﻋﻼﺕ‪ ،‬ﺃﻱ ﺃﻧﻪ ﻟﻦ ﻳﺆﺩﻱ ﺑﺎﻟﻀﺮﻭﺭﺓ‬
‫ﺇﻟﻰﺍﻟﺘﻔﺎﻋﻼﺕ ﺍﻟﻤﻄﻠﻮﺑﺔ‪ .‬ﻭﻫﺬﺍ ﺍﺧﺘﻼﻑ ﺁﺧﺮ ﻋﻦ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻘﻠﻴﺪﻱ ﻟﻠﻤﻮﻗﻊ‪.‬‬
‫ﻳﻌﺮﺽﺍﻟﻤﺮﺑﻊ ﺍﻟﻤﻘﺎﺑﻞ ﻟﻔﺘﺮﺓ ﻭﺟﻴﺰﺓ ﺟﻬﺔ ﺍﺗﺼﺎﻝ ﻭﺍﺣﺪﺓ ﻣﻦ ﺑﻴﻦ ﺗﻠﻚ ﺍﻟﺘﻲ ﺃﺩﺕ‬
‫ﺇﻟﻰﺗﻔﺎﻋﻞ ﻣﺘﻌﺪﺩ ﺍﻟﺤﻠﻘﺎﺕ‪.‬‬
‫ﺗﻢﺗﻨﻈﻴﻢ ﻣﺆﺷﺮﺍﺗﻨﺎ ﻭﻓﻘﺎً ﻟﻠﺠﺎﻧﺒﻴﻦ ﺍﻟﻜﻼﺳﻴﻜﻴﻴﻦ ﻟﻠﻘﻴﺎﺱ ﻓﻲ (‪Herring, 1996‬‬
‫;‪ :IS )Bedford et al, 1966; Joshi, 1989; Sethi and King, 1991‬ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖﺑـ ﺍﻷﺩﺍﺓﻭﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺏﻧﺘﺎﺋﺞﺍﻟﺘﻲ ﺗﻨﺘﺠﻬﺎ ﺍﻷﺩﺍﺓ‪ .‬ﺩﻋﻮﻧﺎ ﻧﺬﻛﺮ ﺍﻟﻘﻠﻴﻞ ﻣﻨﻬﺎ‪.‬‬

‫‪-‬ﺍﻷﺩﺍﺓ‪ :‬ﻣﺎ ﻫﻲ ﺍﻟﺘﺪﺍﺑﻴﺮ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﻤﻮﻗﻊ؟‬

‫‪.5‬ﻟﻢ ﺗﻜﻦ ‪ SOPHIA‬ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﻗﻴﺎﺱ ﺍﻟﻨﺘﺎﺋﺞ ﻣﻨﺬ ﺑﺪﺍﻳﺔ ﺍﻟﻨﻈﺎﻡ ﻷﻧﻪ ﻟﻢ ﻳﻜﻦ ﻟﺪﻳﻬﺎ ﺃﺩﺍﺓ ﺗﺤﺖ ﺗﺼﺮﻓﻬﺎ‬ ‫– ﺍﻷﺩﺍﺓ‪ :‬ﻣﺎ ﻫﻲ ﺍﻟﺘﺪﺍﺑﻴﺮ ﺍﻟﺨﺎﺻﺔ ﺑـ “ﻣﺼﺎﺋﺪ ﺍﻟﺬﺑﺎﺏ” ﺍﻟﻤﻮﺿﻮﻋﺔ ﻋﻠﻰ ﺍﻟﻤﻮﻗﻊ؟‬
‫ﻟﻘﻴﺎﺱﺍﻟﻮﺻﻮﻝ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﻘﺪ ﺗﻢ ﺗﻐﻴﻴﺮ ﺍﻟﻤﻀﻴﻒ ﻟﺒﻌﺾ ﺍﻟﻮﻗﺖ‪ ،‬ﻭﻳﻮﻓﺮ ﺍﻟﻤﻀﻴﻒ ﺍﻟﺠﺪﻳﺪ ﺇﻣﻜﺎﻧﻴﺔ‬
‫ﺍﻟﻮﺻﻮﻝﺇﻟﻰ ﺇﺣﺼﺎﺋﻴﺎﺕ ﺣﺮﻛﺔ ﺍﻟﻤﺮﻭﺭ ﺍﻟﺘﻔﺼﻴﻠﻴﺔ ﻋﻠﻰ ﺍﻟﻤﻮﻗﻊ‪ .‬ﻳﻤﻜﻦ ﻟﺼﻮﻓﻴﺎ ﺍﻵﻥ ﻣﻌﺮﻓﺔ ﻋﺪﺩ‬
‫ﺍﻻﺳﺘﺸﺎﺭﺍﺕﺍﻟﺘﻲ ﺃﺟﺮﺗﻬﺎ ﻭﻣﺎ ﻫﻲ ﺍﻻﺳﺘﺸﺎﺭﺍﺕ ﺍﻟﺘﻲ ﺃﺟﺮﺗﻬﺎ ﻋﻠﻰ ﻣﻮﻗﻌﻬﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ .‬ﻳﺸﻴﺮ ﺍﻟﺮﻗﻢ ﺇﻟﻰ‬ ‫– ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻛﻢ ﻋﺪﺩ ﺍﻟﺰﻳﺎﺭﺍﺕ ﻭﺍﻻﺳﺘﺸﺎﺭﺍﺕ ﺍﻟﺘﻲ ﺗﻤﺖ ﻟﻤﻮﻗﻊ ﺻﻮﻓﻴﺎ؟‬
‫ﺍﻟﻤﺸﺎﻭﺭﺍﺕﺍﻟﺘﻲ ﺗﻤﺖ ﺧﻼﻝ ﺍﻷﺷﻬﺮ ﺍﻷﺭﺑﻌﺔ ﺍﻟﻤﺎﺿﻴﺔ‪.‬‬

‫‪.6‬ﻋﺪﺩ ﺃﻛﺒﺮ ﻣﻦ ﻋﺪﺩ ﺍﻟﺰﻭﺍﺭ ﻷﻥ ﺍﻟﺰﺍﺋﺮ ﺍﻟﻮﺍﺣﺪ ﻳﻤﻜﻨﻪ ﺗﻘﺪﻳﻢ ﻋﺪﺓ ﻃﻠﺒﺎﺕ ﻣﺨﺘﻠﻔﺔ‬ ‫– ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻛﻢ ﻋﺪﺩ ﺍﻟﻄﻠﺒﺎﺕ ﺍﻟﻮﺍﺭﺩﺓ ﻣﻦ ﺍﻟﻤﻮﻗﻊ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﻤﺜﺒﺖ ﻋﻠﻰ‬
‫ﻣﻮﻗﻊ‪SOPHIA‬؟‬

‫ﺩ ‪osser‬‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﻋﻠﻰ‬
‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪28‬‬

‫ﺝ ﻣﺜﻞﻛﺮﻳﺴﺘﻴﻦ‪:‬ﻛﺮﻳﺴﺘﻴﻦ ﻫﻲ ﻣﺪﻳﺮﺓ ﻣﺘﻮﺳﻄﺔ ﻓﻲ ﺷﺮﻛﺔ ﻟﺘﺼﻨﻴﻊ ﺍﻟﺴﻴﺎﺭﺍﺕ‪.‬‬ ‫‪ .7‬ﻧﺘﺎﺋﺞ‬

‫‪.1.7‬ﺑﻌﺾ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻌﻤﻠﻴﺔ‬
‫ﺟﺎﻑ ﻭﺗﺴﻌﻰﺑﻤﺒﺎﺩﺭﺓ ﻣﻨﻬﺎ ﻟﻠﺪﺧﻮﻝ ﺇﻟﻰ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻭﻛﺬﻟﻚ ﺗﺸﺠﻴﻊ ﺍﻟﺪﺭﺍﺳﺎﺕ‬
‫ﻭﺛﻴﻘﺔ ﺍﻟﺘﻲﺗﻜﺘﺸﻔﻬﺎ ﻋﻠﻰ ﻣﻮﻗﻊ ﺻﻮﻓﻴﺎ‪ .‬ﺃﺛﻨﺎء ﻣﺮﻭﺭﻫﺎ ﺗﺴﺘﻌﻴﻦ ﺑﺎﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻮﺛﺎﺋﻖ‬

‫ﺍﻟﻤﺘﻌﻠﻘﺔﺑﻘﻀﻴﺔ ﻛﺮﻳﺴﺘﻴﻦ‬
‫ﻳﻔﻌﻞ‪.‬ﺍﻟﻔﺼﻞ ﺍﻟﻤﻨﺸﻮﺭﺓ‪.‬ﺇﻧﻬﺎ ﺗﺴﻌﻰ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺃﺣﺪ ﺍﻟﻤﻮﺍﺿﻴﻊ ﺍﻟﻤﺘﻮﻓﺮﺓ ﻋﻠﻰ ﺍﻟﻤﻮﻗﻊ‪،‬‬
‫ﻣﻌﻠﻮﻣﺔ ﻭﺗﻘﺮﺭﺍﻟﺪﺧﻮﻝ ﻓﻲ ﻋﻼﻗﺔ ﻣﻊ ‪ .SOPHIA‬ﺍﺧﺘﺎﺭﺕ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬
‫ﺃﻛﺜﺮﺷﻬﺮﺓ‬
‫ﺍﻟﺠﻤﻴﻊ ﻭﻓﻲﺭﺃﻳﻨﺎ ﺃﻥ ﺍﻟﻨﻬﺞ ﺍﻟﻤﻮﺻﻮﻑ ﺃﻋﻼﻩ ﻳﺸﻜﻞ ﺗﻔﺎﻋﻼ ًﻣﺘﻄﻮﺭﺍ ًﻋﻠﻰ ﻧﻄﺎﻕ‬

‫‪ 11/06/2023‬ﻋﻠﻰ (‪www.cairn.info )IP: 129.45.98.37‬‬

‫ﺍﺗﺼﺎﻝ‬
‫ﻭﺳﺎﺋﻞﺍﻻﺗﺼﺎﻝ‪.‬‬ ‫ﻣﺜﻞ‬ ‫ﺃ ﻭﺍﺳﻊ‪.‬ﻟﻘﺪ ﻛﻠﻒ ﺫﻟﻚ ﺍﻟﻮﻗﺖ ﻭﺍﻟﺠﻬﺪ ﻣﻦ ﺟﺎﻧﺒﻨﺎ‪ ،‬ﻭﻛﺬﻟﻚ ﻣﻦ ﺟﺎﻧﺐ ‪SOPHIA‬‬
‫ﺳﻮﻑ ﺗﺘﻠﻘﻰﺍﻟﺘﺪﻗﻴﻖ ﺍﻟﺪﺍﺧﻠﻲ ﻃﻠﺐ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺗﻨﻔﻴﺬ ﻣﺸﺮﻭﻉ‪ :‬ﺇﻧﺸﺎء ﻧﻈﺎﻡ‬ ‫ﺗﺄﺛﻴﺮ‪.‬ﻛﺎﻧﺖ ﻫﺬﻩ ﺍﻟﻤﺴﻴﺮﺓ ﻣﻔﻴﺪﺓ ﻟﻌﺪﺓ ﺃﺳﺒﺎﺏ‪ .‬ﺩﻋﻮﻧﺎ ﻧﺬﻛﺮﻫﺎ‪ :‬ﺗﻤﻜﻨﺖ ‪SOPHIA‬‬
‫ﻣﺮﺍﻗﺒﺔﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻓﻲ ﺇﻃﺎﺭ ﺯﻣﻨﻲ ﻗﺼﻴﺮ ﺟﺪﺍً ﻭﻏﻴﺮ ﻭﺍﻗﻌﻲ‪ .‬ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ‬ ‫ﻳﻀﻊ‬ ‫ﻝ ﻣﻦﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ "ﻣﻮﻗﻊ ﺍﻟﺒﻨﺎء" ﺍﻟﺨﺎﺹ ﺑﻜﺮﻳﺴﺘﻴﻦ ﻻﺧﺘﺒﺎﺭ ﻋﺮﻭﺿﻬﺎ‬
‫ﻭﻗﺖ ﺫﻟﻚ‪،‬ﻓﺈﻥ ﻣﺸﺮﻭﻋﻪ ﻏﺎﻣﺾ ﻟﻠﻐﺎﻳﺔ‪ .‬ﺑﻌﺪ ﻣﻨﺎﻗﺸﺔ ﺟﻤﺎﻋﻴﺔ‪ ،‬ﻗﺮﺭﺕ ﺻﻮﻓﻴﺎ‬
‫‪ .1‬ﻭﺍﻟﻤﺸﺎﺭﻛﺔﻓﻲ ﺍﻟﺒﻨﺎء ﻭﺗﺤﺴﻴﻨﻬﺎ ﻭﺗﻄﻮﻳﺮﻫﺎ‪.‬‬
‫ﺗﻔﺴﻴﺮ ﺍﺳﺘﻘﺒﺎﻝﻛﺮﻳﺴﺘﻴﻦ‪ .‬ﺍﻟﺘﻖ ِﻣﻊ ﻣﺪﻳﺮ ‪ SOPHIA‬ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺑﻌﻀﻜﻤﺎ ﺍﻟﺒﻌﺾ‬
‫ﻋﺎﺋﺪﺍﺕ ﺑﺸﻜﻞﺃﻓﻀﻞ ﻭﻓﻬﻢ ﻣﺸﺮﻭﻋﻬﻤﺎ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪ .‬ﻛﺮﻳﺴﺘﻴﻦ ﻻ ﺗﺘﺤﺪﺙ ﺇﻻ ﻋﻦ‬
‫ﻣﺮﺗﺨﻲ ﺍﻟﻤﺮﺍﻗﺒﺔﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻃﺮﻳﻘﺔ ﺗﺤﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻹﻳﺠﺎﺑﻴﺔ‪ .‬ﻓﺮﺻﺔ ﻟـ ‪SOPHIA‬‬
‫ﺗﻢﺗﺠﺎﻫﻠﻪ ﻻﺧﺘﺒﺎﺭﻗﺎﻋﺪﺓ ﺟﺪﻳﺪﺓ‪ ،‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ ،‬ﺗﻬﺪﻑ ﻋﻠﻰ ﻭﺟﻪ ﺍﻟﺘﺤﺪﻳﺪ ﺇﻣﺎ ﺇﻟﻰ‬ ‫‪ .2‬ﻭﺑﻨﺎء ًﻋﻠﻰ ﺍﺳﺘﺨﺪﺍﻡ ﻛﺮﻳﺴﺘﻴﻦ ﻟﻪ‪ ،‬ﺗﻤﻜﻨﺖ ‪ SOPHIA‬ﻣﻦ ﻣﻼﺣﻈﺔ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﺘﻮﻓﺮ ﻧﺸﺮﻋﻨﺎﺻﺮ ﺍﻟﻄﺮﻳﻘﺔ‪ ،‬ﺃﻭ ﺩﻋﻢ ﻣﺪﻳﺮ ﺍﻟﻤﺸﺮﻭﻉ ﻋﻦ ﺑﻌﺪ‪ .‬ﻓﻲ ﺍﺟﺘﻤﺎﻉ ﺟﺪﻳﺪ‪ ،‬ﺗﺸﻴﺮ‬
‫ﻣﺨﺘﻠﻒﻷﺣﺪ ﻋﺮﻭﺿﻬﺎ‪.‬‬
‫‪ Learnin‬ﻛﺮﻳﺴﺘﻴﻦﺇﻟﻰ ﺃﻧﻬﺎ ﺗﻌﻠﻤﺖ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻷﺷﻴﺎء ﻭﺗﺘﺴﺎءﻝ ﻋﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﻫﻨﺎﻙ‬
‫ﺑﻌﺾﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﻠﻘﺎﺋﻴﺔ ﻓﻲ ﺷﺮﻛﺘﻬﺎ ﺩﻭﻥ ﻋﻠﻤﻬﺎ ﺑﺬﻟﻚ ‪ -‬ﺗﻐﺘﻨﻢ ﺻﻮﻓﻴﺎ‬ ‫ﻟﻪ ﻡ‬ ‫‪ .3‬ﻓﻲﺣﺎﻟﺔ ﻛﺮﻳﺴﺘﻴﻦ ﻫﺬﻩ‪ ،‬ﻻ ﻳﺼﺒﺢ ﺍﻟﻌﻤﻴﻞ ﺍﻟﻤﺤﺘﻤﻞ ﻋﻤﻴﻼ ًﻓﺤﺴﺐ‪ ،‬ﺑﻞ‬
‫ﺧﻼﻝ ﺍﻟﻔﺮﺻﺔﻟﺘﻨﻔﻴﺬ ﺇﺻﺪﺍﺭ ﺃﺩﺍﺓ ﺍﻟﻮﻳﺐ ﺍﻟﺠﺪﻳﺪ ﺍﻟﺬﻱ ﻳﻬﺪﻑ ﺇﻟﻰ ﺗﻘﻴﻴﻢ ﺍﻟﻤﻮﻗﻒ ﻓﻲ‬ ‫ﻳﺼﺒﺢﺷﺮﻳﻜﺎً ﺃﻳﻀﺎً‪.‬‬
‫‪ beauco‬ﺷﺮﻛﺔ‬
‫ﺍﺳﺘﻄﺎﻉ‬
‫ﺣﺼﺔ‪.‬‬
‫ﻟﻪ‬
‫‪.2.7‬ﺑﻌﺾ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻌﻤﻠﻴﺔ ﻟـ‬
‫ﻛﺮﻳﺲﺍﺳﺘﺨﺪﻣﺖﺗﺎﻳﻦ ﻫﺬﻩ ﺍﻷﺩﺍﺓ ﻟﻠﺘﻐﻠﺐ ﻋﻠﻰ ﺍﻟﻤﺸﻜﻼﺕ ﺍﻟﺘﻲ ﺗﻔﺼﻞ ﺍﻷﺷﺨﺎﺹ‬
‫ﻗﺎﺑﺲﻛﻬﺮﺑﺎء‪.‬‬
‫‪PMI SOPHIA‬‬
‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔﺍﻻﺑﺘﻜﺎﺭ ‪omics‬‬

‫ﻣﺴﺎﻓﺔ ﻋﻦﺷﺮﻛﺘﻬﺎ‪ .‬ﻟﻘﺪ ﺟﻠﺒﺖ ﺍﺑﺘﻜﺎﺭﺍً ﻓﻲ ﺍﻻﺳﺘﺨﺪﺍﻡ‪ ،‬ﺑﻤﻌﻨﻰ ﺃﻧﻬﺎ ﺍﺳﺘﺨﺪﻣﺖ ﺍﻷﺩﺍﺓ‬
‫ﺇﻳﻒ‬
‫ﺩﻋﻮﻧﺎﺍﻵﻥ ﻧﻼﺣﻆ ﺑﻌﺾ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻌﻤﻠﻴﺔ ﻣﻦ ﺗﻄﺒﻴﻖ ﻧﻈﺎﻣﻨﺎ ﻓﻲ ‪SOPHIA‬‬
‫ﺗﺄﻛﻴﺪ ﻟﻠﺘﺤﺪﺙﻣﻊ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻻ ﻳﺘﺤﺪﺛﻮﻥ ﺍﻟﻔﺮﻧﺴﻴﺔ )ﻋﻤﻠﻴﺔ ﻣﺘﺰﺍﻣﻨﺔ ﺑﺎﻟﻔﺮﻧﺴﻴﺔ‬
‫ﻭﺍﻹﻧﺠﻠﻴﺰﻳﺔﻋﻠﻰ ﺍﻟﻬﺎﺗﻒ ﻭﺍﺳﺘﺠﺎﺑﻮﺍ ﻣﺒﺎﺷﺮﺓ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ(‪ .‬ﻟﻢ ﺗﻔﻜﺮ ﺻﻮﻓﻴﺎ ﻗﻂ‬ ‫ﻟﺪﻱ‬ ‫ﻫﻨﺎﻙ‬
‫ﻓﻲﻛﺜﻴﺮ ﻣﻦ ﺍﻟﺤﺎﻻﺕ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺣﺎﻟﺔ ﻛﺮﻳﺴﺘﻴﻦ(‪.‬‬
‫)ﻣﺘﺮﺟﻢ ﻓﻲﻫﺬﺍ ﺍﻻﺳﺘﺨﺪﺍﻡ‪ ،‬ﻣﻤﺎ ﻳﻔﺘﺢ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺟﺪﻳﺪﺓ ﻟﻮﺟﻮﺩﻫﺎ ﺍﻟﺪﻭﻟﻲ‪.‬‬ ‫ﻻ‬
‫ﺷﺨﺺ‬ ‫‪ .1‬ﺍﻟﻈﻬﻮﺭﺍﻟﻤﺰﺩﻭﺝ ﻟﻌﻤﻴﻞ ﻣﺤﺘﻤﻞ ﻟﻢ ﻳﻜﻦ ﻟﻴﻈﻬﺮ ﺃﺑﺪﺍً ﺑﺪﻭﻥ "ﻓﺦ ﺍﻟﺬﺑﺎﺏ"‪ ،‬ﻷﻧﻪ‬
‫ﺃﺑﺪﺍ‬
‫ﻫﻮﻧﻔﺴﻪ ﻟﻢ ﻳﻜﻦ "ﻋﻤﻴﻼً ﻣﺤﺘﻤﻼ"ً‪ .‬ﻭﻫﻜﺬﺍ ﻳﻤﻜﻦ ﻟﻠﺰﺍﺋﺮ ﺍﻟﻤﻌﻨﻲ "ﺑﻬﺪﻭء" ﺃﻥ‬‫ﻱ‬
‫ﺑﻔﻀﻞ‬
‫ﻛﺮﻳﺲﻛﺎﻧﺖﺗﻴﻦ ﺭﺍﺿﻴﺔ ﺟﺪﺍً ﻭﻭﺟﺪﺕ ﺃﻥ ﺍﻟﺘﺸﺨﻴﺺ ﺳﺎﺭ ﻋﻠﻰ ﻣﺎ ﻳﺮﺍﻡ‪ .‬ﻭﻻﺣﻈﺖ ﺃﻧﻪ‬ ‫ﻳﺼﺒﺢﺍﺳﺘﺒﺎﻗﻴﺎً‪.‬‬
‫ﺛﻨﺎﺋﻴﺔﺟﺪﺍ ﻻﻳﻮﺟﺪ ﻋﻤﻠﻴﺎً ﺃﻱ ﻧﻬﺞ ﻣﺮﺍﻗﺒﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﺩﺍﺧﻞ ﺷﺮﻛﺘﻬﺎ‪.‬‬
‫ﻻﺃﺣﺪ‬ ‫‪ .2‬ﻭﻓﻲﺍﻟﺘﻔﺎﻋﻞ ﻳﻤﻜﻦ ﺃﻥ ﺗﻈﻬﺮ ﺟﻮﺍﻧﺐ ﺗﺘﻌﻠﻖ ﺑﻤﺸﺮﻭﻉ ﻟﻢ ﻳﻜﻦ ﺍﻟﺰﺍﺋﺮ ﻧﻔﺴﻪ‬
‫ﺑﻌﺪ ﻟﻘﺪﺗﻢ ﺇﻋﺎﺩﺓ ﺗﻮﺟﻴﻬﻚ ﺧﻼﻝ ﻣﻮﻋﺪ ﺟﺪﻳﺪ‪ ،‬ﻛﺮﻳﺴﺘﻴﻦ‬
‫ﻋﻠﻰﻋﻠﻢ ﺑﻪ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪ .‬ﻳﻤﻜﻦ ﺗﺼﻤﻴﻢ ﻣﺸﺮﻭﻉ ﻣﺤﺪﺩ ﺑﺎﻟﻜﺎﺩ ﻭﺗﺸﻜﻴﻠﻪ‬
‫ﻭﻗﻒﺍﻟﻤﺸﺮﻭﻉ ﻓﻲ ﺷﺮﻛﺘﻪ‪ .‬ﻭﻗﺪ ﺍﺳﺘﻘﺒﻞ ﺭﺅﺳﺎﺅﻫﺎ ﺗﺪﺧﻠﻬﺎ ﻭﺗﻠﻘﺖ ﺍﻟﺘﺸﺠﻴﻊ‬ ‫ﺑﺪﺃﺕ‬
‫ﺣﺴﻨﺎﺑﻲ ﻟﻠﻤﻀﻲﻗﺪﻣﺎً ﺑﻤﺸﺮﻭﻋﻬﺎ‪ ،‬ﻭﺍﻟﺬﻱ ﺃﺻﺒﺢ ﺍﻵﻥ ﺑﺄﻫﺪﺍﻑ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﺑﺎﻟﺘﻔﺎﻋﻞ‪.‬‬
‫ﺍﺫﻫﺐﺭﺭ‬ ‫ﻝ‬
‫ﺷﺠﺎﺭ‪.‬‬ ‫‪ .3‬ﻟﻘﺪﺃﺛﺒﺖ ﻧﻈﺎﻣﻨﺎ ﺃﻳﻀﺎً ﺃﻧﻪ ﻣﻔﻴﺪ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﻳﺘﻢ ﺇﻧﺸﺎﺅﻫﺎ ﺣﺎﻟﻴﺎً‪.‬‬
‫ﺣﺎﻟﻴﺎً‪،‬ﺗﻘﻮﻡ ‪ SOPHIA‬ﺑﻤﺮﺍﻗﺒﺔ ﻣﺸﺮﻭﻉ ﻛﺮﻳﺴﺘﻴﻦ ﻋﻦ ﺑﻌﺪ‪.‬‬

‫‪ .4‬ﺗﺤﺘﻮﻱﺍﻟﻄﻠﺒﺎﺕ ﺍﻟﺘﻲ ﺗﻠﻘﺘﻬﺎ ﺍﻟﺸﺮﻛﺔ ﻋﺒﺮ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻭﺍﻟﻔﺎﻛﺲ‬

‫ﺍﻟﻤﺮﺑﻊ‪ :5‬ﻗﻀﻴﺔ ﻛﺮﻳﺴﺘﻴﻦ‬
‫ﻣﺜﻞﻛﺎﻣﻴﺮﺍ ﺍﻟﻮﻳﺐ‪ ...‬ﻭﺍﻟﺘﻲ ﺗﺸﻜﻞ ﻭﺳﻴﻠﺔ ﻟﻼﺳﺘﻜﺸﺎﻑ ﻻﺣﻘﺎً‪.‬‬
‫ﻭﺍﻟﻬﺎﺗﻒﻭﺟﻬﺎ ًﻟﻮﺟﻪ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ ﻋﻠﻰ ﻣﺤﺘﻮﻯ ﺃﻛﺜﺮ ﺛﺮﺍء ًﻭﺗﺤﺪﻳﺪﺍً ﻣﻦ ﺗﻠﻚ ﺍﻟﺘﻲ‬
‫ﺗﻢﺗﻠﻘﻴﻬﺎ ﻋﺒﺮ ﻧﻤﻮﺫﺝ ﺍﻟﻄﻠﺒﺎﺕ ﺍﻟﻤﺘﻌﺪﺩﺓ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﺃﺛﺒﺖ ﻫﺬﺍ‬
‫ﺍﻟﻨﻮﻉﻣﻦ ﺍﻟﻄﻠﺒﺎﺕ ﺃﻧﻪ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟﺒﺪء ﺍﻟﺘﻔﺎﻋﻼﺕ‪ .‬ﻭﻫﻮ ﻣﺎ ﻳﺆﻛﺪ ﻧﻈﺮﻳﺔ ﺍﻟﺜﺮﻭﺓ‬
‫ﺍﻹﻋﻼﻣﻴﺔﻟﺪﺍﻓﺖ ﻭﻟﻨﺠﻞ‪.‬‬
‫ﺃﻧﺎ‬

‫‪.7.3‬ﺑﻌﺾ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻨﻈﺮﻳﺔ‬ ‫‪ .5‬ﺍﻟﻤﻬﺎﺭﺍﺕﺍﻟﺘﻘﻨﻴﺔ ﺿﺮﻭﺭﻳﺔ ﻟﻤﺮﺍﻗﺒﺔ ﺍﻟﻨﻈﺎﻡ‪ .‬ﻭﻣﻊ ﺗﻘﺪﻣﻨﺎ‪ ،‬ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺇﺩﺭﺍﻙ‬
‫ﺍﻟﺤﺎﺟﺔﺇﻟﻰ ﺍﻟﻮﻗﺖ ﺍﻟﻤﺨﺼﺺ ﻟﻤﻬﻤﺔ ﻣﻌﻴﻨﺔ‪ ،‬ﻳﻮﻣﺎً ﺑﻌﺪ ﻳﻮﻡ‪.‬‬
‫ﻓﻴﻤﺎﻳﻠﻲ ﺑﻌﺾ ﺍﻟﻤﺴﺎﻫﻤﺎﺕ ﺍﻟﻤﻌﺮﻓﻴﺔ ﺍﻟﻨﻈﺮﻳﺔ ﺍﻟﻨﺎﺗﺠﺔ ﻋﻦ ﺑﺤﺜﻨﺎ‪:‬‬

‫‪.1‬ﺇﻥ ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮء ﻋﻠﻰ ﺍﻟﻔﺠﻮﺓ ﺍﻟﻤﻮﺟﻮﺩﺓ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻟـ‬
‫‪ VAS-IC‬ﻫﻮ ﺑﺎﻟﻔﻌﻞ ﻧﺘﻴﺠﺔ ﻓﻲ ﺣﺪ ﺫﺍﺗﻪ‪.‬‬
‫‪.2‬ﻓﺘﺢ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺟﺪﻳﺪﺓ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‪ ،‬ﺣﻴﺚ ﺃﻧﻪ ﺣﺘﻰ‬
‫ﺍﻵﻥﻛﺎﻥ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺍﻟﺘﻮﺍﺟﺪ ﺍﻟﻔﻌﻠﻲ ﻓﻲ ﺍﻟﻤﻴﺪﺍﻥ‪.‬‬
‫‪.3‬ﺍﻟﺒﺤﺚ ﻣﺒﺘﻜﺮ ﻣﻦ ﺣﻴﺚ ﺍﻟﻤﻔﺎﻫﻴﻢ‪ :‬ﺍﻻﺳﺘﻔﺰﺍﺯ‪ ،‬ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‪،‬‬
‫ﺍﻟﻤﻮﻗﻊﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻓﻲ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻻﺳﺘﺒﺎﻗﻲ‪ .‬ﻭﻗﺪ ﺗﻢ ﺗﻮﺿﻴﺢ ﻫﺬﻩ ﺍﻟﻤﻔﺎﻫﻴﻢ‬
‫ﻭﺗﺤﺪﻳﺪﻫﺎﻭﺗﻨﻔﻴﺬﻫﺎ‬
‫‪.6‬ﺃﻧﺎ ﻭﻣﻦﺍﻟﻀﺮﻭﺭﻱ ﺍﻟﺘﻤﻴﻴﺰ ﺑﻴﻦ ﻣﺮﺣﻠﺔ ﺍﻟﻨﻀﺞ ﻭﻣﺮﺣﻠﺔ ﺍﻟﺒﺪء ﻓﻲ ﻣﺜﻞ ﻫﺬﺍ‬
‫ﺍﻟﻨﻈﺎﻡ‪.‬ﻭﻳﺠﺐ ﻋﻠﻴﻨﺎ ﺃﻳﻀﺎً ﺍﻻﻫﺘﻤﺎﻡ ﺑﺎﺳﺘﺪﺍﻣﺘﻬﺎ‪.‬‬
‫‪ .7‬ﺑﺎﻟﻨﺴﺒﺔﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻤﻨﺘﺸﺮﺓ ﺟﻐﺮﺍﻓﻴﺎً ﻓﻲ ﺍﻟﻔﻀﺎء‪ ،‬ﻳﻮﻓﺮ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻃﺮﻳﻘﺔ‬
‫ﻝﻟﺤﻞﺍﻟﺼﻌﻮﺑﺔ ﺍﻟﺘﻲ ﻳﻮﺍﺟﻬﻬﺎ ﺍﻟﺬﻛﺎء ﺍﻟﺠﻤﺎﻋﻲ ﻣﻊ ﺍﻟﺘﺸﺘﺖ‪ .‬ﻓﺈﻧﻪ ﻳﻔﺘﺢ‬
‫ﺍﻻﺣﺘﻤﺎﻻﺕﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻻﺧﺘﻴﺎﺭ‬
‫ﻭﺍﻟﺘﻔﺴﻴﺮﺍﻟﺠﻤﺎﻋﻲ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻷﺩﻭﺍﺕ‬

‫ﺱﺮ‬
‫ﺧﻠﻒﺇﻳ‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﺑﺘﺎﺭﻳﺦ ‪ 11/06/2023‬ﻣﻦ (‪www.cairn.info )IP: 129.45.98.37‬‬
‫‪29‬‬ ‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬

‫ﻟﻠﺘﻌﻮﻳﺾﻋﻦ ﺗﻔﺮﺩ ﺍﻟﺤﺎﻟﺔ ﺍﻟﻤﻌﺮﻭﺿﺔ ﻫﻨﺎ‪ ،‬ﻗﻤﻨﺎ ﺑﺸﺮﺡ ﺷﺮﻭﻁ ﺍﻟﺘﻄﺒﻴﻖ‪ ،‬ﻭﺫﻟﻚ‬ ‫ﺍﻟﺘﻄﺒﻴﻖﻣﻦ ﺃﺟﻞ ﺃﻥ ﻳﺆﺩﻱ ﺇﻟﻰ ﻣﻌﺮﻓﺔ ﻗﺎﺑﻠﺔ ﻟﻠﺘﻨﻔﻴﺬ‪.‬‬
‫ﻟﺠﻌﻞﺍﻟﺘﺠﺮﺑﺔ ﻣﻤﻜﻨﺔ ﻓﻲ ﺳﻴﺎﻗﺎﺕ ﺃﺧﺮﻯ ﻭﻓﻲ ﻇﺮﻭﻑ ﻣﻤﺎﺛﻠﺔ ﻗﺪﺭ ﺍﻹﻣﻜﺎﻥ‪،‬‬
‫ﺧﻼﻝﺍﻟﻌﻤﻞ ﺍﻟﻼﺣﻖ‪ .‬ﺩﻋﻮﻧﺎ ﻧﺘﺬﻛﺮ ﺃﻳﻀﺎً ﺃﻥ ﻣﻨﻬﺠﻴﺔ ﺑﺤﺜﻨﺎ ﻫﻲ ﻣﻦ ﺍﻟﻨﻮﻉ ﺍﻟﺒﺤﺜﻲ‬ ‫‪.4‬ﺍﻗﺘﺮﺍﺡ ﻣﻔﻬﻮﻡ "ﻓﺦ ﺍﻟﺬﺑﺎﺏ" ﻭﺗﻮﺳﻴﻊ ﺍﻟﻤﻔﻬﻮﻡ ﻟﻴﺸﻤﻞ ﺍﺳﺘﺨﺪﺍﻣﺎﺕ ﺃﺧﺮﻯ‪،‬‬
‫ﺍﻟﺘﺪﺧﻠﻲ‪،‬ﺗﺤﺖ‬ ‫ﻣﺜﻞﺍﻟﺮﺳﻮﻡ ﺍﻟﻤﺘﺤﺮﻛﺔ ﺑﻬﺪﻑ ﺇﺛﺎﺭﺓ ﺍﻫﺘﻤﺎﻡ "ﺍﻟﻌﻤﻼء" ﺍﻟﻤﺤﺘﻤﻠﻴﻦ ﻟـ ‪.VAS-IC‬‬

‫‪.5‬ﺗﺼﻨﻴﻒ ﺟﺪﻳﺪ ﻷﺟﻬﺰﺓ ﺍﻟﺘﺘﺒﻊ‪:‬‬

‫ﺍﻟﺒﻌﺪﺍﻟﻬﻨﺪﺳﻲ‪ .‬ﻧﺤﻦ ﻧﻀﻊ ﺃﻧﻔﺴﻨﺎ ﻓﻲ ﺍﻟﺴﻴﺎﻕ‬ ‫‪".6‬ﺍﻻﺳﺘﻬﺪﺍﻑ ﺍﻟﻤﺴﺒﻖ" ﻭﺣﺪﻩ ﻻ ﻳﻜﻔﻲ‪ .‬ﻟﺪﻳﻨﺎ ﺩﻋﺎﻣﺔ‬
‫ﻏﺒﻲ ﻧﺤﻦﻻ ﻧﺴﻌﻰ ﺇﻟﻰ ﺇﻧﺘﺎﺝ ﺣﻠﻮﻝ ﻋﻜﺴﻴﺔ ﻣﻦ ﺍﻟﻤﻔﺘﺮﺽ ﺃﻥ ﺗﻜﻮﻥ ﺻﺎﻟﺤﺔ ﻓﻲ‬ ‫ﺗﺠﺮﺃﻋﻠﻰ ﺍﺳﺘﻬﺪﺍﻑ ﺑﻌﺪﻱ‪.‬‬
‫ﺟﻤﻴﻊﺍﻟﺤﺎﻻﺕ‪ ،‬ﺑﻞ ﻧﺴﻌﻰ ﺇﻟﻰ ﺍﺳﺘﺨﻼﺹ ﺍﻟﻤﻌﺮﻓﺔ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻲ ﻧﻌﺮﻑ ﻣﻨﻬﺎ‬ ‫ﻣﺘﺤﺪ‬
‫ﻃﻠﻴﻌﺔ ﺇﺻﺪﺍﺭﺍﺕﺍﻟﺘﺸﻐﻴﻞ‪.‬‬
‫ﻏﺒﻲ‬
‫ﻣﺎﺫﺍﺍﻧﻬﺎﺗﻨﻈﺮ ﻛﺬﻟﻚ؟ ﺳﻴﺘﻢ ﺍﺳﺘﺨﺪﺍﻡ ﻧﻈﺎﻣﻨﺎ ﻣﻦ ﻗﺒﻞ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‬
‫ﻳﻘﻮﻝ‬
‫ﻟﺘﻮﺳﻴﻊﻧﻄﺎﻕ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﺩﻭﻥ ﻧﻴﺔ ﺟﻌﻞ ﺍﻟﻨﻈﺎﻡ "ﻋﺎﻟﻤﻴﺎً"‪ .‬ﻭﻧﺨﻄﻂ ﻟﺘﻨﻔﻴﺬ‬
‫ﺍﻟﺘﺠﺮﺑﺔﻓﻲ ﺑﻠﺪﻳﻦ ﺧﺎﺭﺝ ﻓﺮﻧﺴﺎ‪.‬‬

‫ﺍﻟﺸﻜﻞ‪ :4‬ﺗﺼﻨﻴﻒ ﺃﺟﻬﺰﺓ ﺍﻟﺘﺘﺒﻊ‬

‫ﺃﺧﻴﺮﺍً‪،‬ﻧﺤﻦ ﻧﺼﺮ ﻋﻠﻰ ﺃﻥ ﺍﻗﺘﺮﺍﺣﻨﺎ‪ ،‬ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﻗﻊ ﻹﺛﺎﺭﺓ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﻤﻴﺪﺍﻧﻴﺔ‪ ،‬ﺧﺎﺹ ﺑﻄﺮﻳﻘﺔ ‪.LE‬ﻳﺘﻢ ﺍﻟﻤﺴﺢ‪ .‬ﻭﻫﺬﺍ ﺇﺟﺮﺍء ﺇﺿﺎﻓﻲ‬
‫‪.7‬ﺍﻗﺘﺮﺍﺡ ﻗﺎﺋﻤﺔ ﺍﻟﻤﺆﺷﺮﺍﺕ‪ .‬ﻭﻗﺪ ﺃﺗﺎﺣﺖ ﺭﺩﻭﺩ ﺍﻟﻔﻌﻞ ﺗﺤﺴﻴﻦ ﻫﺬﻩ ﺍﻟﻤﺆﺷﺮﺍﺕ‬
‫ﺑﺎﻹﺿﺎﻓﺔﺇﻟﻰ ﺍﻟﺘﺘﺒﻊ ﺍﻟﺘﻘﻠﻴﺪﻱ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﻣﻦ ﻧﻈﺎﻡ ﺍﻟﻤﺮﺍﻗﺒﺔ‬
‫ﻭﺇﺛﺮﺍﺋﻬﺎ‪.‬‬
‫ﺍﻻﺳﺘﺒﺎﻗﻴﺔﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ – ﻧﻈﺎﻡ ﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ ﺍﻟﺠﻤﺎﻋﻴﺔ‪.‬‬
‫‪.8‬ﻋﻨﺪﻣﺎ ﻳﺴﻌﻰ ﺍﻟﺸﺨﺺ ﻟﻤﻌﺮﻓﺔ ﺍﻟﻤﺰﻳﺪ ﻋﻦ ﺳﺆﺍﻝ ﻟﻢ ﻳﻄﺮﺣﻪ ﻗﺒﻞ ﺯﻳﺎﺭﺓ‬

‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺍﻟﻤﻮﻗﻊ‪،‬ﻧﺠﺪ ﻓﻜﺮﺓ ﻇﻬﻮﺭ ﺍﻟﻄﻠﺒﺎﺕ‪.‬‬

‫ﻭﻳﻨﺒﻐﻲﻟﻬﺬﻩ ﺍﻟﻨﻘﺎﻁ‪ ،‬ﺑﻌﺪ ﺗﺄﻛﻴﺪﻫﺎ ﻣﻦ ﺧﻼﻝ ﺗﻄﺒﻴﻘﺎﺕ ﻻﺣﻘﺔ ﺃﺧﺮﻯ‪ ،‬ﺃﻥ ﺗﻌﺰﺯ‬
‫ﻣﻠﺤﻮﻇﺔ‪ .:‬ﺍﻟﻤﺼﻄﻠﺤﺎﺕ "‪) «®VAS-IC‬ﺍﻟﺮﺻﺪ ﺍﻻﺳﺘﺒﺎﻗﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬
‫ﻭﺗﺜﺮﻱﻃﺮﻳﻘﺔ ‪.LE‬ﻳﺘﻢ ﺍﻟﻤﺴﺢﺍﻟﺬﻱ ﻳﺴﺘﻐﻞ ﻭﻳﺤﻤﻲ ﻭﻳﻌﺰﺯ ﺟﻤﻴﻊ ﻧﺘﺎﺋﺞ ﻓﺮﻳﻖ‬
‫‪-‬ﺍﻟﺬﻛﺎء ﺍﻟﺠﻤﺎﻋﻲ®( ﻭ ﺍﻝﻳﺘﻢ ﺍﻟﻤﺴﺢ®)ﻟﺘﻌﻠﻢ ﺍﻟﻤﺴﺢ ﺍﻟﺒﻴﺌﻲ®( ﺗﻢ ﺗﺴﺠﻴﻠﻬﺎ ﻟﺪﻯ‬
‫ﺍﻟﺒﺤﺚﺍﻟﺠﺎﻣﻌﻲ ﻟﺪﻳﻨﺎ‪ ،‬ﻭﻓﻘﺎً ﻟﺮﻏﺒﺎﺕ ‪ CNRS‬ﻭ‪.UPMF‬‬
‫‪) INPI‬ﺍﻟﻤﻌﻬﺪ ﺍﻟﻮﻃﻨﻲ ﻟﻠﻤﻠﻜﻴﺔ ﺍﻟﺼﻨﺎﻋﻴﺔ( ﻛﻌﻼﻣﺎﺕ ﺗﺠﺎﺭﻳﺔ ﻣﺤﻤﻴﺔ‪ .‬ﻭﻗﺪ ﺗﻢ‬
‫ﺍﺗﺒﺎﻉﻫﺬﺍ ﺍﻟﻨﻬﺞ ﻭﻓﻘﺎ ﻟﻠﺘﻮﺻﻴﺎﺕ ﺍﻟﻘﻮﻳﺔ ﻟﻠﻤﺮﻛﺰ ﺍﻟﻮﻃﻨﻲ ﻟﻠﺒﺤﻮﺙ ﺍﻟﻌﻠﻤﻴﺔ‪ ،‬ﺍﻟﺬﻱ‬
‫ﻳﺸﺠﻊﻣﺨﺘﺒﺮﺍﺗﻪ ﻋﻠﻰ ﺗﻌﺰﻳﺰ ﺇﻧﺘﺎﺟﻬﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ ﺣﻤﺎﻳﺘﻪ‪.‬‬

‫ﺧﺎﺗﻤﺔ‬
‫ﻟﻘﺪﻗﺪﻣﻨﺎ ﻧﻈﺎﻣﺎً ﻟﺘﺘﺒﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﻓﻲ ﺳﻴﺎﻕ ‪ :VAS-IC‬ﺍﻻﺳﺘﺨﺪﺍﻡ‬

‫ﻣﺮﺍﺟﻊ‬ ‫ﺍﻟﻤﺒﺘﻜﺮﻟﻠﻤﻮﻗﻊ ﻹﺛﺎﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‪ ،‬ﺃﻱ ﺟﺬﺏ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺇﻟﻴﻨﺎ‬

‫ﺍﻟﻨﺎﺷﺌﺔﻣﻦ ﺍﻟﻤﻴﺪﺍﻥ‪ ،‬ﺍﻟﻨﺎﺗﺠﺔ ﻋﻦ ﺍﻟﺘﻔﺎﻋﻼﺕ ﺍﻟﺘﻲ ﺃﺛﺎﺭﺗﻬﺎ ﻋﻤﻠﻴﺔ ﻣﻨﺎﺳﺒﺔ‪ .‬ﻟﻘﺪ‬
‫ﺁﻛﺮ‪،‬ﺩﺍ )‪ - (1983‬ﺗﻨﻈﻴﻢ ﻧﻈﺎﻡ ﻣﺴﺢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ .‬ﻣﺮﺍﺟﻌﺔ ﺇﺩﺍﺭﺓ ﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ‪.‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪.‬‬ ‫ﺍﻗﺘﺮﺣﻨﺎﻭﺃﺿﻔﻨﺎ ﺍﻟﻄﺎﺑﻊ ﺍﻟﺮﺳﻤﻲ ﻭﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺻﺤﺔ ﻧﻈﺎﻡ ﻣﻌﺮﻓﻲ ﻗﺎﺑﻞ ﻟﻠﺘﻨﻔﻴﺬ‬
‫‪،25‬ﺭﻗﻢ ‪ ،2‬ﺹ ‪.83-76‬‬ ‫ﻭﻣﺘﺎﺡﻟﻠﺸﺮﻛﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﺍﻟﺘﻲ ﺗﺮﻏﺐ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻮﻗﻌﻬﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‬
‫ﺃﻧﺴﻮﻑﻫﺎﻱ )‪ - (1975‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻔﺎﺟﺄﺓ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻺﺷﺎﺭﺍﺕ ﺍﻟﻀﻌﻴﻔﺔ‪ .‬ﻣﺮﺍﺟﻌﺔ‬ ‫ﺑﻄﺮﻳﻘﺔﻣﺒﺘﻜﺮﺓ‪.‬‬
‫ﺇﺩﺍﺭﺓﻛﺎﻟﻴﻔﻮﺭﻧﻴﺎ‪ ،‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ .‬ﺍﻟﺜﺎﻣﻦ ﻋﺸﺮ‪ ،‬ﺍﻟﻌﺪﺩ ‪ ،2‬ﺍﻟﺼﻔﺤﺎﺕ ‪.33-21‬‬

‫‪.‬ﺍﻟﻤﻌﺮﻓﺔﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﻨﻔﻴﺬ‪ :‬ﺍﻟﻨﻴﺔ ﻣﻘﺎﺑﻞ ﺍﻟﻮﺍﻗﻊ ‪Argyris, C. )1996( -‬ﻣﺠﻠﺔ ﺍﻟﻌﻠﻮﻡ ﺍﻟﺴﻠﻮﻛﻴﺔ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‬
‫‪،‬ﺩﻳﺴﻤﺒﺮ ‪1996‬؛ ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ ،32 .‬ﺍﻟﻌﺪﺩ ‪4‬؛ ﺹ‪.441 .‬‬

‫‪.‬ﻋﻤﻠﻴﺔﺍﻟﻤﺮﺍﻗﺒﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ :‬ﻓﺤﺺ ﺑﻌﺾ ﺍﻷﺳﺌﻠﺔ ﺍﻟﻤﻬﻤﺔ – (‪Ballaz, B. and Lesca, H. )1992‬‬ ‫ﻫﻞﻳﺠﻴﺐ ﻫﺬﺍ ﺍﻟﺠﻬﺎﺯ ﻋﻠﻰ ﺳﺆﺍﻝ ﺍﻟﺒﺤﺚ؟ ﺗﻢ ﺍﺧﺘﺒﺎﺭﻩ ﻭﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺻﺤﺘﻪ ﻓﻲ‬
‫ﺩﻓﺘﺮﺃﺑﺤﺎﺙ ‪CERAG‬ﺭﻗﻢ ‪ 15 ،9205‬ﺹ‪.‬‬
‫ﻣﺆﺷﺮﻣﺪﻳﺮﻱ ﺍﻟﻤﺸﺘﺮﻳﺎﺕ )‪ ،(PMI‬ﻭﻗﻤﻨﺎ ﺑﺘﻮﺿﻴﺤﻪ ﻣﻦ ﺧﻼﻝ ﺣﺎﻟﺔ "ﻛﺮﻳﺴﺘﻴﻦ"‪.‬‬
‫ﺇﻥﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﻌﻤﻠﻴﺔ ﻭﺍﻟﻨﻈﺮﻳﺔ‪ ،‬ﺍﻟﺘﻲ ﺗﻢ ﺗﻘﺪﻳﻤﻬﺎ ﺑﺎﻟﻔﻌﻞ‪ ،‬ﺗﺴﻤﺢ ﻟﻨﺎ ﺑﺎﻋﺘﺒﺎﺭ ﺃﻧﻨﺎ‬
‫ﺑﻮﻣﺎﺭﺩ‪،‬ﻑ‪ – (2002) .‬ﻣﻔﺎﺭﻗﺎﺕ ﺍﻟﻤﻌﺮﻓﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ .‬ﺍﻟﻔﺼﻞ ﺍﻟﺨﺎﻣﺲ ﻓﻲ ‪ .Josserand E‬ﻭ‬
‫(‪– Perret, V )2002‬ﻣﻔﺎﺭﻗﺎﺕ ﺍﻟﻤﻌﺮﻓﺔ‪ ،‬ﺑﺎﺭﻳﺲ‪ ،‬ﺍﻟﺤﺬﻑ‪ ،‬ﻳﻮﻧﻴﻮ ‪.2002‬‬ ‫ﻗﺪﻣﻨﺎﺇﺟﺎﺑﺔ ﺇﻳﺠﺎﺑﻴﺔ ﻟﺴﺆﺍﻝ ﺑﺤﺜﻨﺎ ﺍﻷﻭﻟﻲ‪ .‬ﻭﻫﻞ ﻳﻨﻄﺒﻖ ﻋﻠﻰ ﺃﻱ ﻋﻤﻞ ﻭﻳﻜﻮﻥ‬
‫ﻓﻌﺎﻻﻓﻲ ﺟﻤﻴﻊ ﺍﻟﺤﺎﻻﺕ؟ ﻭﻫﺬﺍ ﻻ ﻳﺰﺍﻝ ﻳﺘﻌﻴﻦ ﺇﺛﺒﺎﺗﻪ‪ .‬ﻭﻳﺠﺐ ﺇﺟﺮﺍء ﺗﺠﺎﺭﺏ‬
‫ﺑﻴﺘﻲ‪،‬ﺁﺭ ﺳﻲ؛ (‪ - Shim, J.-P. and Jones, MC )2001‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻤﺆﺛﺮﺓ ﻋﻠﻰ ﺍﻋﺘﻤﺎﺩ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ‬ ‫ﺟﺪﻳﺪﺓﻓﻲ ﻣﺠﺎﻻﺕ ﺃﺧﺮﻯ ﻟﻠﺘﺤﻘﻖ ﻣﻦ ﻓﻌﺎﻟﻴﺔ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ ﻓﻲ ﺣﺎﻻﺕ ﺃﺧﺮﻯ‪.‬‬
‫ﺍﻟﺨﺎﺹﺑﺎﻟﺸﺮﻛﺔ‪ :‬ﺗﻘﻴﻴﻢ ﻳﻌﺘﻤﺪ ﻋﻠﻰ ﺍﻟﻮﻗﺖ‪.‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ 38 .‬ﺹ ‪.354-337‬‬

‫ﺑﻴﺪﻓﻮﺭﺩﻥ‪ .‬ﻭﺁﺧﺮﻭﻥ‪ – (1966) .‬ﻗﻴﺎﺱ ﻗﻴﻤﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ – ﻣﻨﻬﺞ ﻧﻈﺮﻳﺔ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪.‬ﺧﺪﻣﺎﺕ ﺍﻹﺩﺍﺭﺓ‪،‬‬
‫ﻳﻨﺎﻳﺮ‪-‬ﻓﺒﺮﺍﻳﺮ‪ ،‬ﺍﻟﺼﻔﺤﺎﺕ ‪.22-15‬‬

‫ﺑﻼﻧﻜﻮ‪،‬ﺱ‪- (1998) .‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺬﻛﺎء ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ :‬ﺣﺎﻟﺔ ﺍﺧﺘﻴﺎﺭ ﻋﻼﻣﺎﺕ ﺍﻹﻧﺬﺍﺭ ﺍﻟﻤﺒﻜﺮ‬
‫ﻓﻲﺍﻟﻮﻗﺖ ﺍﻟﺤﺎﻟﻲ‪ ،‬ﺗﻢ ﺑﺎﻟﻔﻌﻞ ﺇﻃﻼﻕ ﻧﻈﺎﻡ "ﻓﺦ ﺍﻟﺬﺑﺎﺏ" ﻭﻣﺎ ﺯﺍﻝ ﻳﻌﻤﻞ ﻓﻲ‬
‫ﻟﻠﻤﺮﺍﻗﺒﺔﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ .‬ﺙ‪.‬ﺍﻟﺪﻛﺘﻮﺭﺍﻩ‬
‫ﺍﻟﻌﻠﻮﻡﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻏﺮﻭﻧﻮﺑﻞ ‪.UPMF، CERAG، 307p 2‬‬ ‫ﺍﻟﻌﺪﻳﺪﻣﻦ ﺍﻟﺤﺎﻻﺕ‪.‬‬

‫ﺩ ‪osser‬‬
‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬
 ‫© ﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻹﺩﺍﺭﺓ | ﺗﻢ ﺍﻟﺘﻨﺰﻳﻞ ﻋﻠﻰ‬
‫ﻣﺮﺍﺟﻌﺔﻋﻠﻮﻡ ﺍﻟﺘﺴﻴﻴﺮ ﻭﺍﻟﺘﻮﺟﻴﻪ ﻭﺍﻟﺘﺴﻴﻴﺮ ﻋﺪﺩ ‪ – 218‬ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫‪30‬‬

‫ﻟﻮﺩﻭﻥﻛﻴﻪ ﺳﻲ ﻭﻟﻮﺩﻭﻥ ﺟﻲ ﺑﻲ )‪– (2001‬ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﺍﻟﻨﺎﺷﺮ ﺑﻴﺮﺳﻮﻥ ﺍﻟﺘﻌﻠﻴﻢ‪ 916 ،‬ﺹ‪.‬‬ ‫ﺃﺑﻴﺾ‪”.‬ﺍﻟﺘﻮﻗﻊ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻣﻦ ﺧﻼﻝ ﺇﺩﺍﺭﺓ ﺍﻟﺘﺪﺭﻳﺐ‪ :‬ﻣﺴﺎﻫﻤﺔ ﺗﻘﻨﻴﺎﺕ ﺍﻟﻮﻳﺐ – (‪Heili, J. )2002‬‬
‫‪co, S. and‬ﻭﻗﺎﺋﻊ ﻣﺆﺗﻤﺮ ‪ AIM 2‬ﺍﻟﺴﺎﺑﻊ‪،‬ﺍﻟﺤﻤﺎﻣﺎﺕ‪ ،‬ﺗﻮﻧﺲ‪ 1-30 ،‬ﻣﺎﻳﻮﺇﻳﻪﻳﻮﻧﻴﻮ‪.‬‬
‫ﺍﻟﻮﻗﻮﺩﺍﻟﻨﻮﻭﻱ ﺍﻟﻤﺸﻊ‬

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‫ﺇﺑﻼﻍﺍﻟﻘﺮﺍﺭ ﺃﻡ ﺍﺗﺨﺎﺫ ﻗﺮﺍﺭ ﺑﺸﺄﻥ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ؟ ‪ Le Moigne، J.-L. )1979( -‬ﺍﻻﻗﺘﺼﺎﺩﺍﺕ ﻭﺍﻟﻤﺠﺘﻤﻌﺎﺕ‬
‫‪, Cahier de l’ISMEA, Series G, n° 1, pp.889-918.‬‬ ‫ﺃﻓﻌﻰﺻﺤﻴﺢ‪ – J.-R. )2000( ،‬ﺍﻟﻌﻮﻟﻤﺔ ﻭﺃﺧﻼﻗﻴﺎﺕ ﺍﻷﻋﻤﺎﻝ‪.‬ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺭﺑﻊ ﺍﻟﺴﻨﻮﻳﺔ‪ .‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪.‬‬
‫ﺇﻳﺜﻲ‪،10‬ﺍﻟﻌﺪﺩ ‪ ،1‬ﺍﻟﺼﻔﺤﺎﺕ ‪.6-1‬‬
‫ﺍﻟﻤﺮﺍﻗﺒﺔﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ :‬ﻛﻴﻒ ﻻ ﻧﻐﺮﻕ ﻓﻲ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ .‬ﻓﻲ ‪Lesca, H. and Schuler, M. )1998( -‬‬
‫ﺍﻻﻗﺘﺼﺎﺩﺍﺕﻭﺍﻟﻤﺠﺘﻤﻌﺎﺕ‪ ،‬ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﺴﻠﺴﻠﺔ ‪ ،SG‬ﻋﺪﺩ ‪ ،2/1998‬ﺹ ‪.177-159‬‬ ‫ﻷﻥ ﺃﻭﻥﻓﺎﺳﺎﻥ‪ ،‬ﻡ‪.‬ﻝ‪- (1997) .‬ﺍﻟﺬﻛﺎء ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ :‬ﺧﻠﻖ ﺍﻟﻤﻌﻨﻰ ﻣﻦ ﺍﻟﻀﻌﻔﺎء‪ .‬ﺩﻛﺘﻮﺭﺍﻩ ﻓﻲ ﺍﻟﻌﻠﻮﻡ‬
‫ﻻﻓﺘﺔ ﺍﻹﺩﺍﺭﻳﺔ‪،‬ﻏﺮﻭﻧﻮﺑﻞ ‪ ،UPMF، CERAG ،2‬ﺹ‪.‬‬

‫‪ 11/06/2023‬ﻋﻠﻰ (‪www.cairn.info )IP: 129.45.98.37‬‬

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‫‪ LE‬ﺍﻟﺮﺻﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻃﺮﻳﻘﺔ – (‪Lesca, H. )2003‬ﻳﺘﻢ ﺍﻟﻤﺴﺢ‪ .‬ﺇﺩ‪ ems.‬ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﻤﺠﺘﻤﻊ‪190 ،‬‬
‫ﺻﻔﺤﺔ‪.‬‬ ‫ﻗﻀﻴﺔ‬
‫‪.‬ﺍﻟﻮﻳﺐﻛﻤﺼﺪﺭ ﻣﻌﻠﻮﻣﺎﺕ ﻟﺒﺪﻻﺕ ﺍﻟﻤﺒﻴﻌﺎﺕ‪ :‬ﻓﻌﺎﻟﻴﺘﻪ ﻓﻲ ﻣﺴﺎﻋﺪﺓ ﺍﻟﺘﻨﺸﺌﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ‬
‫‪recr‬ﻟﻤﻨﺪﻭﺑﻲﺍﻟﻤﺒﻴﻌﺎﺕ ‪ Teleberry، SB )2002( -‬ﺇﺩﺍﺭﺓ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺘﺴﻠﺴﻠﻲ‪ ،31‬ﺹ ‪.579-573‬‬
‫‪.‬ﺍﻟﺬﻛﺎءﺍﻟﺠﻤﺎﻋﻲ ﻟﻘﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ‪ .‬ﺭﺩﻭﺩ ﺍﻟﻔﻌﻞ ﺍﻟﺘﺪﺧﻞ – (‪Lesca, H. and Chokron, M. )2002‬‬
‫ﻣﺮﺍﺟﻌﺔﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻹﺩﺍﺭﺓ‪ ،‬ﺭﻗﻢ ‪ ،4‬ﺍﻟﻤﺠﻠﺪ ‪ ،7‬ﺍﻟﺼﻔﺤﺎﺕ ‪.91-65‬‬
‫ﻻﻣﺒﺮﺭ ﻟﻪ‬

‫ﺗﺸﺎ ﻧﺎﻝ ‪،‬ﻑ‪ .‬ﻟﻴﺴﻜﺎ‪ .H ،‬ﻭﻣﺎﺭﺗﻴﻨﻴﺖ‪ – AC. )1997( ،‬ﻧﺤﻮ ﻫﻨﺪﺳﺔ ﺑﺤﺜﻴﺔ ﻓﻲ ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ‪.‬ﻣﺮﺍﺟﻌﺔ‬
‫ﻳﺒﺤﺚﺍﻹﺩﺍﺭﺓﺍﻟﻔﺮﻧﺴﻴﺔ‪ .‬ﻧﻮﻓﻤﺒﺮ‪-‬ﺩﻳﺴﻤﺒﺮ ‪.1 .1997‬‬
‫‪.‬ﺍﻟﺮﺻﺪﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ :‬ﺍﻻﻧﺘﻘﺎﻝ ﻣﻦ ﻓﻜﺮﺓ ﺍﻹﺷﺎﺭﺓ ﺍﻟﻀﻌﻴﻔﺔ ﺇﻟﻰ ﻓﻜﺮﺓ ﻋﻼﻣﺔ ﺍﻹﻧﺬﺍﺭ ﺍﻟﻤﺒﻜﺮ‬
‫ﺹ‪4 .‬‬
‫– (‪Lesca, H. )2001‬ﻣﺆﺗﻤﺮ ‪ ,VSST 2001‬ﺑﺮﺷﻠﻮﻧﺔ ﺃﻛﺘﻮﺑﺮ‪ ،‬ﻭﻗﺎﺋﻊ ﺍﻟﻤﺆﺗﻤﺮ‪ ،‬ﺍﻟﻤﺠﻠﺪ ‪ ،1‬ﺹ‪.105-98 .‬‬
‫ﺗﺸﻲﻥﻩ ﻭﺁﺧﺮﻭﻥ‪ :CI Spider – (2002) .‬ﺃﺩﺍﺓ ﻟﻠﺬﻛﺎء ﺍﻟﺘﻨﺎﻓﺴﻲ ﻋﻠﻰ ‪.‬‬
‫ﻭﻳﺐ ﻧﻈﻢﺩﻋﻢ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪.34 .‬‬
‫‪.‬ﻣﺎﻫﻲ ﻣﻤﺎﺭﺳﺎﺕ )ﻣﻤﺎﺭﺳﺎﺕ( ﺍﻟﻤﺮﺍﻗﺒﺔ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﻟﻤﺘﻮﺳﻄﺔ؟ ﺗﻮﺿﻴﺢ ﺍﻟﻤﻔﺎﻫﻴﻢ‬
‫ﻭﺩﺭﺍﺳﺔﺍﻟﻔﺮﺹ ﻟﻤﻤﺎﺭﺳﺔ ﺍﻟﺮﺻﺪ ﺍﻟﻤﺮﺗﻜﺰ ﻋﻠﻰ ﺍﻟﺘﺮﻗﺐ ‪Lesca, N. )1999( -‬ﻭﺭﺵ ﻋﻤﻞ ﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ‬ ‫ﺗﺸﻮ ﺱ‪،‬ﺳﻲ ﺩﺑﻠﻴﻮ )‪– (2000‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﺬﻛﻴﺔ‪ :‬ﻓﻦ ﻣﺴﺢ ﺍﻟﺒﻴﺌﺔ‪.‬ﺳﻠﺴﻠﺔ ﺩﺭﺍﺳﺎﺕ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪،‬ﻟﻴﻞ‪ ،‬ﻓﺮﻧﺴﺎ‪ 19 ،1999 ،‬ﺹ‪.‬‬ ‫ﺷﺎﻱ‪ .ASIS‬ﺍﻟﻮﻻﻳﺎﺕ ﺍﻟﻤﺘﺤﺪﺓ ﺍﻷﻣﺮﻳﻜﻴﺔ‪ 272 .‬ﺹ‪.‬‬

‫ﺗﺸﻮ ] ﻧﻤﻮﺫﺝ ﺳﻠﻮﻛﻲ ﻟﻠﺒﺤﺚ ﻋﻦ ﺍﻟﺘﺰﺍﻭﺝ ﻋﻠﻰ ﺍﻟﻮﻳﺐ – (‪، CW Detlor، B. and Turnbull، D. )1998‬‬
‫ﻟﻴﺴﻜﺎ‪،‬ﻥ‪- (2002) .‬ﺑﻨﺎء ﺍﻟﻤﻌﻨﻰ ﺣﺎﻟﺔ ﺍﻟﺮﺻﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺍﻻﺳﺘﻐﻼﻝ ﺍﻟﺠﻤﺎﻋﻲ ﻟﻌﻼﻣﺎﺕ ﺍﻹﻧﺬﺍﺭ‬ ‫ﻣﻌﻠﻮﻣﺔ ‪o‬ﻣﺘﺼﻞ‪[http://choo.fis.utoronto.ca/fis-‬‬
‫ﺍﻟﻤﺒﻜﺮ‪ .‬ﺃﻃﺮﻭﺣﺔ ﺍﻟﺪﻛﺘﻮﺭﺍﻩ ﻓﻲ ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺟﺎﻣﻌﺔ ﺑﻴﻴﺮ ﻣﻨﺪﻳﺲ ﻓﺮﻧﺴﺎ‪ ،‬ﻛﻠﻴﺔ ﺍﻟﺪﻛﺘﻮﺭﺍﻩ ﻓﻲ ﺍﻟﻌﻠﻮﻡ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪.ED 275، 2002‬‬ ‫ﺍﻟﻤﻌﺘﻮﻩ ‪.‬ﺛﺮﺍءﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ :‬ﻧﻬﺞ ﺟﺪﻳﺪ ﻟﺴﻠﻮﻙ ﻛﺒﺎﺭ ﺍﻟﺴﻦ ﻭﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ – (‪Lengel, RH )1984‬ﻭ ‪, RL‬‬
‫ﺭﺟﻞ ﻋﻠﻢﺍﻹﺩﺍﺭﺓ‪ ،‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ ،32 .‬ﺹ ‪.571-554‬‬
‫ﺭﻗﻢ‪5‬‬
‫‪.‬ﺍﻟﻤﺴﺢﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ :‬ﻓﺎﺋﺪﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ "ﻓﻲ ﺍﻟﻤﻴﺪﺍﻥ" ﻟﻠﺸﺮﻛﺎﺕ ﻭﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﻟﻤﺘﻮﺳﻄﺔ‬
‫ﺍﻟﺬﻛﺎءﺍﻻﻗﺘﺼﺎﺩﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻻﺑﺘﻜﺎﺭ‬

‫ﺍﻟﺤﺠﻢﺍﻟﺘﻲ ﺗﺒﺤﺚ ﻋﻦ ﻣﻨﺎﻓﺬ ﺟﺪﻳﺪﺓ ﻟﻠﻤﻨﺘﺞ‪/‬ﺍﻟﺴﻮﻕ ‪Leszczynska, D. and Lesca, H. )2004( -‬‬ ‫ﺩﺍﻥ ‪.‬ﺇﻣﻜﺎﻧﺎﺕﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻔﺎﺋﻘﺔ؟ ﺩﺭﺍﺳﺔ ﺍﺳﺘﻜﺸﺎﻓﻴﺔ ﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﺟﺪﺍً ﻟﻺﻧﺘﺮﻧﺖ‬
‫ﻭﻗﺎﺋﻊﻣﺆﺗﻤﺮ ‪ .2004‬ﺍﻟﺴﻮﻳﺪ‪.‬‬ ‫ﻋﺸﻴﻖ(‪dridge, T. and Levenburg, NM )2000‬ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺼﻐﻴﺮﺓ ﺍﻟﺪﻭﻟﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‬ ‫‪-‬‬
‫ﻳﻮﻡ ‪،18‬ﺍﻟﻌﺪﺩ ‪ ،2‬ﺍﻟﺼﻔﺤﺎﺕ ‪.91-81‬‬
‫ﻣﺎﺭﺱ‪،‬ﺟﻲ ﺟﻲ )‪ - (1991‬ﺍﻟﺬﺍﻛﺮﺓ ﻏﻴﺮ ﺍﻟﻤﺆﻛﺪﺓ‪ :‬ﺍﻟﺘﻌﻠﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺍﻟﻐﻤﻮﺽ‪ .‬ﻓﻲﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺍﻟﻤﻨﻈﻤﺎﺕ‬
‫‪.‬ﺑﺎﺭﻳﺲ‪ ،‬ﺍﻟﻄﺒﻌﺔ ﺍﻟﻤﻨﻈﻤﺔ‪.1991 ،‬‬ ‫ﺩﻳﻔﻴﺪ ﺩ‪،‬ﺃ‪ ،.‬ﻫﺎﺗﺸﻮﻳﻞ‪ ،‬ﺃ‪ ،.‬ﻭﻻﻭﻓﺮ‪ ،‬ﺭ‪- (2000) .‬ﺍﻷﺳﺲ ﺍﻟﺠﺪﻳﺪﺓ ﻟﻠﻤﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻃﺒﻌﺎﺕ ﻓﻮﻳﺒﻴﺮﺕ‬
‫ﺭﺃﻯ ‪ FNEGE، 216‬ﺻﻔﺤﺔ‪ .‬ﺑﺘﻨﺴﻴﻖ ﺃﻟﺒﺮﺕ ﺩ‪.‬‬
‫ﻣﺎﺭﻣﻴﻮﺯ‪،‬ﺳﻲ‪– (1992) .‬ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻌﺎﻣﺔ‪ :‬ﺍﻟﻠﻐﺎﺕ ﻭﺍﻟﺬﻛﺎء ﻭﺍﻟﻨﻤﺎﺫﺝ ﻭﺍﻻﺧﺘﻴﺎﺭﺍﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬
‫ﺩﻳﻔﻴﺪ‬
‫ﺇﻳﻜﻮﻧﻮﻣﻴﻜﺎ‪.‬ﺑﺎﺭﻳﺲ‪ 592 .‬ﺹ‪.‬‬
‫ﻝ ﺑﻮﻧﻮ‪،‬ﺇﻱ‪- (1983) .‬ﺃﻃﻠﺲ ﻣﺘﺨﺬ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻋﺒﺮ‪ .‬ﺑﻮﺍﺳﻄﺔ ﺑﻴﻴﺮ ﻟﻴﺮﺩﺳﻮﻥ‪ .‬ﺑﺎﺭﻳﺲ‪ ،‬ﺇﺩ‪ .‬ﺩﺭﻳﺲ‪ 200 ،‬ﺹ‪.‬‬
‫ﻣﺎﻛﺮﻭﻫﺎﻥ‪ – KF )1998( ،‬ﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ‪ :‬ﺍﻻﺳﺘﻌﺪﺍﺩ ﻟﺤﺮﺏ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪.‬ﺍﻟﺘﺨﻄﻴﻂ ﻋﻠﻰ‬
‫ﺍﻟﻤﺪﻯﺍﻟﻄﻮﻳﻞ‪ .‬ﺍﻟﻤﺠﻠﺪ ‪ ،31‬ﺍﻟﻌﺪﺩ ‪ ،4‬ﺍﻟﺼﻔﺤﺎﺕ ‪.593-586‬‬
‫ﺧﻂﺍﻟﻄﻮﻝ‬

‫ﻝ ﺑﻮﻧﻮ‪،‬ﺇﻱ‪ – (1995) .‬ﺍﻹﺑﺪﺍﻉ ﺍﻟﺠﺎﺩ‪.‬ﻣﺠﻠﺔ ﺍﻟﺠﻮﺩﺓ ﻭﺍﻟﻤﺸﺎﺭﻛﺔ‪ .‬ﺃﻛﺘﻮﺑﺮ ‪.1995‬‬

‫‪.‬ﺍﻟﺤﻤﻞﺍﻟﺰﺍﺋﺪ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ – (‪ Melgoza, P., Mennel, PA and Gyeszly, SD )2002‬ﺯﻣﺮﺩ‪ .‬ﻣﺒﻨﻰ‬
‫ﺳﺒﺘﻤﺒﺮ‬
‫ﺍﻟﻤﺠﻤﻮﻋﺔ‪،‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ ،21 .‬ﺭﻗﻢ ‪ ،1‬ﺹ ‪.42-32‬‬
‫ﺩﺍﻑﻟﺪﻳﻨﺎ‪ ،.S،‬ﻓﻮﺭﺗﻴﻦ‪ .D ،‬ﻭﻫﺎﻣﻴﻞ‪- J. )1991( ،‬ﺍﻟﺒﺤﺚ ﺍﻟﻤﻴﺪﺍﻧﻲ ﻓﻲ ﺍﻟﻌﻠﻮﻡ‪ :‬ﻣﻨﻬﺞ ﺍﻟﺪﺭﺍﺳﺔ‬
‫ﻣﺎﻳﻠﺰ‪،‬ﺭﻱ ﻭﺳﻨﻮ‪– CC )1978( ،‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻟﺒﻨﻴﺔ ﻭﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻧﻴﻮﻳﻮﺭﻙ‪ ،‬ﻣﺎﻛﺠﺮﻭ ﻫﻴﻞ‪.‬‬
‫ﻣﺠﺘﻤﻊﻭﺍﻷﺳﺎﻟﻴﺐﺍﻟﻨﻮﻋﻴﺔ‪ ،‬ﺇﺩ‪ .‬ﺳﺎﻧﺘﻴﻦ‪ ،‬ﻣﻮﻧﺘﺮﻳﺎﻝ‪.‬‬
‫ﻣﺎﺭﺱ‬
‫ﻧﺎﺭﺷﺎﻝ‪،‬ﺁﺭ ﺇﻡﻭﺁﺧﺮﻭﻥ‪ – (1987) .‬ﻧﻈﺎﻡ ﺍﻟﻤﺴﺢ ﺍﻟﺒﻴﺌﻲ ﻟﺘﺨﻄﻴﻂ ﺍﻷﻋﻤﺎﻝ‪.‬ﺍﻟﺘﺨﻄﻴﻂ ﻋﻠﻰ ﺍﻟﻤﺪﻯ ﺍﻟﻄﻮﻳﻞ‬
‫‪،‬ﺍﻟﻤﺠﻠﺪ ‪ ،20‬ﺍﻟﻌﺪﺩ ‪ ،6‬ﺍﻟﺼﻔﺤﺎﺕ ‪.105-96‬‬
‫ﺇﻝ ﺱ‬
‫ﺃﻭﻱ‪ OA،‬ﻭﺁﺧﺮﻭﻥ )‪ - (1988‬ﺍﻟﻤﺸﻐﻼﺕ ﻭﺍﻟﻘﻮﺍﻟﺐ ﻭﺍﻟﺘﺸﻨﺠﺎﺕ ﻓﻲ ﺗﺘﺒﻊ ﺍﻟﻘﻀﺎﻳﺎ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻣﻦ ﻩﺍﻟﻤﺪﻣﺠﺔ‪.‬ﻣﺠﻠﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﺍﻟﻤﺠﻠﺪ ‪ ،9‬ﺹ ‪-455‬‬
‫‪.‬ﺍﻟﺤﺼﻮﻝﻋﻠﻰ ﺫﻛﺎء ﺍﻷﻋﻤﺎﻝ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ – (‪Pawar, S. and Sharda, R. )1997‬ﻣﺮﺍﺟﻌﺔ ﺍﻟﺘﺨﻄﻴﻂ‬ ‫‪. 473‬‬
‫ﻃﻮﻳﻞﺍﻟﻤﺪﻯ‪ ،‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ ،30 .‬ﺭﻗﻢ ‪ ،1‬ﺹ‪.121-110 .‬‬
‫ﻗﺒﻌﺔ‪.‬ﺍﻟﻤﻌﺮﻓﺔﺑﺎﻟﺘﺪﺧﻞ ﻓﻲ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ‪Chuel، A. )1994( -‬ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﻨﺎﺭ‪ ،‬ﺭﻗﻢ ‪ ،7‬ﺹ ‪.75-59‬‬
‫‪.‬ﺩﺭﺍﺳﺔﺍﺳﺘﻜﺸﺎﻓﻴﺔ ﻟﻘﻀﺎﻳﺎ ﺍﻟﺘﺠﺎﺭﺓ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ – (‪Swatman, PMC )1999‬‬ ‫ﺗﺎﺭﻳﺦ‬
‫‪Poon, S. and‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ ،35 .‬ﺹ‪.18-9 .‬‬
‫ﻫﻴﺮ ‪،‬ﻗﻴﺎﺱﻗﻴﻤﺔ ﺍﻟﺬﻛﺎء ﺍﻟﺘﻨﺎﻓﺴﻲ‪ :‬ﺍﻟﻘﻴﻤﺔ ﺍﻟﺠﻮﻫﺮﻳﺔ ﻭﺍﻻﺗﺼﺎﻟﻴﺔ ﻟﺬﻛﺎء ﺍﻟﻤﻨﺎﻓﺴﺔ ﻓﻲ ﻣﺆﺳﺴﺘﻚ ‪( -‬‬
‫ﺭﻳﻤﻮﻧﺪ‪،‬ﺇﻝ‪ – (2001) .‬ﻣﺤﺪﺩﺍﺕ ﺗﻨﻔﻴﺬ ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‪.‬ﺍﻟﺒﺤﺚ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ‬ ‫‪ing, J. )1996;1999‬ﺇﻳﻜﺎﺗﻴﻮﻧﺎﺕ ‪.1999 ،1996 ،SCIP‬‬‫ﻟﺠﻨﺔﺍﻟﺘﻨﺴﻴﻖ ﺍﻹﺩﺍﺭﻳﺔ‬

‫ﺍﻟﻤﺠﻠﺪ‪ ،11‬ﺍﻟﻌﺪﺩ ‪ ،5‬ﺍﻟﺼﻔﺤﺎﺕ ‪.424-411‬‬ ‫ﻧﺸﺮ‬

‫ﺭﻳﻜﺲ‪،‬ﺭ‪– (2000) .‬ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ .‬ﺑﺎﺭﻳﺲ‪ ،‬ﻃﺒﻌﺎﺕ ﻓﻮﻳﺒﺮﺕ‪ 371 ،‬ﺹ‪.‬‬ ‫ﻋﺎﻟﻲ‪.‬ﺍﻻﺑﺘﻜﺎﺭﺃﻭ ﺍﻟﺘﺒﺨﺮ‪ :‬ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻹﺑﺪﺍﻋﻴﺔ ﻟﻠﻄﺒﻘﺎﺕ – (‪gins, J.-M. )1996‬ﺍﻟﺘﺨﻄﻴﻂ ﻋﻠﻰ ﺍﻟﻤﺪﻯ‬
‫ﺟﻮﻫﺮﺍﻟﻄﻮﻳﻞ‪ ،‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ ،29 .‬ﺭﻗﻢ ‪ ،3‬ﺹ ‪.380-372‬‬

‫ﺭﻳﻜﺲ‪،‬ﺭ‪ – (2003) .‬ﺗﻘﻴﻴﻢ ﺍﻟﻤﻮﻗﻊ‪ :‬ﻣﻤﺎﺭﺳﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻧﻈﺮﻳﺎﺕ ﻗﺪﻳﻤﺔ‪.‬ﺃﻋﻤﺎﻝ ‪8‬ﻩﻣﺆﺗﻤﺮ ‪.AIM‬‬ ‫ﺇﺳﺤﺎﻕ ﺝ‪،‬ﻩ‪ – (2003) .‬ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺮﺻﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ :‬ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻤﺆﺛﺮﺓ ﻋﻠﻰ ﻣﻤﺎﺭﺳﺎﺕ‬
‫ﺻﻴﻒﺍﻟﺸﺮﻛﺎﺕﺍﻟﻔﺮﻧﺴﻴﺔ‪.‬ﺃﻋﻤﺎﻝ ‪8‬ﻩﻣﺆﺗﻤﺮ‬
‫ﻫﺪﻑ‪ –.‬ﻏﺮﻭﻧﻮﺑﻞ‪.‬‬
‫ﺷﺮﻭﺩﺭ‪،‬ﺩ‪ – (2002) .‬ﺍﻷﺧﻼﻕ ﻣﻦ ﺍﻟﻘﻤﺔ‪ :‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻷﻋﻤﺎﻝ ﺍﻷﺧﻼﻗﻴﺔ‪.‬ﺃﺧﻼﻗﻴﺎﺕ ﺍﻟﻌﻤﻞ‪ :‬ﻣﺮﺍﺟﻌﺔ‬
‫ﺃﻭﺭﻭﺑﻴﺔﺍﻟﻤﺠﻠﺪ ‪ ،11‬ﺍﻟﻌﺪﺩ ‪ ،3‬ﺹ‪.267-260 .‬‬ ‫ﺟﺎﻧﻲﺳﻴﻚ‪-‬ﻣﻮﻧﻴﺰ‪ ،‬ﺭ‪– (2004) .‬ﺍﻟﻤﺮﺍﻗﺒﺔ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻓﻲ ‪ :PMI‬ﻧﺤﻮ ﺍﺳﺘﺨﺪﺍﻡ ﺃﻛﺒﺮ‬
‫ﻧﺤﻦﻟﻠﻤﻮﺍﻗﻊﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﺘﻮﻟﻴﺪ ﻣﻌﻠﻮﻣﺎﺕ "ﻣﻴﺪﺍﻧﻴﺔ" ﻣﻦ ﺃﺟﻞ ﺗﻔﻜﻴﻚ ﺍﻻﺑﺘﻜﺎﺭﺍﺕ‪ :‬ﺍﻟﻤﻔﺎﻫﻴﻢ‬
‫‪.‬ﺑﻨﺎءﺍﻟﻘﻴﺎﺱ ﻓﻲ ﺑﺤﻮﺙ ﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪ :‬ﺭﺳﻢ ﺗﻮﺿﻴﺤﻲ ﻓﻲ ﺍﻟﻨﻈﻢ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ – (‪King, WR )1991‬‬
‫ﻣﻦﻭﺍﻷﺟﻬﺰﺓﻭﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺍﻟﺼﺤﺔ;ﺃﻃﺮﻭﺣﺔ‬
‫‪Sethi, V. and‬ﻋﻠﻮﻡ ﺍﻟﻘﺮﺍﺭ‪ .‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ ،22 .‬ﺭﻗﻢ ‪ ،3‬ﺹ ‪.472-455‬‬
‫ﻃﺒﻴﺐ‬
‫ﺧﻄﺎﺑﺔﻓﻲ ﺍﻟﻌﻠﻮﻡ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺟﺎﻣﻌﺔ ﺑﻴﻴﺮ ﻣﻨﺪﻳﺲ ﻓﺮﺍﻧﺲ‪Sciences de Gestion ED 275، 29 ،‬‬
‫ﻭﺛﻴﻘﺔ ‪ Ecole toral de‬ﺳﺒﺘﻤﺒﺮ ‪ 416 ،2004‬ﺹ‪.‬‬
‫ﺳﻴﻤﻮﻥ‪- HA )1982( ،‬ﻧﻤﺎﺫﺝ ﺍﻟﻌﻘﻼﻧﻴﺔ ﺍﻟﻤﺤﺪﻭﺩﺓ‪ :‬ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﺴﻠﻮﻛﻲ ﻭﺗﻨﻈﻴﻢ ﺍﻷﻋﻤﺎﻝ‪.‬ﻣﻄﺒﻌﺔ‬
‫ﺟﺎﻧﻲﺍﻻﺳﺘﺒﺎﻗﻴﺔ‪.‬ﻓﻲ (‪ )SMI‬ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﺒﺘﻜﺮ ﻟﻠﻤﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻟﺘﻮﻓﻴﺮ ﻣﻌﻠﻮﻣﺎﺕ ﻣﻦ ﻣﺠﺎﻝ ﺍﻟﻤﺮﺍﻗﺒﺔ‬
‫ﻣﻌﻬﺪﻣﺎﺳﺎﺗﺸﻮﺳﺘﺲ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪.‬‬
‫ﻣﺜﻞ ﺍﻟﻔﻨﻴﺔﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﻭﺍﻻﺳﺘﺨﺒﺎﺭﺍﺕ ﺍﻟﺠﻤﺎﻋﻴﺔ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﻟﻤﺘﻮﺳﻄﺔ ﺍﻟﺼﻐﻴﺮﺓ‬
‫ﺗﻴﻮ‪،‬ﺗﺶ )‪ – (2000‬ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺬﻛﺎء ﺍﻟﺘﻨﺎﻓﺴﻲ ﻓﻲ ﺳﻨﻐﺎﻓﻮﺭﺓ‪.‬ﻣﺠﻠﺔ ﺍﻟﺬﻛﺎء ﺍﻟﺘﻨﺎﻓﺴﻲ‪.‬ﺭﺣﻠﺔ‬ ‫ﺳﺘﺮﺍ ﻭﺍﻟﻤﺘﻮﺳﻄﺔﺍﻟﺤﺠﻢ ‪ssek-Muniz, R. and Lesca, H. )2004( -‬ﻭﻗﺎﺋﻊ ‪.CIFEPME oque‬‬
‫ﺟﻮﻳﺔ‪ ،11.‬ﺭﻗﻢ ‪ ،2‬ﺹ ‪.70-61‬‬ ‫ﻛﻮﻝﻣﻮﻧﺒﻠﻴﻴﻪ‪.‬ﺃﻛﺘﻮﺑﺮ ‪.2004‬‬

‫‪.‬ﺗﻘﻴﻴﻢﺗﺄﺛﻴﺮ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻹﻧﺘﺮﻧﺖ ﻓﻲ ﺍﻟﺬﻛﺎء ﺍﻟﺘﻨﺎﻓﺴﻲ ‪Teo, TSH and Choo, WY )2001( -‬ﻣﺠﻠﺔ‬ ‫ﺟﻮﺵﻁ‪،‬ﻙ‪ – (1989) .‬ﻗﻴﺎﺱ ﺍﻟﻌﺪﺍﻟﺔ ﺃﻭ ﺗﺼﻮﺭﺍﺕ ﺍﻟﻌﺪﺍﻟﺔ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕﻭﺍﻹﺩﺍﺭﺓ‪.‬ﺭﺣﻠﺔ ﺟﻮﻳﺔ‪ 39 .‬ﺹ‪.83-67 .‬‬ ‫ﺭﺟﻞ ﻣﺴﺘﺨﺪﻣﻲﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻤﺮﻳﺔﻧﻈﻢ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﺭﺑﻊ ﺍﻟﺴﻨﻮﻳﺔ‪ ،‬ﺍﻟﻤﺠﻠﺪ ‪ ،13‬ﺍﻟﻌﺪﺩ ‪ ،3‬ﺹ ‪-343‬‬
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‫ﻣﺎﺭﺱ‪-‬ﺃﺑﺮﻳﻞ ‪2006‬‬