‫ﻣﺘﺮﺟﻢ ﻣﻦ ﺍﻹﻧﺠﻠﻴﺰﻳﺔ ﺇﻟﻰ ﺍﻟﻌﺮﺑﻴﺔ ‪www.onlinedoctranslator.

com -‬‬

‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‬

‫ﺍﻟﻤﺠﻠﺪ‪ ، 2.‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
‫‪https://doi.org/10.47670/wuwijar201821SUOA‬‬

‫ﻓﻬﻢﺩﻳﻨﺎﻣﻴﻜﻴﺎﺕ ﺍﻟﻘﻴﺎﺩﺓ‪ :‬ﺩﺭﺍﺳﺔ ﺣﺎﻟﺔ ﻋﻦ ﺟﻴﻒ‬

‫ﺑﻴﺰﻭﺱﻭﺟﺎﻙ ﻣﺎ‬

‫ﺃﻣﻴﻤﺔﺍﻟﻘﺎﺳﻤﻲ ﻃﺎﻟﺒﺔ ﺩﻛﺘﻮﺭﺍﻩ‬

‫‪o.alqassimi.110@westcliff.edu‬‬

‫‪ DBA‬ﻃﺎﻟﺐ ‪Sugam Upadhayay ،‬‬

‫‪s.upadhayay.177@westcliff.edu‬‬

‫ﺧﻼﺻﺔ‬

‫ﺗﺤﻠﻞﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ ﻧﻬﺞ ﺍﻟﻘﻴﺎﺩﺓ ﻻﺛﻨﻴﻦ ﻣﻦ ﺍﻟﻘﺎﺩﺓ ‪ ،‬ﻣﺆﺳﺲ ‪ ، Amazon.com‬ﺟﻴﻒ ﺑﻴﺰﻭﺱ ‪ ،‬ﻭﺍﻟﻤﺆﺳﺲ‬
‫ﻭﺍﻟﺮﺉﻴﺲﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﻤﺠﻤﻮﻋﺔ ﻋﻠﻲ ﺑﺎﺑﺎ ‪ ،‬ﺟﺎﻙ ﻣﺎ‪ .‬ﺇﻧﻪ ﻳﺪﻣﺞ ﺃﺳﻠﻮﺏ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﺍﻟﺨﺎﺹ ﺑﻬﻢ ‪ ،‬ﻭﺁﻟﻴﺎﺕ ﺣﻞ‬
‫ﺍﻟﻤﺸﻜﻼﺕ ‪،‬ﻭﺍﻫﺘﻤﺎﻣﺎﺗﻬﻢ ﺗﺠﺎﻩ ﺍﻟﻌﺎﻟﻢ ﻛﻜﻞ ‪ ،‬ﻣﻤﺎ ﻳﺠﻌﻠﻬﻢ "ﻗﺎﺩﺓ ﻋﺎﻟﻤﻴﻴﻦ"‪ .‬ﺗﻘﺎﺭﻥ ﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ ﺑﺸﻜﻞ ﻧﻘﺪﻱ‬
‫ﺍﻵﺛﺎﺭﺍﻟﻤﺘﺮﺗﺒﺔ ﻋﻠﻰ ﻣﻨﺎﻫﺠﻬﻢ ﻓﻲ ﺍﻟﺘﺤﻔﻴﺰ ﺍﻟﺸﺎﻣﻞ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻭﺃﺩﺍء ﺍﻟﺸﺮﻛﺔ‪ .‬ﺗﻨﺤﺮﻑ ﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ ﻋﻦ "ﻧﻈﺮﻳﺔ‬
‫ﺍﻟﺮﺟﻞﺍﻟﻌﻈﻴﻢ" ﻭﺗﺆﻛﺪ ﻋﻠﻰ "ﻧﻈﺮﻳﺔ ﺑﺎﻧﺪﻭﺭﺍ ﻟﻠﺘﻌﻠﻢ ﺍﻻﺟﺘﻤﺎﻋﻲ" ﺍﻟﺘﻲ ﺗﺆﻛﺪ ﻋﻠﻰ ﺍﻟﻘﻴﺎﺩﺓ ﻛﻌﻤﻠﻴﺔ ﻳﻤﻜﻦ ﻣﻤﺎﺭﺳﺘﻬﺎ‬
‫ﻭﺗﻌﻠﻤﻬﺎ‪.‬ﺗﻠﺨﺺ ﻫﺬﻩ ﺍﻟﻮﺭﻗﺔ ﺇﺭﺛﻬﻢ ﻓﻲ ﻋﺎﻟﻢ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺘﺤﻮﻝ ﺍﻟﻨﻤﻮﺫﺟﻲ ﺍﻟﺬﻱ ﺟﻠﺒﻮﻩ ﻓﻲ ﻃﺮﻳﻖ ﻣﻤﺎﺭﺳﺔ‬
‫ﺍﻷﻋﻤﺎﻝﺍﻟﺘﺠﺎﺭﻳﺔ‪.‬‬

‫‪28‬‬ ‫ﻣﺮﺧﺺﺑﻤﻮﺟﺐ ﺃ‪.Creative Commons Attribution-NonCommercial 4.0 International License‬‬

 ‫ﻣﻘﺪﻣﺔ‬
‫ﺑﺪﺃﺕﻋﻤﻠﻴﺔ ﺍﻟﺒﺪء ﻣﻨﺬ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ‪ 23‬ﻋﺎﻣﺎً ‪ ،‬ﻭﻳﻌﻮﺩ ﺗﺎﺭﻳﺨﻬﺎ ﺇﻟﻰ ‪ 5‬ﻳﻮﻟﻴﻮ ‪ ، 1994‬ﻋﻨﺪﻣﺎ ﺗﻢ ﺗﻌﻴﻴﻦ ﻛﻞ ﺷﻲء‬

‫ﺟﻴﻒﺑﻴﺰﻭﺱ ﻟﺒﻴﻊ ﺍﻟﻜﺘﺐ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﻭﻣﻦ ﺍﻟﻤﻔﺎﺭﻗﺎﺕ ﺃﻥ ‪ Amazon.com‬ﺳﺎﺭﻉ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﺴﺎﺣﺔ ﺍﻟﺸﺮﻛﺔ ﻭ‬

‫ﺑﺪﺃﺕﻣﺸﺮﻭﻋﻬﺎ ﺍﻟﺘﺠﺎﺭﻱ ﻣﻦ ﻣﺮﺁﺏ ﻟﺘﺼﻠﻴﺢ ﺍﻟﺴﻴﺎﺭﺍﺕ ‪ ،‬ﻭﻫﻮ ﺍﻵﻥ ﻣﻮﺿﻊ ﺗﺮﺣﻴﺐ ﺑﻬﻴﺞ ﻣﻦ ﺍﻟﻤﺪﻥ ﺍﻷﻣﺮﻳﻜﻴﺔ‬

‫ﻓﻲﺟﻤﻴﻊ ﺃﻧﺤﺎء ﺍﻟﺒﻼﺩ ﻹﻧﺸﺎء ﻣﻜﺘﺐ ﺍﻟﺸﺮﻛﺔ ﺍﻟﺜﺎﻧﻲ‪ .‬ﺟﻴﻒ ﺑﻴﺰﻭﺱ ﺍﻵﻥ‬
‫ﺃﻏﻨﻰﺷﺨﺺ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ‪ ،‬ﻭﺷﺮﻛﺘﻪ ﺗﻤﺘﻠﻚ ﺻﺎﻓﻲ ﺛﺮﻭﺓ ‪ 700‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ )‪.(Lee، 2018‬‬
‫ﻭﺑﺎﻟﻤﺜﻞ ‪،‬ﻟﻴﺲ ﻣﻦ ﺍﻟﺨﻄﺄ ﺃﻥ ﺗﺸﺎﺭﻛﻨﺎ ﻣﺸﺎﺭﻳﻊ ﺟﺎﻙ ﻣﺎ ﻓﻲ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺗﻜﺘﻴﻜﺎﺕ ﺍﻟﺸﺮﻛﺔ‪ .‬ﺃ‬
‫ﺑﺪﺃﺕﺍﻟﺸﺮﻛﺔ ﻣﻨﺬ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ‪ 18‬ﻋﺎﻣﺎً ﻓﻲ ‪ 4‬ﺃﺑﺮﻳﻞ ‪ ، 1999‬ﻭﻟﻢ ﺗﺤﺪﺙ ﺛﻮﺭﺓ ﻓﻲ ﻃﺮﻳﻘﺔ‬
‫ﻣﻤﺎﺭﺳﺔﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﻟﻜﻦ ﺃﻳﻀﺎً ﻋﺰﺯ ﺑﺸﻜﻞ ﻻ ﻟﺒﺲ ﻓﻴﻪ ﻓﻜﺮﺓ ﺣﻴﺎﺓ ﺍﻟﻨﺎﺱ‪ .‬ﺍﻟﺸﺮﻛﺔ‬
‫ﺗﻤﺘﻠﻚﺍﻵﻥ ﺇﺟﻤﺎﻟﻲ ﺃﺻﻮﻝ ﺑﻘﻴﻤﺔ ‪ 76.28‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ )ﻭﻳﻜﻴﺒﻴﺪﻳﺎ ‪ (2017 ،‬ﻭﻣﺎ ﻫﻲ ﻭﺍﺣﺪﺓ ﻣﻦ ﺃﻏﻨﻰ ﺍﻷﺻﻮﻝ‬

‫ﺍﻟﻨﺎﺱﻓﻲ ﺍﻟﺼﻴﻦ‪.‬‬

‫ﻛﻼﻛﺒﺎﺭ ﺭﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ ﻫﻢ ﺍﻟﺘﺄﻟﻴﻪ ﺍﻟﻤﺜﺎﻟﻲ ﻟﻤﺸﺎﺭﻳﻌﻬﻢ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ‬

‫ﻟﻢﻳﻘﺘﺼﺮﻭﺍ ﻋﻠﻰ ﻣﺤﻴﻄﻬﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﻟﻜﻨﻬﻢ ﻋﻤﻠﻮﺍ ﺃﻳﻀﺎً ﺃﺑﻌﺪ ﻣﻦ ﺫﻟﻚ‬
‫ﺃﺑﻌﺎﺩ‪.‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ ‪ ،‬ﺇﻧﻬﻢ ﻣﺴﺆﻭﻟﻮﻥ ﺍﺟﺘﻤﺎﻋﻴﺎً ﻭﻳﻤﺎﺭﺳﻮﻥ ﻗﻮﺍﻋﺪ ﺍﻟﺴﻠﻮﻙ ﺍﻷﺧﻼﻗﻲ‬
‫ﺣﺘﻰﻳﺘﻤﻜﻦ ﺳﻜﺎﻥ ﺍﻟﻌﺎﻟﻢ ﻣﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ ‪ ،‬ﺃﻱ "ﻗﺎﺩﺓ ﺍﻟﻌﺎﻟﻢ"‪ .‬ﻟﻜﻦ ﻫﺬﺍ ﺍﻟﻮﺿﻊ ﻟﻴﺲ ﻛﺬﻟﻚ‬
‫ﺣﺼﻞﺑﺴﻬﻮﻟﺔ‪ .‬ﻟﻘﺪ ﻛﻠﻔﻬﻢ ﺫﻟﻚ ﺿﻐﻮﻃﺎً ﺑﻼ ﻣﻨﺎﺯﻉ ﻭﻭﺍﺟﻬﻮﺍ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻓﻲ ﻣﺤﺎﻭﻟﺔ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ‬

‫ﻫﺬﻩﺍﻟﻨﻘﻄﺔ‪ .‬ﻫﻢ ﺇﺛﺒﺎﺕ ﻟﻼﺑﺘﻜﺎﺭ ﺍﻟﺘﺨﺮﻳﺒﻲ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬

‫ﻻﻳﻘﺘﺼﺮ ﺍﻷﻣﺮ ﻋﻠﻰ ﺑﻠﺪﻫﻢ ﺍﻷﺻﻠﻲ ﻓﺤﺴﺐ ‪ ،‬ﺑﻞ ﺃﺻﺒﺢ ﻣﻨﺘﺸﺮﺍً‪.‬‬
‫ﻣﻨﺎﻗﺸﺔ‬
‫ﺇﺫﺍﻗﺎﺭﻧﺎ ﻫﺎﺗﻴﻦ ﺍﻟﺸﺨﺼﻴﺘﻴﻦ ‪ ،‬ﻳﻤﻜﻨﻨﺎ ﺃﻥ ﻧﺴﺘﻨﺘﺞ ﺗﺪﺍﺧﻞ ﺳﻤﺎﺗﻬﻤﺎ ﺍﻷﺳﺎﺳﻴﺔ‪ .‬ﻣﺜﻞ‬
‫ﻳﺬﻛﺮﺑﺎﺗﻴﻞ )‪ (2017‬ﺃﻥ ﻧﺠﺎﺡ ﺍﻟﻘﺎﺉﺪ ﻳﺮﻛﺰ ﻋﻠﻰ ﻗﺪﺭﺗﻪ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ‬
‫ﺃﻧﻔﺴﻬﻢ ‪،‬ﺃﻱ ﺍﻣﺘﻼﻙ ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺬﺍﺗﻴﺔ ‪ ،‬ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﺼﺮﻑ ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﺑﺸﻜﻞ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ‬
‫ﻛﻤﺘﻮﺍﺻﻞﻓﻌﺎﻝ ‪ ،‬ﻭﻣﺴﺆﻭﻝ ‪ ،‬ﻭﺗﺤﺪﻳﺪ ﺃﻫﺪﺍﻑ ﻭﺍﺿﺤﺔ ﻭﻣﺤﺪﺩﺓ‪ .‬ﻧﻔﺲ ﺍﻟﺸﻲء‬
‫ﺗﻢﺍﻟﺘﺄﻛﻴﺪ ﺑﺸﻜﻞ ﻣﺒﺎﻟﻎ ﻓﻴﻪ ﻣﻦ ﻗﺒﻞ ‪ Baldwin‬ﻭ ‪ Bommer‬ﻭ (‪ Rubin )2013‬ﻓﻲ ﺍﺩﻋﺎﺉﻬﻢ ﺃﻥ ﺍﻷﻓﻀﻞ‬

‫ﻧﻬﺞﻳﺒﺪﺃ ﻓﻲ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻔﻌﺎﻟﺔ ﺑﻌﺪ ﺗﻘﻴﻴﻢ ﺍﻟﻘﺪﺭﺓ ﺍﻟﺬﺍﺗﻴﺔ‪ .‬ﺑﺎﻟﺘﻮﺍﻓﻖ ﻣﻊ ﻫﺬﻩ ﺍﻟﻔﻜﺮﺓ ‪،‬‬
‫ﺯﻋﻢﺧﺎﻥ ﻭﻧﻮﺍﺯ ﻭﺧﺎﻥ )‪ (2016‬ﺃﻧﻪ ﻻ ﻳﻮﺟﺪ ﺷﻲء ﺍﺳﻤﻪ "ﺭﺟﻞ ﻋﻈﻴﻢ‬
‫ﺍﻟﻨﻈﺮﻳﺔ ‪،‬ﻭﻫﻲ ﺃﺳﻄﻮﺭﺓ ﺃﻥ ﺍﻟﻘﺎﺩﺓ ﻳﻮﻟﺪﻭﻥ‪ .‬ﺍﻟﻘﻴﺎﺩﺓ ﻧﻈﺎﻡ ﻣﻨﻬﺠﻲ ﻭﻣﻨﻄﻘﻲ ﻭﺗﺤﻠﻴﻠﻲ‬
‫ﺍﻟﻨﻬﺞﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺗﻌﻠﻤﻪ‪.‬‬

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‫‪29‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﻛﻼﺍﻟﻘﺎﺉﺪﻳﻦ ‪ ،‬ﻣﺎ ﻭ ﺑﻴﺰﻭﺱ ‪ ،‬ﻣﺒﺘﻜﺮﻭﻥ ﺗﺨﺮﻳﺒﻴﻮﻥ ﻭﺗﺤﻮﻳﻠﻴﻮﻥ‪ .‬ﺑﺎﻟﻔﻌﻞ‪،‬‬
‫ﻟﻘﺪﻏﻴﺮﻭﺍ ﻃﺮﻳﻘﺔ ﺍﺳﺘﻬﻼﻙ ﺍﻟﻤﻨﺘﺞ‪ .‬ﻟﻢ ﻳﻜﻦ ﻣﺴﺎﺭﻫﻢ ﺳﻬﻼ ًﻭﻻ‬
‫ﺧﻄﻲ‪.‬ﻟﻘﺪ ﻗﺒﻠﻮﺍ ﺍﻟﻤﺨﺎﻃﺮ ‪ ،‬ﻭﻗﺎﻣﻮﺍ ﺑﺘﻘﻴﻴﻢ ﺍﻟﺘﺤﺪﻳﺎﺕ ‪ ،‬ﻭﻛﺎﻧﺖ ﻟﺪﻳﻬﻢ ﺭﻏﺒﺎﺕ ﻣﺴﺘﻤﺮﺓ ﻓﻲ ﺍﻟﺘﺮﻗﻴﺔ‪.‬‬
‫ﺗﻢﺗﻘﺪﻳﻢ "‪ ، "Amazon Go‬ﻭﻫﻮ ﻣﺘﺠﺮ ﺳﻮﺑﺮ ﻣﺎﺭﻛﺖ ﺑﺪﻭﻥ ﺩﻓﻊ ﺭﺳﻮﻡ ﺑﻮﺍﺳﻄﺔ ﺑﻴﺰﻭﺱ ﻓﻲ ﺳﻴﺎﺗﻞ )ﺟﻮﻧﺴﺘﻮﻥ ‪،‬‬

‫‪ .(2018‬ﻭﺑﺎﻟﻤﺜﻞ ‪ ،‬ﺑﺎﻉ "ﺗﺎﻭﺑﺎﻭ" ‪ ،‬ﻭﻫﻮ ﻣﻮﻗﻊ ﻣﺰﺍﺩ ﻣﻤﻠﻮﻙ ﻟﺸﺮﻛﺔ ﻋﻠﻲ ﺑﺎﺑﺎ ‪ ،‬ﻃﺎﺉﺮﺗﻴﻦ ﻣﻦ ﻃﺮﺍﺯ ﺑﻮﻳﻨﺞ ‪ 400-747‬ﻣﻘﺎﺑﻞ ‪ 48‬ﺩﻭﻻﺭﺍً‬

‫ﻣﻠﻴﻮﻥ)ﺷﻴﺘﺰ ‪ ، (2017 ،‬ﻳﻘﻮﺩ ﺍﻟﺤﻀﺎﺭﺓ ﺇﻟﻰ ﺳﻬﻮﻟﺔ ﺍﻻﺳﺘﻬﻼﻙ‪ .‬ﻧﺠﺎﺡ‬

‫ﻳﻌﺘﻤﺪﺍﻟﻘﺎﺩﺓ ﻋﻠﻰ ﻗﺪﺭﺗﻬﻢ ﻋﻠﻰ ﻛﺴﺮ ﺍﻟﻤﺤﺮﻣﺎﺕ ﻭﺍﻟﻘﻮﺍﻟﺐ ﺍﻟﻨﻤﻄﻴﺔ ‪ ،‬ﻟﻜﻦ ﻫﺬﺍ ﻻ ﻳﻌﻨﻲ ﺫﻟﻚ‬
‫ﻳﺠﺐﺃﻥ ﻳﺘﺒﻌﻮﺍ ﻋﺪﻡ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺃﻭ ﻳﺒﺤﺜﻮﻥ ﻋﻦ ﺍﻻﺧﺘﻼﻑ ‪ ،‬ﻓﺎﻷﻣﺮ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺘﺤﺮﻙ ﻋﻨﺪ ﻧﻘﻄﺔ ﻣﻌﻴﻨﺔ‬
‫ﺧﻄﻮﺓ‪.‬‬

‫ﻭﻣﻦﺍﻟﻤﺜﻴﺮ ﻟﻼﻫﺘﻤﺎﻡ ﺃﻥ ﺍﻟﻘﺎﺩﺓ ﻳﺒﺤﺜﻮﻥ ﺩﺍﺉﻤﺎً ﻋﻦ ﺍﻟﺘﻨﺎﻓﺮ ﺃﻭ ﺍﻟﻔﺠﻮﺓ ؛ ﻫﺬﺍ ﻫﻮ ﺃﻳﻀﺎ ﻣﺼﺪﺭ‬
‫ﺍﻻﺑﺘﻜﺎﺭﻛﻤﺎ ﺫﻛﺮ ﺩﺭﺍﻛﺮ )‪ (1985‬ﻓﻲ ﻛﺘﺎﺑﻪ ﺑﻌﻨﻮﺍﻥﺍﻹﺑﺘﻜﺎﺭ ﻭﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ‪.‬‬
‫ﻗﺎﻝ (‪ Ma )2017‬ﺫﺍﺕ ﻣﺮﺓ ﺃﻥ ﺍﻟﻌﺎﻟﻢ ﻻ ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﻟﻪ ﻧﻤﻮﺫﺝ ﻭﺍﺣﺪ‪ .‬ﻳﺒﺤﺚ ﺍﻟﻘﺎﺩﺓ ﺩﺍﺉﻤﺎً ﻋﻦ‬
‫ﺍﻟﺸﺮﻭﻉﻭﺍﻻﺑﺘﻜﺎﺭ‪ .‬ﻣﻬﻤﺎ ﻛﺎﻥ ﺍﻟﺤﻜﻢ ‪ ،‬ﻓﺈﻧﻬﻢ ﻳﻤﻴﻠﻮﻥ ﺇﻟﻰ ﺍﻻﺳﺘﻜﺸﺎﻑ ﻭ‬
‫ﺍﻛﺘﺸﺎﻑﻃﺮﻕ ﻟﺘﻌﺰﻳﺰ ﺍﻟﺤﻀﺎﺭﺓ ﺍﻟﻌﺎﻟﻤﻴﺔ‪ .‬ﺍﻟﻘﺎﺩﺓ ﻳﻔﻜﺮﻭﻥ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻭﻳﺮﻭﻥ ﻣﺎ ﻳﺮﺍﻩ ﺍﻵﺧﺮﻭﻥ ﺑﺸﻜﻞ ﺷﺎﺉﻊ‬
‫ﻳﺘﺼﻮﺭ‪.‬ﺃﻛﺪ ﻣﺎ ‪ ،‬ﻓﻲ ﺧﻄﺎﺑﻪ ﻋﺎﻡ ‪ 2015‬ﻓﻲ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻌﺎﻟﻤﻲ ‪ ،‬ﻋﻠﻰ ﺃﻥ ﺇﻧﺸﺎء ﻣﻠﻒ‬
‫ﺍﻟﻨﻈﺎﻡﺍﻟﺒﻴﺉﻲ ﺍﻟﻌﺎﻟﻤﻲ ﻟﻠﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ‪ ،‬ﻓﻬﻢ ﻻ ﻳﺘﺮﺩﺩﻭﻥ ﻓﻲ ﺍﻟﺘﻔﻮﻳﺾ ﻭﺍﻟﻼﻣﺮﻛﺰﻳﺔ‪ .‬ﻳﻔﻌﻞ‬
‫ﻟﻴﺴﺖﻣﺜﻞ ﺃﻟﻌﺎﺏ ﺍﻹﻣﺒﺮﺍﻃﻮﺭﻳﺔ ‪ ،‬ﺗﺴﺘﺨﺪﻡ ﺑﺸﻜﻞ ﻏﻴﺮ ﻣﺒﺎﺷﺮ ﺩﻻﻟﺔ ‪ Amazon.com‬ﻛﻤﺎ ﻫﻲ ‪Win-Lose‬‬

‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬ﻳﻌﺘﻤﺪ ﻧﺠﺎﺣﻬﻢ ﻋﻠﻰ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻌﺎﻟﻤﻴﺔ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻋﻠﻰ "ﺍﻟﺬﻛﺎء ﺍﻟﻌﺎﻟﻤﻲ"‬
‫‪،‬ﻭﺍﻟﺘﻲ ﺗﻠﺨﺺ ﻋﻨﺎﺻﺮ ﻣﺜﻞ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻜﻴﻒ ‪ ،‬ﻭﺍﻟﻮﻋﻲ ‪ ،‬ﻭﺍﻟﻔﻀﻮﻝ ‪ ،‬ﻭﺍﻟﺘﻌﺎﻃﻒ ‪ ،‬ﻭﺍﻟﻤﺤﺎﺫﺍﺓ ‪)GQ( ،‬‬
‫ﺍﻟﺘﻌﺎﻭﻥﻭﺍﻟﺘﻜﺎﻣﻞ‪.‬‬
‫ﻭﻟﻜﻦ ‪،‬ﻣﺎ ﺍﻟﺬﻱ ﻳﺠﻌﻞ ﻫﺆﻻء ﺍﻟﻘﺎﺩﺓ ﻳﺸﻜﻠﻮﻥ ﺭﺅﻳﺘﻬﻢ ﻭﺍﻧﺘﻘﺎﻟﻬﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻓﻲ‪-‬‬
‫ﺑﻴﻦﻧﻘﺎﻃﻬﻢ؟ ﺇﻧﻬﺎ ﺑﻼ ﺷﻚ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ‪ ،‬ﺃﻱ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ .‬ﺿﻤﻦ‬
‫ﺍﻟﻤﻮﺍﺭﺩﺍﻟﺘﻲ ﺗﻤﺘﻠﻜﻬﺎ ﺍﻟﻤﻨﻈﻤﺔ )ﺍﻟﻤﺎﻟﻴﺔ ﻭﺍﻟﻤﺎﺩﻳﺔ ﻭﺍﻟﻤﻌﻠﻮﻣﺎﺗﻴﺔ ﻭﺍﻟﺘﻘﻨﻴﺔ ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ( ‪،‬‬
‫ﺍﻷﻫﻢﻭﺍﻷﻛﺜﺮ ﺃﻫﻤﻴﺔ ﻫﻮ ﺭﺃﺱ ﺍﻟﻤﺎﻝ ﺍﻟﺒﺸﺮﻱ ‪ ،‬ﺣﻴﺚ ﻳﻤﻜﻨﻪ ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﻤﻮﺍﺭﺩﺍﻟﻤﺘﺒﻘﻴﺔ ﺑﻔﻌﺎﻟﻴﺔ ﻭﻛﻔﺎءﺓ‪ .‬ﺍﻋﺘﺒﺎﺭﺍً ﻣﻦ ﻋﺎﻡ ‪ ، 2017‬ﺗﻮﻇﻒ ‪Alibaba.com 50،092‬‬
‫ﻣﻮﻇﻒﻭ ‪ Amazon‬ﻳﻐﻠﻒ ‪.541900‬‬
‫ﻧﻘُﻞﻋﻦ ﺟﺎﻙ ﻣﺎ ﻗﻮﻟﻪ ﺇﻧﻪ ﻗﺪ ﻳﻜﻮﻥ ﻟﺪﻳﻪ ﻭﺟﻪ ﺫﻛﻲ ‪ ،‬ﻟﻜﻨﻪ ﻳﻤﺘﻠﻚ ﻭﺟﻬﺎً ﺫﻛﻴﺎً‬
‫ﺃﺩﻣﻐﺔﻏﺒﻴﺔ ﺟﺪﺍ )ﻛﻼﺭﻙ ‪ .(2016 ،‬ﻳﻤﻜﻦ ﻭﺻﻒ ﻣﺎ ﺑﺄﻧﻪ ﺇﻧﺴﺎﻥ ﻣﻀﺤﻚ ﻭﻣﺘﻮﺍﺿﻊ‬
‫ﻧﻬﺒﻂﻟﻸﺭﺽ‪ .‬ﺃﻋﻠﻦ ﻋﻦ ﻧﻔﺴﻪ ﻛﺮﺉﻴﺲ ﺗﻨﻔﻴﺬﻱ ﻟﻠﺘﻌﻠﻴﻢ )‪ (CEO‬ﻟﻠﺸﺮﻛﺔ ‪ ،‬ﻓﻬﻮ ﻳﺮﻳﺪ ﺫﻟﻚ‬

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‫‪30‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﺍﻓﺘﺢﺍﻷﺑﻮﺍﺏ ﻟﺨﻠﻖ ﻓﺮﺻﺔ ﺗﻌﻠﻢ ﻟﻠﻤﺆﺳﺴﺔ ﻛﻜﻞ‪ .‬ﻳﻠﻬﻢ ﻭ‬
‫ﻳﺜﺮﻱﻋﻤﻞ ﻣﻮﻇﻔﻴﻪ ﻣﻦ ﺧﻼﻝ ﺗﻨﺎﻭﺑﻬﻢ ﺑﺸﻜﻞ ﺩﻭﺭﻱ ﻋﺒﺮ ﺍﻟﻤﻨﺘﺠﺎﺕ ﻭﺍﻟﻤﻨﺎﻃﻖ‬
‫ﺑﻐﺾﺍﻟﻨﻈﺮ ﻋﻦ ﻣﻌﺮﻓﺘﻬﻢ‪ .‬ﻳﻨﺼﺐ ﺗﺮﻛﻴﺰ ﻣﺎ ﻋﻠﻰ ﺃﻧﻨﺎ ﻳﺠﺐ ﺃﻥ ﻧﺘﻌﻠﻢ ﻣﻦ ﺍﻟﻔﺸﻞ )‪،Duncan‬‬
‫‪ .(2016‬ﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ ‪ ،‬ﻳﺘﻢ ﻣﻨﺢ ﻛﻞ ﻣﻮﻇﻒ ﻟﻘﺒﺎً ﻭﻳﺴﻤﺢ ﻟﻪ ﺑﺘﻘﺪﻳﻢ ﺍﻗﺘﺮﺍﺣﺎﺕ ﻓﻲ‬
‫ﻗﺮﺍﺭﺍﺕﺍﻹﺩﺍﺭﺓ ﺇﺫﺍ ﺭﻏﺒﻮﺍ ﻓﻲ ﺫﻟﻚ‪ .‬ﻳﻌﻄﻲ ﺍﻷﻭﻟﻮﻳﺔ ﻟﻌﻤﻼﺉﻪ ﺃﻭﻻ ًﺛﻢ ﻳﺘﺒﻌﻪ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻭﺍﻟﻤﺴﺎﻫﻤﻴﻦ‪ .‬ﻓﻠﺴﻔﺔ ﻣﺎ ﺣﻮﻝ ﻣﻮﻇﻔﻴﻪ ﻛﻤﺎ ﺷﺎﺭﻛﻬﺎ ﻓﻲ‬
‫ﺍﻟﻤﻨﺘﺪﻯﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻌﺎﻟﻤﻲ ‪ 2018 ،‬ﻫﻮ ﺃﻧﻬﻢ ﻳﺄﺗﻮﻥ ﻟﻴﺲ ﻓﻘﻂ ﻣﻦ ﺃﺟﻞ ﺍﻟﻮﻇﻴﻔﺔ ‪ ،‬ﻭﻟﻜﻨﻬﻢ ﻳﺄﺗﻮﻥ ﺃﻳﻀﺎً‬
‫ﺃﺣﻼﻣﻬﻢﻟﻠﻤﺸﺎﺭﻛﺔ ﻣﻊ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻟﻘﺪ ﺃﻛﺪ ﺃﻥ ﻛﻞ ﺷﺮﻛﺔ ﻳﺠﺐ ﺃﻥ ﺗﺆﻣﻦ‬
‫ﻓﻲﻣﻮﻇﻔﻴﻬﻢ‪ .‬ﻓﻲ ‪ ، Alibaba.com‬ﻳﻜﻮﻥ ﻣﻌﻈﻢ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﻓﻘﺎً ﻟـ "‪ "Theory Y‬ﻛﻤﺎ ﻳﺼﻨﻊ ‪Ma‬‬
‫ﺑﻴﺉﺔﺍﻟﻌﻤﻞ ﺭﺍﺉﻌﺔ ﻭﻣﺤﻔﺰﺓ‪.‬‬
‫ﺻﺮﺡﺑﻴﺰﻭﺱ )‪ (1997‬ﻓﻲ ﺭﺳﺎﻟﺘﻪ ﺍﻟﺴﻨﻮﻳﺔ ﺍﻷﻭﻟﻰ ﻟﻤﻮﻇﻔﻪ ﺃﻥ "ﺍﻟﻔﺸﻞ ﻭ‬
‫ﺍﻻﺧﺘﺮﺍﻉﺗﻮﺃﻣﺎﻥ ﻻ ﻳﻨﻔﺼﻼﻥ ‪ ،‬ﻭﻻﺑﺘﻜﺎﺭ ﻋﻠﻴﻨﺎ ﺃﻥ ﻧﺠﺮﺏ ‪ ،‬ﻭﺇﺫﺍ ﻋﻠﻤﻨﺎ ﻣﺴﺒﻘﺎً‬
‫ﺃﻥﻣﺎ ﻗﺪ ﻳﺤﺪﺙ ‪ ،‬ﻟﻴﺲ ﺗﺠﺮﺑﺔ ")ﻣﻮﻻﻧﻲ ‪ .(2017 ،‬ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳﺔ ‪ ،‬ﻫﻮ‬
‫ﺭﻛﺰﻋﻠﻰ ﺍﺗﺨﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺟﺮﻳﺉﺔ ‪ ،‬ﺣﺘﻰ ﻟﻮ ﻟﻢ ﺗﻨﺠﺢ ‪ ،‬ﻓﻬﻮ ﻳﻌﺘﻘﺪ ﺃﻧﻪ ﺳﻴﺘﻌﻠﻢ‬
‫ﺷﻲءﻟﻠﺪﻭﺭﺓ ﺍﻟﻘﺎﺩﻣﺔ‪ .‬ﺃﻛﺪ ﺭﻳﺘﺸﺎﺭﺩ ﺑﺮﺍﻧﺴﻮﻥ ‪ ،‬ﻣﺆﺳﺲ ﻣﺠﻤﻮﻋﺔ ﻓﻴﺮﺟﻦ‬
‫ﺧﻄﺮﺍﻟﺘﻮﻗﻒ ﻭﺃﻋﻄﻴﺖ ﺍﻷﻭﻟﻮﻳﺔ ﻟﻠﻤﺸﻲ ﺑﺒﻂء ﺑﺪﻻ ًﻣﻦ ﺇﻳﻘﺎﻑ ﺍﻟﺤﺮﻛﺔ‪.‬‬
‫ﻳﺘﺠﺎﻭﺯﺇﻗﻨﺎﻉ ﺑﻴﺰﻭﺱ ﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﻭﺑﺪﻻ ًﻣﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ‬
‫ﺍﻟﻤﻨﺎﻓﺴﻴﻦ ‪،‬ﻓﻬﻮ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﻟﻌﻤﻼء‪ .‬ﺭﺑﻤﺎ ﻫﺬﺍ ﻫﻮ ﺍﻟﺴﺒﺐ ﻓﻲ ﻛﻞ‬
‫ﺍﻻﺟﺘﻤﺎﻉﻳﻔﺼﻞ ﺍﻟﻜﺮﺳﻲ ﺍﻟﻔﺎﺭﻍ ﻟﻠﻌﻤﻼء‪ .‬ﻋﻠﻰ ﻗﺪﻡ ﺍﻟﻤﺴﺎﻭﺍﺓ ﻭﺑﺸﻜﻞ ﻻ ﻣﻔﺮ ﻣﻨﻪ ﻫﻮ ﺍﻟﻤﻬﻢ‬
‫ﺗﻔﻮﻳﺾﺍﻟﺴﻠﻄﺔ ‪ ،‬ﻻ ﻳﺠﻌﻞ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﺴﺆﻭﻟﻴﻦ ﻓﺤﺴﺐ ‪ ،‬ﺑﻞ ﻳﺸﻌﺮﻭﻥ ﺃﻳﻀﺎً ﺑﺎﻟﺘﻘﺪﻳﺮ‪.‬‬
‫ﻭﺑﺎﻟﻤﺜﻞ ‪،‬ﺫﻛﺮ ﺑﻴﺰﻭﺱ ﻓﻲ ﺭﺳﺎﻟﺘﻪ ﺍﻟﺴﻨﻮﻳﺔ ﻟﻌﺎﻡ ‪ 2015‬ﺇﻟﻰ ﻣﻮﻇﻔﻪ ﺗﻤﻜﻴﻨﻪ‬
‫ﻟﻠﻤﻮﻇﻔﻴﻦﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺴﻤﺎﺡ ﻟﻬﻢ ﺑﺎﺳﺘﻨﺘﺎﺝ "ﻗﺮﺍﺭﺍﺕ ﻣﻦ ﺍﻟﻨﻮﻉ ‪ ، "2‬ﻭﺍﻟﺘﻲ ﻳﻤﻜﻦ ﻟﻠﺸﺮﻛﺔ ﻋﻜﺴﻬﺎ ﺇﺫﺍ ﻛﺎﻥ‬
‫ﺗﺴﻮءﺍﻷﻣﻮﺭ‪ .‬ﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ ‪ ،‬ﺗﻮﻓﺮ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﻗﺘﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﻋﻠﻰ‬
‫ﻣﻦﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ ‪ ،‬ﻓﺈﻥ ﺍﻟﻀﻐﻂ ﻋﻠﻰ ﺍﻟﻘﻮﺓ ﻓﻲ ﺍﻟﻤﻨﻈﻤﺎﺕ ﻳﺤﺎﻓﻆ ﻋﻠﻰ ﻣﺠﺎﻻﺕ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﺤﻔﻴﺰ‪.‬‬
‫ﺫﻛﺮﻣﺎﻧﻜﻴﻦ )‪ (2017‬ﻓﻲ ﻣﺠﻠﺔ ‪ FastCompany‬ﺃﻥ ﺍﻟﻤﻮﻇﻒ ﺍﻟﻤﻠﺘﺰﻡ ﻳﺰﻳﺪ ﺑﻨﺴﺒﺔ ‪٪44‬‬
‫ﻣﻨﺘﺞﺃﻛﺜﺮ ﻣﻦ ﻋﺎﻣﻞ ﺭﺍﺽ ٍ‪ ،‬ﻟﻜﻦ ﺍﻟﻤﻮﻇﻒ ﺍﻟﺬﻱ ﻳﺸﻌﺮ ﺑﺎﻹﻟﻬﺎﻡ ﻓﻲ ﺍﻟﻌﻤﻞ ﻳﻘﺎﺭﺏ ‪٪125‬‬
‫ﺃﻛﺜﺮﺇﻧﺘﺎﺟﻴﺔ ﻣﻦ ﺍﻟﺸﺨﺺ ﺍﻟﺮﺍﺿﻲ‪ .‬ﻻ ﺷﻚ ﺃﻥ ﺍﻟﻘﺎﺉﺪ ﺍﻟﻨﺎﺟﺢ ﻳﺤﺎﻭﻝ ﺩﺍﺉﻤﺎً ﺍﻟﺘﺤﻔﻴﺰ‬
‫ﻭﺇﻟﻬﺎﻡﻣﻮﻇﻔﻴﻪ‪.‬‬

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‫‪31‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﻓﻲﻛﻠﺘﺎ ﺍﻟﺤﺎﻟﺘﻴﻦ ﺍﻟﻤﺬﻛﻮﺭﺗﻴﻦ ﺃﻋﻼﻩ ‪ ،‬ﻳﻜﻮﻥ ﺍﻟﻘﺎﺩﺓ ﻣﻨﻔﺘﺤﻴﻦ ﻭﻳﻘﺪﺭﻭﻥ ﻣﻮﻇﻔﻴﻬﻢ ﺑﺪﺭﺟﺔ ﻋﺎﻟﻴﺔ‬
‫ﺍﻟﻤﻮﺍﺭﺩﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺤﺎﺳﻤﺔ ‪ ،‬ﻣﺒﺘﻜﺮﺓ ﻭﺗﺘﺤﻤﻞ ﺍﻟﻤﺨﺎﻃﺮ‪ .‬ﻛﻼﻫﻤﺎ ﻳﻌﻄﻲ ﻓﺮﺻﺔ‬
‫ﻟﻼﺳﺘﻔﺎﺩﺓﻣﻦ ﻣﻬﺎﺭﺍﺕ ﻭﺧﺒﺮﺍﺕ ﻣﻮﻇﻔﻴﻬﺎ ‪ ،‬ﻭﻗﺒﻞ ﻛﻞ ﺷﻲء ﻳﺘﺘﺒﻌﻮﻥ ﻭﻳﻮﺍﻛﺒﻮﻥ‬
‫ﻣﻊﻣﺴﺎﺭ ﺍﻟﻌﻤﻴﻞ‪ .‬ﻓﺎﺯﺕ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﺗﺘﺒﻊ ﺗﻮﻗﻌﺎﺕ ﺍﻟﺴﻮﻕ ؛ ﻳﺒﺘﻜﺮﻭﻥ‬
‫ﺇﻣﺎﺩﻳﻨﺎﻣﻴﻜﻴﺎً ﺃﻭ ﻣﻌﻄﻼ ً‪ ،‬ﻭﻫﺬﺍ ﻳﺆﺩﻱ ﺇﻟﻰ ﺗﺤﻔﻴﺰ ﺍﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﺷﺮﻛﺔ ﻧﻮﻛﻴﺎ ﻭ‬
‫ﻓﻘﺪﺕﻛﻮﺩﺍﻙ ‪ ،‬ﺭﻭﺍﺩ ﺍﻟﺴﻮﻕ ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ ‪ ،‬ﻫﻴﻤﻨﺘﻬﺎ ﺑﺴﺒﺐ ﻏﻄﺮﺳﺘﻬﻢ ﺍﻟﺴﺎﺑﻘﺔ‬
‫ﻳﻔﻮﺯ)‪ .(Sull ، 1999‬ﻫﺬﺍ ﻻ ﻳﺆﺩﻱ ﻓﻘﻂ ﺇﻟﻰ ﺇﻏﻼﻕ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﺗﻢ ﺍﻟﺘﺮﻭﻳﺞ ﻟﻬﺎ ﻛﺜﻴﺮﺍً ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ ﻭﻟﻜﻦ‬

‫ﺃﻳﻀﺎﻻﻧﺘﻘﺎﺩ ﺩﺍﻓﻊ ﺍﻟﻤﻮﻇﻒ‪.‬‬

‫ﺳﻴﺘﻢﺗﺬﻛﺮ ﺃﺑﺎﻃﺮﺓ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻤﺬﻛﻮﺭﻳﻦ ﺃﻋﻼﻩ ﻟﻤﺴﺎﻫﻤﺎﺗﻬﻢ ﻻ‬
‫ﻓﻘﻂﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ ﻭﻓﻠﺴﻔﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﻭﻟﻜﻦ ﺃﻳﻀﺎً ﻟﻠﻌﺠﺐ ﺑﻼ ﻣﻨﺎﺯﻉ‬
‫ﻟﻘﺪﻭﻫﺒﻮﺍ ﺍﻟﺤﻀﺎﺭﺓ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ ،‬ﻭﻫﺬﺍ ﻫﻮ ﺳﺒﺐ ﺗﺴﻤﻴﺘﻬﻢ "ﺍﻟﻌﺎﻟﻤﻴﺔ‬
‫ﺍﻟﻘﺎﺩﺓ‪".‬ﻟﻘﺪ ﺗﺠﺎﻭﺯﺕ ﺷﺮﻛﺎﺗﻬﻢ ﻋﻘﻴﺪﺓ ﻣﻴﻜﻨﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭ‬
‫ﻋﻤﻠﺖﻋﻠﻰ ﻓﻬﻢ ﺍﻟﺒﻌﺪ ﺍﻟﺒﺸﺮﻱ ﻭﻋﻮﺍﻣﻞ ﺍﻟﺘﺤﻔﻴﺰ ﻟﻠﻤﻮﻇﻒ‪.‬‬
‫ﻫﺬﺍﻥﻫﻤﺎ ﺍﻟﻤﺒﺘﻜﺮﻭﻥ ﺍﻟﺘﺨﺮﻳﺒﻴﻮﻥ ﺍﻟﺬﻳﻦ ﻏﻴﺮﺍ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻳﺴﺘﺨﺪﻣﻬﺎ ﺍﻟﻨﺎﺱ‬
‫ﺷﺮﺍءﺍﻟﻤﻨﺘﺠﺎﺕ ﺃﻭ ﺍﻟﻘﻴﺎﻡ ﺑﺄﻋﻤﺎﻝ ﺗﺠﺎﺭﻳﺔ‪.‬‬
‫ﺩﺍﻓﻊﻟﻠﺘﻔﻮﻕ ﻳﺘﻔﻮﻕ ﻋﻠﻴﻬﻢ ؛ ﻟﻢ ﻳﺘﻢ ﺗﺤﻄﻴﻤﻬﻢ ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﻨﺎﻓﺴﺔ ﻭﺩﺍﺉﻤﺎ ﻳﻘﻮﺩﻭﻥ‬
‫ﻟﻠﻤﻀﻲﻗﺪﻣﺎ‪ .‬ﻓﻲ ﻋﺎﻡ ‪ ، 2018‬ﻓﻲ ﺍﻟﻤﺆﺗﻤﺮ ﺍﻟﺬﻱ ﻧﻈﻤﻪ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻌﺎﻟﻤﻲ ‪ ،‬ﻣﺎ‬
‫ﺃﺑﻠﻎﺍﻟﻤﺠﺘﻤﻊ ﺃﻥ ﺷﺮﻛﺘﻪ ﻗﺪ ﺍﺳﺘﺜﻤﺮﺕ ﺑﺎﻟﻔﻌﻞ ‪ 15‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ ﻓﻲ ﺍﻷﺑﺤﺎﺙ ﻭ‬
‫ﺗﻄﻮﻳﺮﺃﺣﺪﺙ ﻃﺮﺍﺯ ﻣﻦ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﺘﻲ ﺗﻬﺪﻑ ﺇﻟﻰ ﺟﻌﻞ ﺍﻟﺤﻴﺎﺓ ﺃﻛﺜﺮ ﺭﺍﺣﺔ‪.‬‬
‫ﻭﺑﺎﻟﻤﺜﻞ ‪،‬ﻓﺈﻥ ﺃﻣﺎﺯﻭﻥ ﺍﻵﻥ ﻓﻲ ﻣﻮﻗﻊ ﺗﻄﻮﻳﺮ "ﻣﺴﺎﻋﺪ ‪ "Alexa‬ﺍﻟﺬﻱ ﺳﻴﻜﻮﻥ ﻛﺬﻟﻚ‬
‫ﺇﺻﺒﻊﺍﻟﻘﺪﻡ ﺇﻟﻰ ﺃﺧﻤﺺ ﺍﻟﻘﺪﻣﻴﻦ ﻣﻊ ﻧﻈﺎﻡ ﻣﺴﺎﻋﺪ ‪ .Google‬ﻣﺴﺎﻫﻤﺘﻬﻢ ﺍﻟﺘﻲ ﻻ ﺗﻘﺪﺭ ﺑﺜﻤﻦ ﻟﻸﺷﺨﺎﺹ ﺍﻟﻤﻬﻤﺸﻴﻦ‬

‫ﻫﻮﺳﺎﺣﺮ ﻭﺟﺬﺍﺏ‪ .‬ﻳﻤﺘﻠﻚ ‪ Ma‬ﺻﻨﺪﻭﻗﺎً ﺧﻴﺮﻳﺎً ﻳﺘﻢ ﺗﻤﻮﻳﻠﻪ ﻣﻦ ﻗﺒﻞ ‪ ٪2‬ﻣﻦ ‪Alibaba's‬‬
‫ﺣﻘﻮﻕﺍﻟﻤﻠﻜﻴﺔ )ﻓﻮﺭﺗﺸﻦ ‪.(2015 ،‬‬

‫ﺗﻢﺗﺼﻨﻴﻒ ﺃﻣﺎﺯﻭﻥ ﻋﻠﻰ ﺃﻧﻬﺎ ﺍﻟﺸﺮﻛﺔ ﺍﻷﻛﺜﺮ ﺍﺑﺘﻜﺎﺭﺍً ﻟﻌﺎﻡ ‪ .(Fastcompnay ، 2017) 2017‬ﻫﺬﺍ‬
‫ﻛﺎﻥﻣﻤﻜﻨﺎً ﻓﻘﻂ ﺑﺴﺒﺐ ﺍﻟﺮﺅﻳﺔ ﺍﻟﻘﻮﻳﺔ ﻟﺒﻴﺰﻭﺱ ﻭﻗﺪﺭﺗﻪ ﻋﻠﻰ ﺍﺧﺘﺒﺎﺭ ﻧﻤﺎﺫﺝ ﺟﺪﻳﺪﺓ ﻣﻦ‬
‫ﻋﻤﻞ‪.‬ﻋﻠﻰ ﻋﻜﺲ ‪ iPhone‬ﺃﻭ ﻛﻤﺒﻴﻮﺗﺮ ‪ ، Dell‬ﻟﻢ ﻳﻌﻠﻖ ‪ Bezos‬ﺷﺮﻛﺘﻪ ﺃﺑﺪﺍً‬
‫ﺍﻟﺘﻔﺮﺩ‪.‬ﻟﻘﺪ ﻛﺎﻥ ﻣﺒﺘﻜﺮﺍً ﺑﻨﻔﺲ ﺍﻟﻘﺪﺭ ﻭﻟﻢ ﻳﺘﺮﺩﺩ ﺃﺑﺪﺍً ﻓﻲ ﺗﻔﻜﻴﻚ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺴﺎﺑﻘﺔ‬
‫ﻋﺎﺭﺿﺎﺕﺍﺯﻳﺎء‪ .‬ﺃﻣﺎ ﺃﻣﺎﺯﻭﻥ ﺑﺮﺍﻳﻢ ‪ ،‬ﻭﻫﻮ ﺍﻧﺤﺮﺍﻑ ﻋﻦ ﺍﻟﻤﺘﺎﺟﺮ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ‪ ،‬ﻓﻘﺪ ﻟﺨﺺ ﺍﻟﺤﺎﺟﺔ ﺇﻟﻰ‬

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‫‪32‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﻛﺘﺐﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻤﺘﻄﻠﺒﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ ﺍﻟﻴﻮﻣﻴﺔ ﻣﺜﻞ ﺍﻟﺤﺎﺟﺔ ﺇﻟﻰ ﺍﻟﺒﻘﺎﻟﺔ‪ .‬ﻫﺬﺍ ﻟﺪﻳﻪ‬
‫ﺟﻌﻞﺍﻟﻨﺎﺱ ﻳﻔﻜﺮﻭﻥ ﺑﺠﺪﻳﺔ ﻓﻲ ﺇﺭﺙ ﺑﻴﺰﻭﺱ ﻓﻲ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﻛﻠﻤﺎﺍﻧﺘﻘﻠﺖ ﺇﻟﻰ ﺍﻟﻌﺎﻟﻤﻴﺔ ‪ ،‬ﺯﺍﺩﺕ ﻣﺴﺆﻭﻟﻴﺘﻚ‪ .‬ﻻ ﻳﻤﻜﻨﻚ ﺍﻟﺘﻮﺍﺻﻞ ﻓﻘﻂ‬
‫ﺩﺍﺧﻞﻣﺆﺳﺴﺘﻚ ﻳﺠﺐ ﺃﻥ ﺗﻜﻮﻥ ﺍﺳﺘﺒﺎﻗﻴﺎً ﺑﺸﻜﻞ ﻻ ﻟﺒﺲ ﻓﻴﻪ ﻟﻤﺘﻠﻘﻲ ﺃﻭﻟﺉﻚ ﺍﻟﻤﻮﺟﻮﺩﻳﻦ ﺑﺎﻟﺨﺎﺭﺝ‬
‫ﻟﻤﻨﻈﻤﺘﻚ‪.‬ﻫﺬﺍ ﻫﻮ ﺍﻟﻤﻜﺎﻥ ﺍﻟﺬﻱ ﺗﺰﺩﺍﺩ ﻓﻴﻪ ﺍﻟﻤﺨﺎﻃﺮ ﺃﺿﻌﺎﻓﺎ ﻣﻀﺎﻋﻔﺔ ﻣﺜﻞ ﻓﺮﺹ‬
‫ﺍﻟﺮﺳﺎﻟﺔﺍﻟﺘﻲ ﻳﺘﻢ ﻓﻚ ﺗﺸﻔﻴﺮﻫﺎ ﺑﺸﻜﻞ ﺳﻠﺒﻲ ﻋﺎﻟﻴﺔ‪ .‬ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ‪ ،‬ﺭﺑﻤﺎ ﻟﻢ ﻳﺨﻄﺮ ﺑﺒﺎﻝ ‪ Dove‬ﺫﻟﻚ ﺃﺑﺪﺍً‬

‫ﺳﻴﺘﻢﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺇﻋﻼﻧﻬﻢ ﺍﻟﺘﻠﻔﺰﻳﻮﻧﻲ ﺍﻟﺬﻱ ﻳﻈﻬﺮ ﻓﻴﻪ ﺍﻣﺮﺃﺓ ﺳﻮﺩﺍء ﻋﻠﻰ ﺃﻧﻪ ﻋﻤﻞ ﻣﻦ ﺃﻋﻤﺎﻝ ﺍﻟﻌﻨﺼﺮﻳﺔ‪.‬‬

‫ﻣﻤﺎﻻ ﺷﻚ ﻓﻴﻪ ‪ ،‬ﺃﺻﺒﺤﺖ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻹﻧﺘﺮﻧﺖ ﻣﻨﺼﺔ ﻓﻲ ﻛﻞ ﻣﻜﺎﻥ ﻟﻠﻤﺸُﻜﻠﻴﻦ ﺍﻟﻌﺎﻟﻤﻴﻴﻦ‬

‫ﺍﻟﺘﻮﺍﺻﻞ ‪،‬ﺍﻟﺬﻱ ﻳﺴﺘﺨﺪﻣﻮﻧﻪ ﻟﻜﺴﺐ ﺍﻟﺪﻋﻢ ﻷﻓﻜﺎﺭﻫﻢ ‪ ،‬ﻭﻟﻜﻦ ﻫﻨﺎﻙ ﻣﺨﺎﻃﺮ ﺃﻳﻀﺎً‬
‫ﺃﻳﻀﺎ‪ً.‬‬

‫ﺳﻮﺍءﺃﻛﺎﻥ ﺟﺎﻙ ﻣﺎ ﺃﻭ ﺟﻴﻒ ﺑﻴﺰﻭﺱ ‪ ،‬ﻳﻤﻜﻦ ﺍﻻﺳﺘﺪﻻﻝ ﻋﻠﻰ ﺃﻧﻬﻢ ﺩﺍﺉﻤﺎً ﻣﺎ ﻳﻜﻮﻧﻮﻥ ﻋﺎﻟﻴﺎ‪ً-‬‬
‫ﺗﻮﺍﻓﻖﺗﻮﻗﻌﺎﺕ ﺍﻷﺩﺍء ﻣﻊ ﻧﻈﺮﻳﺔ ﺗﺤﺪﻳﺪ ﺍﻟﻬﺪﻑ ‪ ،‬ﻭﻫﺬﻩ ﺗﺤﻔﺰ ﻭ‬
‫ﻳﺘﻄﻠﺐﻣﻦ ﺍﻟﻘﺎﺩﺓ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﻣﻮﻇﻔﻴﻬﻢ ﻭﻛﺬﻟﻚ ﻋﻤﻼﺉﻬﻢ‪ .‬ﻣﺪﻣﺮﺓ‬
‫ﺃﺻﺒﺢﺍﻻﺑﺘﻜﺎﺭ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﺬﻛﺎء ﺍﻻﺻﻄﻨﺎﻋﻲ ﻭﺍﻟﺮﻭﺑﻮﺗﺎﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻔﻀﺎء ﻣﻤﻜﻨﺎً‬
‫ﺑﺴﺒﺐﻣﻬﺎﺭﺍﺗﻬﻢ ﻓﻲ ﺇﻟﻬﺎﻡ ﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ‪ .‬ﺟﺎﻙ ﻣﺎ ﻓﻲ ﻋﺎﻡ ‪ ، 2018‬ﻓﻲ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻌﺎﻟﻤﻲ‬
‫ﻃﻠﺐﺍﻟﻤﻨﺘﺪﻯ ﻋﺪﻡ ﺍﻟﺘﺮﻛﻴﺰ ﻓﻘﻂ ﻋﻠﻰ "ﺍﻟﺬﻛﺎء ﺍﻟﻌﺎﻃﻔﻲ )‪ "(EQ‬ﻭ "ﺍﻻﻗﺘﺒﺎﺱ ﺍﻟﺬﻛﻲ"‬
‫ﺫﻟﻚ‪ Ma‬ﺗﻌﻨﻲ ﺍﻟﺤﺐ‪ .‬ﺷﺎﺭﻙ" ‪" L‬ﻓﻲ ﻣﻮﻇﻔﻴﻬﻢ ﺣﻴﺚ" ‪" LQ‬ﻟﻜﻨﻪ ﻧﺎﺷﺪ ﺍﻟﺠﻤﻴﻊ ﺃﻥ ﻳﺒﺤﺜﻮﺍ ﻋﻦ" (‪)IQ‬‬
‫ﺍﻟﻨﺴﺎء ‪،‬ﺑﻄﺒﻴﻌﺔ ﺍﻟﺤﺎﻝ ‪ ،‬ﻳﺤﺘﻠﻦ ﻧﺴﺒﺔ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﻌﻮﺍﻣﻞ "‪ "L‬ﺍﻟﺘﻲ ﺗﺠﻌﻠﻬﻦ ﺃﻛﺜﺮ ﺣﻨﺎﻧﺎً ﻭﺭﻋﺎﻳﺔ‬
‫ﺗﺠﺎﻩﺍﻟﻌﻤﻴﻞ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ ‪ ،‬ﻛﺎﻥ ﻣﺎ ﻳﺘﺤﺪﺙ ﻋﻦ ﺗﻤﻜﻴﻦ ﺍﻟﻤﺮﺃﺓ‪.‬‬
‫ﻣﻬﺎﺭﺍﺕﺍﻻﺗﺼﺎﻝ ﻟﺪﻳﻬﻢ ﺍﺳﺘﺜﻨﺎﺉﻴﺔ ﻭﻣﻠﻬﻤﺔ‪ .‬ﻛﻤﺎ ﺫﻛﺮ ﺃﻋﻼﻩ ‪ ،‬ﺑﻴﺰﻭﺱ ‪ ،‬ﻓﻲ‬
‫ﺗﺨﺼﺺﺍﺟﺘﻤﺎﻋﺎﺕ ﺷﺮﻛﺘﻪ ﺩﺍﺉﻤﺎً ﻛﺮﺳﻴﺎً ﻓﺎﺭﻏﺎً ﻟﻌﻤﻼﺉﻪ‪ .‬ﻳﺘﺒﻊ ﺍﻟﻤﺴﺘﻬﻠﻜﻴﻦ‬
‫ﻭﻳﻘﺘﺮﺡﻋﻠﻰ ﺟﻤﻴﻊ ﻣﻮﻇﻔﻴﻪ ﺍﺗﺨﺎﺫ ﻗﺮﺍﺭﺍﺕ ﻣﻊ ﻣﺮﺍﻋﺎﺓ ﺗﺤﺴﻴﻦ ﺍﻟﻌﻤﻼء‪ .‬ﺇﻳﻠﻮﻥ‬
‫ﻣﺎﺳﻚ ‪،‬ﺍﻟﺮﺉﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ‪ Tesla‬ﻭ ‪ Space X‬ﻭ ‪ Hyperloop‬ﻭﺭﻳﺘﺸﺎﺭﺩ ﺑﺮﺍﻧﺴﻮﻥ ‪ ،‬ﻣﺆﺳﺲ ﻣﺠﻤﻮﻋﺔ ‪Virgin Group ، Late‬‬

‫ﺃﺧﺒﺮﺳﺘﻴﻒ ﺟﻮﺏ ‪ ،‬ﻭﺍﻟﺸﺮﻳﻚ ﺍﻟﻤﺆﺳﺲ ﻭﺭﺉﻴﺲ ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ﺷﺮﻛﺔ ﺁﺑﻞ ﺃﻥ ﻫﺬﺍ ﻳﺤﻔﺰﻫﻢ‬
‫ﺃﺟﺒﺮﻫﻢﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﻋﻠﻰ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﻓﻮﺍﺉﺪ ﺍﻻﻧﺘﻘﺎﻝ ﺍﻟﺘﻲ ﺗﺆﺩﻱ ﺇﻟﻰ‬
‫ﺗﺤﻮﻻﺕﺭﺍﺉﺪﺓ ﻣﻨﺬ ﻛﻞ ﺍﺑﺘﻜﺎﺭ ﺃﻓﻀﻞ ﺍﻟﺤﻀﺎﺭﺓ‪.‬‬
‫ﺍﻟﻤﺸﺎﻛﻞﺣﺘﻤﻴﺔ ‪ ،‬ﻭﺍﻻﺧﺘﻼﻓﺎﺕ ﻳﻤﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﻣﻨﻈﻤﺔ ﺃﻭ ﻏﻴﺮ ﻣﻨﻈﻤﺔ ‪،‬‬
‫ﻣﻨﻬﺠﻲﺃﻭ ﻏﻴﺮ ﻣﻨﻬﺠﻲ ‪ ،‬ﻭﻗﺎﺑﻞ ﻟﻠﺘﻨﻮﻉ ﺃﻭ ﻏﻴﺮ ﻗﺎﺑﻞ ﻟﻠﺘﻨﻮﻳﻊ‪ .‬ﺍﻟﻤﺸﺎﻛﻞ ‪ ،‬ﺇﺫﺍ ﻛﺎﻥ ﺫﻟﻚ ﻣﻨﺎﺳﺒﺎً‬
‫ﻳﻤﻜﻦﺃﻥ ﻳﺆﺩﻱ ﺗﺤﻠﻴﻠﻬﺎ ﺇﻟﻰ ﻓﺮﺻﺔ ﻣﺴﺘﻘﺒﻠﻴﺔ‪ .‬ﻗﺎﻝ ﺃﻟﺒﺮﺕ ﺃﻳﻨﺸﺘﺎﻳﻦ ﺫﺍﺕ ﻣﺮﺓ ‪ ،‬ﺇﺫﺍ ﺃﻋﻄﻴﺖ ﺳﺎﻋﺔ‬

‫________________________________________________________________________________‬
‫‪33‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﻳﻔﺤﺺﻣﺸﻜﻠﺔ ﻣﺎ ‪ ،‬ﺳﻴﻘﻀﻲ ‪ 59‬ﺩﻗﻴﻘﺔ ﻓﻲ ﺗﺤﺪﻳﺪ ﺍﻟﻤﺸﻜﻠﺔ ﻭﺍﻟﺒﺤﺚ ﻋﻨﻬﺎ )ﻛﻮﺑﺮ ‪،‬‬
‫‪ .(2014‬ﻳﺒﺤﺚ ﺑﻴﺰﻭﺱ ﻭﻣﺎﺫﺍ ﺑﺸﻜﻞ ﺃﺳﺎﺳﻲ ﻋﻦ ﺍﻟﻤﺸﻜﻠﺔ ‪ ،‬ﻭﻗﺮﺍﺭﺍﺗﻬﻤﺎ ﻛﺬﻟﻚ‬
‫ﺗﻌﺘﻤﺪﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ .‬ﻳﻤﻜﻦ ﺍﻟﻘﻮﻝ ﺃﻥ ﻋﻤﻠﻴﺎﺕ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻟﺪﻳﻬﻢ ﺗﺴﺘﻨﺪ ﺇﻟﻰ ﺍﻷﺩﻟﺔ ﻭ‬
‫ﻣﺤﺴﻦّﺗﻘﻨﻴﺎً‪ .‬ﻛﻤﺎ ﺫﻛﺮﻧﺎ ﺳﺎﺑﻘﺎً ‪ ،‬ﺍﺳﺘﺜﻤﺮﺕ ‪ Alibaba.com‬ﺑﺎﻟﻔﻌﻞ ‪ 15‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ ﻓﻲ ‪& R‬‬
‫"‪،‬ﻟﺘﻬﻴﺉﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﺘﻲ ﻗﺪ ﻳﺤﺘﺎﺟﻬﺎ ﺍﻟﺠﻨﺲ ﺍﻟﺒﺸﺮﻱ ﻋﺸﺮ ﺳﻨﻮﺍﺕ ﻻﺣﻘﺔ‪" .‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻜﺒﻴﺮﺓ ‪D‬‬
‫ﺗﻌﺪﺍﻟﻤﺼﻄﻠﺤﺎﺕ ﺍﻟﺘﻲ ﻳﺘﻢ ﺍﻟﺘﺮﻭﻳﺞ ﻟﻬﺎ ﻛﺜﻴﺮﺍً ﻓﻲ ﺗﺤﻠﻴﻼﺕ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻓﺮﺻﺔ ﺗﺠﺎﺭﻳﺔ ﻭﻟﻜﻨﻬﺎ ﺗﺄﺗﻲ ﺃﻳﻀﺎً ﻣﻊ ﻣﺨﺎﻃﺮ‬

‫ﻣﻦﺧﻼﻝ ﺍﻟﺬﻛﺎء ﺍﻻﺻﻄﻨﺎﻋﻲ )‪ .(AI‬ﺃﺻﺒﺤﺖ ﻫﺬﻩ ﺍﻻﺧﺘﺮﺍﻗﺎﺕ ﻋﻼﻣﺔ ﻓﺎﺭﻗﺔ ﻟﻠﻌﺎﻟﻤﻴﺔ‬

‫ﺍﻟﺸﺮﻛﺎﺕﻻﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ .‬ﻳﺆﺩﻭﻥ ﺍﻟﻤﻨﺎﻫﺞ ﺍﻟﻌﻠﻤﻴﺔ ﻭﺍﻟﺘﺤﻠﻴﻠﻴﺔ ﻭﺍﻟﺘﻌﺎﻭﻧﻴﺔ‬
‫ﻣﻦﺃﺟﻞ ﺣﻞ ﻣﺸﻜﻠﺔ‪.‬‬
‫ﺃﻣﺎﺃﻣﺎﺯﻭﻥ ‪ ،‬ﺍﻟﺘﻲ ﻳﻤﻠﻜﻬﺎ ﺃﻏﻨﻰ ﺷﺨﺺ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ‪ ،‬ﻓﻠﺪﻳﻬﺎ ﻣﺎ ﻳﻜﻔﻲ ﻣﻦ ﺍﻟﺜﺮﻭﺓ ﺍﻟﺼﺎﻓﻴﺔ ﻟﺒﻨﺎء ﺛﺎﻧﻴﺔ‬

‫ﺍﻟﻤﻘﺮﺍﻟﺮﺉﻴﺴﻲ ﻟﺸﺮﻛﺘﻬﺎ‪ .‬ﺗﻜﻔﻲ ﻋﻼﻣﺘﻬﺎ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﻔﺎﺧﺮﺓ ﻟﺨﻠﻖ ﺣﺮﻛﺔ ﺗﻜﺘﻮﻧﻴﺔ ﻓﻲ‬
‫ﻣﺘﺠﺮﻋﺎﻟﻤﻲ‪ .‬ﺇﺫﺍ ﻗﺒﻠﺖ ‪ Amazon‬ﻭ ‪ Alibaba‬ﺍﻟﻌﻤﻼﺕ ﺍﻟﻤﺸﻔﺮﺓ ‪ ،‬ﻓﺈﻥ ﻗﻴﻤﺔ ﺍﻟﻌﻤﻼﺕ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﺑـ‬
‫ﻳﻤﻜﻦﺃﻥ ﺗﺘﺼﺎﻋﺪ ﺍﻟﺒﻮﺭﺻﺔ‪ .‬ﻭﻟﻜﻦ ﺑﻌﺪ ﺃﻥ ﻗﻠﺖ ﻛﻞ ﺍﻟﺘﺄﻛﻴﺪﺍﺕ ﺍﻟﻤﺬﻛﻮﺭﺓ ﺃﻋﻼﻩ ‪ ،‬ﻓﺈﻥ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ ﻟﻢ ﺗﻔﻌﻞ ﺫﻟﻚ ﺃﺑﺪﺍً‬

‫ﺇﺻﺪﺍﺭﺃﺣﻜﺎﻡ ﺧﺎﺻﺔ‪ .‬ﺃﻋﻠﻨﺖ ﺃﻣﺎﺯﻭﻥ ﺧﻄﺘﻬﺎ ﻟﻠﻤﻘﺮ ﺍﻟﺜﺎﻧﻲ ﻋﻠﻰ ‪7‬ﺫﻝ‬

‫ﺳﺒﺘﻤﺒﺮ‪) 2017‬ﺑﻲ ﺑﻲ ﺳﻲ ‪ .(2017 ،‬ﺗﻠﻘﺖ ﺃﻣﺎﺯﻭﻥ ﻃﻠﺒﺎﺕ ﻣﻦ ﺃﻛﺜﺮ ﻣﻦ ‪ 100‬ﻣﺪﻳﻨﺔ ‪ ،‬ﻭ‬
‫ﺗﻘﻴﻴﻢﺟﻤﻴﻊ ﺍﻟﺘﻄﺒﻴﻘﺎﺕ ﺑﻨﺎء ًﻋﻠﻰ ﻣﺘﻄﻠﺒﺎﺗﻬﺎ ﻭﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺘﺎﺣﺔ )ﻣﺜﻞ ﺍﻟﻤﻬﺎﺭﺍﺕ ﻭﺍﻟﺤﺎﻟﺔ‬
‫ﺍﻟﻤﺮﺍﻓﻖ ‪،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ(‪ .‬ﺍﺳﺘﻨﺘﺠﺖ ﺃﻣﺎﺯﻭﻥ ﺍﻵﻥ ﺣﺠﻢ ﺍﻟﻌﻴﻨﺔ ﺇﻟﻰ ﻋﺸﺮﻳﻦ )ﻛﻴﻨﻴﺪﻱ ‪ .(2018 ،‬ﻧﺤﻦ‬
‫ﻳﻤﻜﻦﺃﻥ ﻳﺴﺘﻨﺘﺞ ﺑﺴﻬﻮﻟﺔ ﺃﻥ ‪ Amazon‬ﺗﺘﺒﻊ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﻤﻨﻬﺠﻴﺔ ﻟﻠﺘﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻤﺸﻜﻠﺔ ‪،‬‬
‫ﺍﻟﺘﻘﻴﻴﻢﺍﻟﺒﺪﻳﻞ ﻭﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭ ﻭﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﺘﻌﻠﻢ )‪ (PADIL‬ﻛﻤﺎ ﻫﻮ ﻣﺬﻛﻮﺭ ﻓﻲ‬
‫‪.‬ﺍﻟﺬﻱﻳﻈﻬﺮ ﻓﻲ ﺍﻟﺮﺳﻢ ﺍﻟﺒﻴﺎﻧﻲ ﺃﺩﻧﺎﻩ (‪)Baldwin، Bommer، & Rubin، 2013‬‬
‫ﻳﻘﺮﺭ‬ ‫ﺍﻟﺒﺪﺍﺉﻞ‬
‫ﻣﺸﻜﻠﺔ‬
‫ﻳﻨﻔﺬﺍﻝ‬
‫ﻟﻠﺤﺼﻮﻝﻋﻠﻰ ﺃﻗﺼﻰ ﺍﺳﺘﻔﺎﺩﺓ‬ ‫ﺍﻛﺜﺮﻣﻦ ‪100‬‬ ‫ﻣﻼﺉﻢ‬ ‫ﻳﺒﺪﺃ‬
‫ﺍﻓﻀﻞﻭﺍﺣﺪ‬
‫ﻣﻜﺎﻥﻭﺍﻋﺪ ﻝ‬ ‫ﺍﻟﻤﺪﻥﻣﻠﻔﺎﺕ‬ ‫ﻣﻮﻗﻊ‪2‬ﺍﺧﺘﺼﺎﺭ ﺍﻟﺜﺎﻧﻲ‪HQ‬‬
‫‪HQ‬‬ ‫ﺍﻟﺘﻄﺒﻴﻘﺎﺕ‬

‫ﺗﻌﻠﻢُّ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕﺍﻟﻤﺘﺮﺍﻛﻤﺔ ﻳﻤﻜﻦ‬
‫ﻳﻘﻴﻢّﻋﻠﻰ‬ ‫ﻳﺪﻋﻮﺇﻟﻰ‬
‫ﻳﻤﻜﻦﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ‬
‫ﺃﺳﺎﺱﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﻃﻠﺐ‪2‬ﺍﺧﺘﺼﺎﺭ ﺍﻟﺜﺎﻧﻲ‬
‫ﻣﻘﺘﺮﺣﺎﺕﻣﺜﻞ‬
‫ﻭﺍﻟﻤﺮﺍﻓﻖ‬ ‫‪HQ‬‬
‫ﻣﺴﺘﻮﺩﻉ‬
‫ﻭﻓﺮﺓ‬ ‫‪09/07/2017‬‬
‫ﺑﻨﺎء‬

‫ﺷﻜﻞ‪.1‬ﻋﻤﻠﻴﺔ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻓﻲ ﺃﻣﺎﺯﻭﻥ ﻟﻼﻧﺘﻬﺎء ﻣﻦ ﺗﺤﺪﻳﺪ ﻣﻮﻗﻊ ﺍﻟﻤﻘﺮ ﺍﻟﺜﺎﻧﻲ‪.‬‬

‫ﻭﺑﺎﻟﻤﺜﻞ ‪،‬ﻳﻨﻄﺒﻖ ﺍﻷﻣﺮ ﻧﻔﺴﻪ ﻋﻠﻰ ‪ .Jack Ma‬ﻛﻤﺎ ﺃﻛﺪ ﻋﻠﻰ ﺍﻟﻘﺮﺍﺭ ﺍﻟﻘﺎﺉﻢ ﻋﻠﻰ ﺍﻷﺩﻟﺔ‬
‫ﺻﻨﻊﻭﺫﻛﺮ ﻓﻲ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻌﺎﻟﻤﻲ )‪ (2018‬ﺃﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻫﻲ ﺳﻠﻮﻙ ﺑﺸﺮﻱ‪ .‬ﻟﻜﻦ ﻫﻮ‬

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‫‪34‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﻛﻤﺎﺣﺬﺭ ﻣﻦ ﺃﻧﻪ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺃﻛﺜﺮ ﺗﻘﺪﻣﺎً ﻣﻦ ﺍﻟﺒﺸﺮ ‪ ،‬ﺇﻻ ﺃﻧﻬﻢ ﻻ ﻳﺴﺘﻄﻴﻌﻮﻥ ﺍﻟﺘﻐﻠﺐ ﻋﻠﻴﻬﺎ‬

‫ﺍﻟﺤﻜﻤﺔﺍﻟﺘﻲ ﻳﻤﺘﻠﻜﻬﺎ ﺍﻹﻧﺴﺎﻥ‪ .‬ﺍﻟﺘﺤﻴﺰﺍﺕ ﺗﺨﺪﻉ ﺻﺎﻧﻌﻲ ﺍﻟﻘﺮﺍﺭ ‪ ،‬ﻭﻳﻤﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻟﺘﺤﻴﺰﺍﺕ‬
‫ﺑﺴﺒﺐﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺍﻟﻤﺨﺘﻠﻔﺔ ﺍﻟﺘﻲ ﻳﺘﻌﻠﻤﻬﺎ ﺍﻟﻔﺮﺩ ﻣﻦ ﺑﻴﺉﺘﻪ‪ .‬ﻳﺨﻔﻒ‬
‫ﺍﻟﻤﻴﻞﻭﻳﺠﻌﻞ ﺻﺎﻧﻌﻲ ﺍﻟﻘﺮﺍﺭ ﻓﻲ ﻛﺜﻴﺮ ﻣﻦ ﺍﻷﺣﻴﺎﻥ ﻣﻈﻠﻮﻣﻴﻦ ﺑﺎﻟﺴﻠﺒﻴﺔ‪ .‬ﺟﺎﻙ ﻣﺎ ‪ ،‬ﻓﻲ ﺑﻠﺪﻩ‬
‫ﺷﺮﻛﺔ ‪،‬ﻳﺘﺨﻠﺺ ﻣﻦ ﻫﺬﻩ ﺍﻟﺘﺤﻴﺰﺍﺕ ﺑﺎﻧﺘﻈﺎﻡ ﺣﻴﺚ ﻳﻘﻮﻡ ﺑﺘﻨﺎﻭﺏ ﻣﻮﻇﻔﻪ ﻋﺒﺮ ﺍﻹﺩﺍﺭﺍﺕ ﻭ‬
‫ﺍﻟﻤﻨﺎﻃﻖ‪.‬ﻭﺑﺬﻟﻚ ‪ ،‬ﻳﺘﻌﻠﻤﻮﻥ ﻭﻳﺒﺪﺃﻭﻥ ﻓﻲ ﺍﺣﺘﺮﺍﻡ ﺍﻻﺧﺘﻼﻓﺎﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ ﻭﺍﻟﻔﺮﺩﻳﺔ‪.‬‬
‫ﺧﺎﺗﻤﺔ‬
‫ﺟﺎﻙﻣﺎ ﻭﺟﻴﻒ ﺑﻴﺰﻭﺱ ﻣﻦ ﺭﻭﺍﺩ ﺍﻟﺴﻮﻕ ﻓﻲ ﺍﻟﻘﺮﻥ ﺍﻟﺤﺎﺩﻱ ﻭﺍﻟﻌﺸﺮﻳﻦ‪ .‬ﺟﺎﻙ ﻣﺎ ﻫﻮ ﻣﺘﻮﺍﺿﻊ ﻭ‬
‫ﺭﺟﻞﻣﻀﺤﻚ‪ .‬ﺇﻧﻪ ﻣﺘﺤﺪﺙ ﺗﺤﻔﻴﺰﻱ ﺭﺍﺉﻊ ‪ ،‬ﺑﻴﻨﻤﺎ ﺑﻴﺰﻭﺱ ‪ ،‬ﺭﺟﻞ ﺃﻣﺮﻳﻜﻲ ‪ ،‬ﻣﺴﺘﻘﻴﻢ‬
‫ﻭﻣﺒﺎﺷﺮ‪.‬ﺑﺎﺳﺘﺜﻨﺎء ﺍﻻﺧﺘﻼﻓﺎﺕ ﺍﻟﺜﻘﺎﻓﻴﺔ ﺍﻷﺳﺎﺳﻴﺔ ﺍﻟﺘﻲ ﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻛﺎﻧﻮﺍ ﻋﻠﻴﻬﺎ‬
‫ﺍﺣﻀﺮﺕ؛ﻳﺸﺘﺮﻙ ﻫﺆﻻء ﺍﻟﻘﺎﺩﺓ ﻓﻲ ﺍﻟﻐﺎﻟﺐ ﻓﻲ ﻧﻔﺲ ﺍﻟﻨﻬﺞ ﻓﻲ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻫﻢ ﻳﺘﺒﻌﻮﺍ‬
‫ﺍﻟﻨﻬﺞﺍﻟﻘﺎﺉﻤﺔ ﻋﻠﻰ ﺍﻷﺩﻟﺔ ‪ ،‬ﺍﻟﺒﺎﺣﺜﻴﻦ ﻋﻦ ﺍﻟﻔﺮﺹ ‪ ،‬ﻳﺆﻣﻨﻮﻥ ﺑﻤﻮﻇﻔﻴﻬﻢ ‪ ،‬ﻟﺪﻳﻬﻢ ﺍﻟﺪﺍﻓﻊ‬
‫ﺃﻥﺗﺘﻔﻮﻕ ‪ ،‬ﻭﺃﻥ ﺗﻜﻮﻥ "ﻗﺎﺩﺓ ﻋﺎﻟﻤﻴﻴﻦ"‪ .‬ﻛﻼﻫﻤﺎ ﺳﻮﻑ ﻳﻼﺣﻆ ﻟﻤﺴﺎﻫﻤﺎﺗﻬﻢ ﻓﻲ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ‬
‫ﻭﻛﺬﻟﻚﻟﻠﻤﺠﺘﻤﻊ‪ .‬ﻣﺎ ﻋﻠﻴﻚ ﺳﻮﻯ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ‪ ، Amazon Prime‬ﺍﻟﻄﺮﺩ ﺍﻟﻤﻮﺟﻮﺩ ﻓﻲ ﺻﻨﺪﻭﻕ ﺍﻟﺒﺮﻳﺪ ﺍﻟﺨﺎﺹ ﺑﻚ ‪ ،‬ﻭﺍﻟﻬﺪﻳﺔ ﺍﻟﻤﺮﺳﻠﺔ ﺇﻟﻴﻚ‬

‫ﻣﻦﻗﺒﻞ ﺃﺣﺒﺎﺉﻚ ﺃﻣﺎﻡ ﺃﺑﻮﺍﺏ ﺷﻘﺘﻚ ‪ ،‬ﺍﻵﻟﺔ ﺍﻟﺘﻲ ﺗﺸﺘﺮﻱ ﻣﻨﻬﺎ‬

‫ﻗﺎﺉﻤﺔﺑﺎﻟﻔﺸﻞ ‪ ،‬ﻣﻦ ﺍﻟﺘﺤﺎﻗﻪ ﺑﺎﻟﺠﺎﻣﻌﺔ ﺇﻟﻰ ﺑﻠﺪﻩ ‪ Ma‬ﻹﻋﺎﺩﺓ ﺍﻟﺒﻴﻊ ﻓﻲ ﺑﻠﺪﻙ‪ .‬ﻟﺪﻯ ‪Alibaba.com‬‬
‫ﻃﻠﺐﻭﻇﻴﻔﺔ ﻓﻲ ‪ ، KFC‬ﻭﺑﺪﺃ ﺑﻴﺰﻭﺱ ﻧﺸﺎﻃﺎً ﺗﺠﺎﺭﻳﺎً ﻣﻦ ﻣﺮﺁﺏ ﻣﻨﺰﻟﻪ‪ .‬ﻓﺸﻞ ﻛﺒﻴﺮ ‪ ،‬ﻛﺎﻓﺢ ﻣﻦ ﺃﺟﻞ ﺍﻟﺨﺎﺹ ﺑﻚ‬

‫ﺃﺣﻼﻡ ‪،‬ﻟﻜﻦ ﺃﺣﻼﻡ ﺑﻼ ﺃﻫﺪﺍﻑ ﻻ ﻗﻴﻤﺔ ﻟﻬﺎ‪ .‬ﻛﻦ ﻓﻌﺎﻻ ًﻭﻛﻔﺆﺍ ًﻣﻊ ﻣﻮﺍﺭﺩﻙ‬
‫ﻭﻳﻄﺮﺩﻣﻦ ﺍﻟﺘﺤﻴﺰﺍﺕ‪ .‬ﺳﺘﻔﻮﺯ ﺑﺎﻟﺘﺄﻛﻴﺪ ﻋﻠﻰ ﺍﻟﺨﻂ ‪ ،‬ﺭﺑﻤﺎ ﻟﻴﺲ ﻓﻲ ﻏﻀﻮﻥ ﻋﺎﻡ ﻭﻟﻜﻦ ﺑﻌﺪ ﺫﻟﻚ‬
‫ﻋﺸﺮﺳﻨﻮﺍﺕ ﻣﻦ ﺍﻟﻤﻤﻜﻦ‪ .‬ﺍﻟﻘﻴﺎﺩﺓ ﻫﻲ ﺍﻟﺘﻌﻠﻢ‪ .‬ﻻ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺠﻴﻨﺎﺗﻚ ﺃﻭ ﻣﻬﺎﺭﺗﻚ‬
‫ﻭﺭﺛﺖ‪.‬‬

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‫‪35‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﻣﺮﺍﺟﻊ‬

‫ﺃﻣﺎﺯﻭﻥ‪:‬ﺗﻘﺪﻡ ﺃﻛﺜﺮ ﻣﻦ ‪ 100‬ﻣﺪﻳﻨﺔ ﻋﻄﺎءﺍﺕ ﻟﻤﻘﺮ ﺟﺪﻳﺪ‪ 19 ، 2017) .‬ﺃﻛﺘﻮﺑﺮ(‪.‬ﺑﻲ ﺑﻲ ﺳﻲ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ‬
‫ﻣﻦ‪http://www.bbc.com/news/business-41681247‬‬
‫ﻋﻠﻲﺑﺎﺑﺎ‪ 2 ، 2017) .‬ﻓﺒﺮﺍﻳﺮ(‪.‬ﻭﻳﻜﻴﺒﻴﺪﻳﺎ‪ .‬ﺍﺳﺘﺮﺩﺍﺩﻫﺎ ﻣﻦ‬
‫‪https://en.wikipedia.org/wiki/Alibaba_Group‬‬
‫ﺑﺎﻟﺪﻭﻳﻦ ‪.TT ، Bommer ، WH ، & Rubin ، SR )2013( ،‬ﺇﺩﺍﺭﺓ ﺍﻟﺴﻠﻮﻙ ﺍﻟﺘﻨﻈﻴﻤﻲ‪ :‬ﻣﺎﺫﺍ‬
‫ﻛﺒﺎﺭﺍﻟﻤﺪﻳﺮﻳﻦ ﻳﻌﺮﻓﻮﻥ ﻭﻳﻔﻌﻠﻮﻥ‪.‬ﻧﻴﻮﻳﻮﺭﻙ‪ :‬ﻣﺎﻛﺠﺮﻭ ﻫﻴﻞ‪.‬‬
‫ﺑﻲﺑﻲ ﺳﻲ‪ 19 ، 2017) .‬ﺃﻛﺘﻮﺑﺮ(‪.‬ﺃﻣﺎﺯﻭﻥ‪ :‬ﺗﻘﺪﻡ ﺃﻛﺜﺮ ﻣﻦ ‪ 100‬ﻣﺪﻳﻨﺔ ﻋﻄﺎءﺍﺕ ﻟﻤﻘﺮ ﺟﺪﻳﺪ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ‬
‫ﻣﻦ‪www.bbc.com: http://www.bbc.com/news/business-41681247‬‬
‫ﻛﻼﺭﻙ ‪،‬ﺩ‪ 24 ، 2016) .‬ﻳﻮﻧﻴﻮ(‪.‬ﻣﺎﺟﻴﻚ ﺟﺎﻙ ﻣﺎ ﻭﺍﻟﻘﻴﻢ ﺍﻟﺴﺖ ﺍﻟﺘﻲ ﺑﻨﺖ ﻋﻠﻲ ﺑﺎﺑﺎ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ‬
‫ﻣﻦ‪/leadership/magic-jack-ma-and-the-six-valuesthat-have-built-alibaba-20160621-gpok2m‬‬
‫‪www.afr.com: http://www.afr.com‬‬
‫ﻛﻮﺑﺮ ‪،‬ﻡ‪ 26 ، 2014) .‬ﺳﺒﺘﻤﺒﺮ(‪.‬ﺗﺤﺪﻳﺪ ﺍﻟﻤﺸﺎﻛﻞ‪ :‬ﻣﻬﺎﺭﺓ ﺍﻟﻌﻤﻞ ﺍﻷﻛﺜﺮ ﺃﻫﻤﻴﺔ ﻟﺪﻳﻚ‬
‫ﻟﻢﻳﺘﻢ ﺗﺪﺭﻳﺴﻬﺎ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ ﻣﻦ ‪/article/237668‬‬
‫‪www.entrepreneur.com https://www.entrepreneur.com‬‬
‫ﺩﺭﻛﺮ ‪،‬ﺑﻲ ﺇﻑ )‪ .(1985‬ﺍﻹﺑﺘﻜﺎﺭ ﻭﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ‪ .‬ﺩﺍﺭ ﻧﺸﺮ ﻫﺎﺭﺑﺮ ﻛﻮﻟﻴﻨﺰ ﺍﻟﻤﺤﺪﻭﺩﺓ ﺩﻧﻜﺎﻥ ﺳﻲ )‪ 24 ، 2016‬ﻳﻮﻧﻴﻮ(‬
‫‪.‬ﻣﺎﺟﻴﻚ ﺟﺎﻙ ﻣﺎ ﻭﺍﻟﻘﻴﻢ ﺍﻟﺴﺖ ﺍﻟﺘﻲ ﺑﻨﺖ ﻋﻠﻲ ﺑﺎﺑﺎ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ‬
‫ﻣﻦ‪/leadership/magic-jack-ma-and-the-six-values-that-have-builtalibaba-20160621-gpok2m‬‬
‫‪http://www.afr.com‬‬
‫ﻟﻤﺎﺫﺍﺗﻌﺪ ﺃﻣﺎﺯﻭﻥ ﺍﻟﺸﺮﻛﺔ ﺍﻷﻛﺜﺮ ﺍﺑﺘﻜﺎﺭﺍً ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻟﻌﺎﻡ ‪ 13 ، 2017) 2017‬ﻓﺒﺮﺍﻳﺮ(‪.‬‬
‫ﻓﺎﺳﺖﻛﻮﻣﺒﺎﻧﻲ‪.‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ ﻣﻦ ‪why-amazon-isthe-worlds-most-innovative-company-of-2017‬‬
‫‪https://www.fastcompany.com/3067455/‬‬
‫ﺣﻆ‪ 22 ، 2015).‬ﺃﺑﺮﻳﻞ(‪ .‬ﺟﺎﻙ ﻣﺎ ﻣﻦ ﻋﻠﻲ ﺑﺎﺑﺎ ﻫﻮ ﺃﻛﺒﺮ ﻓﺎﻋﻞ ﺧﻴﺮ ﻓﻲ ﺍﻟﺼﻴﻦ‪ .‬ﺍﺳﺘﺮﺩﺍﺩﻫﺎ ﻣﻦ‬
‫ﺗﻔﺘﺢﺃﻣﺎﺯﻭﻥ ﺳﻮﺑﺮ ﻣﺎﺭﻛﺖ ﺑﺪﻭﻥ ﺗﺴﺠﻴﻞ ﺍﻟﺨﺮﻭﺝ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ ‪(.‬ﻳﻨﺎﻳﺮ ‪/ Johnston، C. )2018 ، 22‬‬
‫‪http://fortune.com/2015/04/22/alibabas-jack-ma-is-chinas-biggest-philanthropist‬‬
‫ﻣﻦ‪http://www.bbc.com/news/business-42769096‬‬
‫ﻛﻴﻨﻴﺪﻱ ‪،‬ﻡ‪ 18 ، 2018) .‬ﻳﻨﺎﻳﺮ(‪ .‬ﻓﻴﻤﺎ ﻳﻠﻲ ﺍﻟﻤﺪﻥ ﺍﻟﻌﺸﺮﻳﻦ ﺍﻟﺘﻲ ﻻ ﺗﺰﺍﻝ ﻓﻲ ﻃﻮﺭ ﺍﻟﻤﻨﺎﻓﺴﺔ ﻋﻠﻰ ﺃﻣﺎﺯﻭﻥ ﺍﻟﺜﺎﻧﻴﺔ‬
‫‪/post/here-are-20-cities-stillrunning-amazons-second-hq#stream/0‬‬
‫‪ www.khsu.org: http://khsu.org‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ ﻣﻦ ‪HQ.‬‬
‫ﺧﺎﻥ ‪،‬ﺯ ﺃ ‪ ،‬ﻧﻮﺍﺯ ‪ ،‬ﺃ ‪ ،‬ﻭﺧﺎﻥ ‪ ،‬ﺇ‪ .(2016) .‬ﻧﻈﺮﻳﺎﺕ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﻘﻴﺎﺩﺓ‪ :‬ﻣﺮﺍﺟﻌﺔ ﺍﻷﺩﺏ‪.‬‬
‫ﻣﺠﻠﺔﺗﻨﻤﻴﺔ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻤﻮﺍﺭﺩ ‪ ،‬ﺍﻟﻤﺠﻠﺪ ‪.1 ،16‬‬
‫ﺁﺑﻞﻭﺃﻣﺎﺯﻭﻥ ﻭﺃﻟﻔﺎﺑﺖ‪ :‬ﺍﻟﺴﺒﺎﻕ ﻧﺤﻮ ﺗﺮﻳﻠﻴﻮﻥ ﺩﻭﻻﺭ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ ‪(.‬ﻓﺒﺮﺍﻳﺮ ‪Lee ، D. )2018 ، 1‬‬
‫ﻣﻦ‪http://www.bbc.com/news/technology-42901143‬‬
‫ﻣﻮﻻﻧﻲ ‪،‬ﺕ‪ 12 ، 2017) .‬ﻳﻨﺎﻳﺮ(‪.‬ﺧﻤﺴﺔ ﺩﺭﻭﺱ ﺭﺉﻴﺴﻴﺔ ﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ ﻣﻦ ﺟﻴﻒ ﺑﻴﺰﻭﺱ ﻣﻦ ﺃﻣﺎﺯﻭﻥ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ‬
‫ﻣﻦ‪/2016/05/13/5-key-business-lessons-fromamazons-jeff-bezos.html‬‬
‫‪www.cnbc.com: https://www.cnbc.com‬‬
‫ﺑﺎﺗﻴﻞ ‪،‬ﺩ‪ 22 ، 2017) .‬ﻣﺎﺭﺱ(‪ 11 .‬ﺻﻔﺎﺕ ﻗﻮﻳﺔ ﻟﻠﻘﺎﺩﺓ ﺍﻟﻨﺎﺟﺤﻴﻦ‪ .‬ﺍﺳﺘﺮﺩﺍﺩﻫﺎ ﻣﻦ‬
‫‪/sites/deeppatel/2017/03/22/11-powerful-traits-of-successfulleaders/#27b7e48a469f‬‬
‫‪https://www.forbes.com‬‬
‫ﺷﻴﺘﺰ ‪،‬ﻡ‪ 22 ، 2017) .‬ﻧﻮﻓﻤﺒﺮ(‪ .‬ﻋﺮﺽ ﺧﺎﺹ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ‪ :‬ﺑﻴﻊ ﻃﺎﺉﺮﺗﺎﻥ ﺟﺎﻣﺒﻮ ﻣﻦ ﻃﺮﺍﺯ ﺑﻮﻳﻨﺞ ‪ 747‬ﻋﻠﻰ ﻣﻮﻗﻊ ﻋﻠﻲ ﺑﺎﺑﺎ‬
‫ﻣﻮﻗﻊﻣﺰﺍﺩ ﻋﻠﻨﻲ‪ .‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ ﻣﻦ ‪/boeing-747-sold-inonline-auction-on-alibabas-taobao.html‬‬
‫‪https://www.cnbc.com/2017/11/22‬‬

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‫‪36‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬
 ‫ﺳﻮﻝ ‪،‬ﺩﻱ ﺇﻥ )‪ .(1999‬ﻟﻤﺎﺫﺍ ﺗﺴﻮء ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺠﻴﺪﺓ‪.‬ﻣﺮﺍﺟﻌﺔ ﺃﻋﻤﺎﻝ ﻫﺎﺭﻓﺎﺭﺩ‪ ،‬ﻳﻮﻟﻴﻮ‪ -‬ﺃﻏﺴﻄﺲ ‪.48-42 ،‬‬
‫ﻟﻤﺎﺫﺍﺗﻌﺪ ﺃﻣﺎﺯﻭﻥ ﺍﻟﺸﺮﻛﺔ ﺍﻷﻛﺜﺮ ﺍﺑﺘﻜﺎﺭﺍً ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻟﻌﺎﻡ ‪ 13 ، 2017) 2017‬ﻓﺒﺮﺍﻳﺮ(‪.‬‬
‫ﻓﺎﺳﺖﻛﻮﻣﺒﺎﻧﻲ‪.‬ﺗﻢ ﺍﻻﺳﺘﺮﺟﺎﻉ ﻣﻦ ‪/why-amazon-is-the-worlds-most-innovativecompany-of-2017‬‬
‫‪www.fastcompnay.com https://www.fastcompany.com/3067455‬‬

‫ﻟﻤﺎﺫﺍﻳﻜﻮﻥ ﺍﻟﻤﻮﻇﻔﻮﻥ ﻓﻲ ‪ Apple‬ﻭ ‪ Google‬ﺃﻛﺜﺮ ﺇﻧﺘﺎﺟﻴﺔ‪ 13 ، 2017) .‬ﻣﺎﺭﺱ(‪.‬ﻓﺎﺳﺖ ﻛﻮﻣﺒﺎﻧﻲ‪.‬‬

‫ﺗﻢﺍﻻﺳﺘﺮﺟﺎﻉ ﻣﻦ ‪/3068771/howemployees-at-apple-and-google-are-more-produce‬‬
‫‪www.fastcompany.com https://www.fastcompany.com‬‬

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‫‪37‬‬ ‫ﻣﺠﻠﺔﻭﻳﺴﺘﻜﻠﻴﻒ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺒﺤﻮﺙ ﺍﻟﺘﻄﺒﻴﻘﻴﺔ‪ .‬ﺍﻟﻤﺠﻠﺪ‪ ، 2 .‬ﺭﻗﻢ ‪ .1‬ﺭﺑﻴﻊ ‪2018‬‬