ادارة العلاقات بشكل محترف

1. "
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
"
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
323
"
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
"
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
‫ﺃ‬
.
‫ﺭﻣﻠﻲ‬ ‫ﲪﺰﺓ‬
hamzaremli@yahoo.com
‫ﺃ‬
.
‫ﺯﺣﻮﻁ‬ ‫ﺇﲰﺎﻋﻴﻞ‬
izahout@yahoo.fr
‫ﺺ‬
‫ﺨ‬‫ﻣﻠ‬

‫ﺪ‬‫ﺗﻌ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﻟﺒﻴﺌﻲ‬ ‫ﻭﺍﻟﺘﻌﺎﻳﺶ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﻟﻌﺪﺍﻟﺔ‬ ،‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﻟﻜﻔﺎﺀﺓ‬ ‫ﻣﻦ‬ ‫ﻣﺜﻠﻰ‬ ‫ﺗﻮﻟﻴﻔﺔ‬ ‫ﲢﻘﻴﻖ‬ ‫ﳏﺎﻭﻟﺔ‬
‫ﻣﺰﻳﺪﺍ‬ ‫ﻳﻘﺘﻀﻲ‬ ‫ﺃﻣﺮﺍ‬
‫ﻣﻦ‬
‫ﺑﺎﻟﺒﻴﺌﺔ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬
‫ﻭﺍﶈﻴﻂ‬
‫ﺍﻟ‬
‫ﺬ‬
،‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻓﻴﻪ‬ ‫ﺗﻌﻤﻞ‬ ‫ﻱ‬
‫ﺍﱃ‬ ‫ﺃﺩﻯ‬ ‫ﻭﻫﻮﻣﺎ‬
‫ﺩﺍﺋﺮﺓ‬ ‫ﻊ‬
‫ﺳ‬‫ﺗﻮ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼ‬
‫ﻠﺤﺔ‬
،‫ﺍﻟﻴﻮﻡ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﳏﻴﻂ‬ ‫ﰲ‬
‫ﺣﻴﺚ‬
‫ﺃﺿﺤﻰ‬
‫ﻭﺿﻊ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻢ‬
‫ﺘ‬‫ﳛ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬
‫ﺍﳌﺼﺎﱀ‬ ‫ﺻﺮﺍﻉ‬ ‫ﻣﻦ‬ 
‫ﺪ‬‫ﳛ‬ ‫ﲢﻜﻴﻢ‬ ‫ﺇﱃ‬ ‫ﻭﺍﻟﻮﺻﻮﻝ‬ ‫ﻣﻌﻬﻢ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺑﺈﺩﺍﺭﺓ‬ ‫ﻛﻔﻴﻠﺔ‬
‫ﻇﻞ‬ ‫ﰲ‬
‫ﺍﻹﻧﺼﺎﻑ‬ ‫ﲟﺒﺪﺃ‬ ‫ﺍﻟﻌﻤﻞ‬
‫ﺍ‬ ‫ﻭﺍﻻﺳﺘﺠﺎﺑﺔ‬
‫ﺘﻤﻌﻴﺔ‬
.
‫ﻭ‬
‫ﺳﺒﻖ‬ ‫ﻣﺎ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻨﺎﺀ‬
‫ﺍﳊﺎﻟﻴﺔ‬ ‫ﺍﻟﻮﺭﻗﺔ‬ ‫ﻫﺎﺗﻪ‬ ‫ﺗﺴﻌﻰ‬
‫ﲢﺪﻳﺪ‬ ‫ﺍﱃ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺇﺳﻘﺎﻁ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻋﻠﻰ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬ ‫ﻟﻸﺩﻭﻳﺔ‬ ‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﳎﻤﻊ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬
.
‫ﻭﻟﺘﺤﻘﻴﻖ‬
‫ﺗﻄﻮﻳﺮ‬ ‫ﰎ‬ ‫ﺍﻟﺪﺭﺍﺳﺔ‬ ‫ﺃﻫﺪﺍﻑ‬
‫ﺍﺳﺘ‬
‫ﺒﺎﻧﺔ‬
‫ﺗﻌﺪﺍﺩﻫﺎ‬ ‫ﻭﺑﻠﻎ‬ ،‫ﺍﻟﻌﻴﻨﺔ‬ ‫ﺃﻓﺮﺍﺩ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﲨﻊ‬ ‫ﻟﻐﺮﺽ‬
)
20
(
‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻟﻠﻌﻠﻮﻡ‬ ‫ﺍﻹﺣﺼﺎﺋﻴﺔ‬ ‫ﺍﻟﺮﺯﻣﺔ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻭﰎ‬ ،‫ﻣﻔﺮﺩﺓ‬
)
SPSS
(
‫ﻪ‬
‫ﻧ‬‫ﺃ‬ ‫ﺇﱃ‬ ‫ﺍﻟﺪﺭﺍﺳﺔ‬ ‫ﺗﻮﺻﻠﺖ‬ ‫ﻭﻗﺪ‬ ،‫ﺍﻹﺣﺼﺎﺋﻴﺔ‬ ‫ﺍﳌﻘﺎﻳﻴﺲ‬ ‫ﻣﻦ‬ ‫ﻭﻏﲑﻩ‬ ‫ﺍﳌﺘﻌﺪﺩ‬ ‫ﺍﻻﳓﺪﺍﺭ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻋﺘﻤﺎﺩﺍ‬ ،‫ﺍﻻﺳﺘﺒﻴﺎﻥ‬ ‫ﺑﻴﺎﻧﺎﺕ‬ ‫ﻟﺘﺤﻠﻴﻞ‬
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﺣﺼﺎﺋﻴﺔ‬ ‫ﺩﻻﻟﺔ‬ ‫ﺫﻭ‬ ‫ﺩﻭﺭ‬ ‫ﻫﻨﺎﻙ‬
‫ﺍﻟﺮﺋﻴﺴﻴﲔ‬
‫ﺃﺑ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬
‫ﻌﺎﺩ‬
‫ﺍﳌ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬
‫ﺒﺤﻮﺛﺔ‬
‫؛‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﺣﺼﺎﺋﻴﺔ‬ ‫ﺩﻻﻟﺔ‬ ‫ﺫﻭ‬ ‫ﺩﻭﺭ‬ ‫ﻳﻮﺟﺪ‬ ‫ﻻ‬
‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬
‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬
‫ﺍﳌﺒﺤﻮﺛﺔ‬
‫؛‬
‫ﺍﻟﺪﺍﻟﺔ‬ ‫ﺍﻟﻜﻠﻤﺎﺕ‬
:
‫ﺍﳌﺴﺘﺠﻴﺒﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ،‫ﺍﳌﻮﺍﻃﻨﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ،‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ،‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
.
“The role of managing the relationship with stakeholders in the achievement of
sustainable development dimensions in the economic enterprise “
Empirical Study on the (Groupe ZedPharme)for the pharmaceutical industry,
Constantine.
Abstract
The trying to achieve the optimal combination of economic efficiency, social equity
and coexistence of environmental in the economic enterprises, is required more
attention to the context and the environment in which are working in, and thus led to
the expansion of stakeholders circle in the enterprise environment today. So, it has
become requires to develop strategies capable of managing the relationship with them
and reach the arbitration limits of interest conflict in the work, under the principle of
equity and societal response.

2. ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
324
Accordingly to the above, the present paper seeking to determine the role of managing
the relationship with stakeholders to achieve the dimensions of sustainable
development at the economic level of the enterprise, through an empirical study on the
Groupe ZedPharme for the pharmaceutical industry, Constantine.
To achieve the objectives of the study, a questionnaire was developed for the purpose
of collecting data from members of the sample, and reached (20) single from
population, and they used the Statistical Package for the Social Sciences (SPSS) to
analyze the data of questionnaire, based on multiple regression and other statistical
measures, the study concluded that:
• There is a statistically significant role to manage the relationship with the major
stakeholders in the activation of the dimensions of sustainable development in the
enterprise researched;
• There is no statistically significant role to manage the relationship with
secondary stakeholders in the activation of the dimensions of sustainable development
in the enterprise researched;
Keywords: Stakeholders, sustainable development, corporate Citizenship, responsive
enterprise.
‫ﻣﻘﺪﻣ‬
‫ـ‬
‫ﺔ‬
:
‫ﺳﺒﺐ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﹼ‬
‫ﻞ‬‫ﻭﻟﻌ‬ ،‫ﹼﺮﻳﻦ‬
‫ﻜ‬‫ﺍﳌﻔ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻜﺜﲑ‬ ‫ﺩﺭﺍﺳﺔ‬ ‫ﹼ‬
‫ﻞ‬‫ﳏ‬ ‫ﻭﻛﺎﻥ‬ ‫ﺍﻟﻜﺘﺎﺑﺎﺕ‬ ‫ﻣﻦ‬ ‫ﻛﺒﲑﺍ‬ ‫ﺯﲬﺎ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﻮﺿﻮﻉ‬ ‫ﻋﺮﻑ‬
‫ﺟﻬﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻵﺧﺮﻳﻦ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺑﺄﺻﺤﺎﺏ‬ ‫ﳊﻘﺖ‬ ‫ﺍﻟﱵ‬ ‫ﻭﺑﺎﻷﺿﺮﺍﺭ‬ ،‫ﺟﻬﺔ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺑﺎﳌﺴﺎﳘﲔ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬ ‫ﺗﻨﺎﻗﺺ‬ ‫ﻫﻮ‬ ‫ﺫﻟﻚ‬ ‫ﰲ‬
‫ﺃ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻘﺎﻝ‬ ‫ﻓﻜﺎﻥ‬ ‫ﺃﺧﺮﻯ؛‬
‫ﳕﻮﺫﺝ‬
shareholders
‫ﺇﱃ‬
stakeholders
‫ﻣﻦ‬
‫ﺫﻟﻚ‬ ‫ﻧﺘﺎﺋﺞ‬ 
‫ﻢ‬‫ﺃﻫ‬
.
‫ﺃﻛﺜﺮ‬ ‫ﺍﻷﺧﲑ‬ ‫ﺍﻷﳕﻮﺫﺝ‬ ‫ﻟﻜﻮﻥ‬ ‫ﻭﻧﻈﺮﺍ‬
‫ﺇﻧﺼﺎﻓ‬
‫ﺎ‬
‫ﹼﻌﺎﺕ‬
‫ﻠ‬‫ﺑﺘﻄ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬ ‫ﺃﻣﺎﻡ‬ ‫ﺍﻟﺒﺎﺏ‬ ‫ﻓﺘﺢ‬ ‫ﻓﻘﺪ‬ ‫ﺳﺎﺑﻘﻪ‬ ‫ﻣﻦ‬
‫ﲨﻴﻊ‬
،‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
،‫ﺍﳌﻌﺎﺻﺮ‬ ‫ﺍﻹﺩﺍﺭﻱ‬ ‫ﺍﻟﻔﻜﺮ‬ ‫ﰲ‬ ‫ﻫﺆﻻﺀ‬ ‫ﺩﺍﺋﺮﺓ‬ ‫ﻌﺖ‬
‫ﺳ‬‫ﻭﺗﻮ‬
‫ﹼﻤﺎﺕ‬
‫ﻈ‬‫ﻣﻨ‬ ‫ﻌﺎﺕ‬
‫ﺳ‬‫ﻭﺗﻮ‬ ‫ﺭﺍﺕ‬
‫ﻮ‬‫ﺑﺘﻄ‬ ‫ﺷﺒﻴﻬﺎ‬ ‫ﻊ‬
‫ﺳ‬‫ﺍﻟﺘﻮ‬ ‫ﻫﺬﺍ‬ ‫ﻭﻛﺎﻥ‬
‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬ ‫ﺇﻳﻼﺀ‬ ‫ﺍﻟﻮﺍﺟﺐ‬ ‫ﻣﻦ‬ ‫ﻛﺎﻥ‬ ‫ﻭﻋﻠﻴﻪ‬ ‫ﺍﻷﻋﻤﺎﻝ؛‬
‫ﻌﺎﺕ‬
‫ﺳ‬‫ﺍﻟﺘﻮ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺗﺴﻴﲑ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
.
‫ﹼﻱ‬
‫ﺬ‬‫ﺍﻟ‬ ‫ﺍﻹﻧﺼﺎﻑ‬ ‫ﳌﺒﺪﺃ‬ ‫ﺗﻄﺒﻴﻘﺎ‬ ‫ﺍﻟﻼﺣﻘﺔ‬ ‫ﺍﻷﺟﻴﺎﻝ‬ ‫ﺣﱴ‬ ‫ﺍﻟﻴﻮﻡ‬ ‫ﻌﺎﺕ‬
‫ﺳ‬‫ﺍﻟﺘﻮ‬ ‫ﻫﺬﻩ‬ ‫ﻭﴰﻠﺖ‬
‫ﺍﻟﻌﻼ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺭﺑﻂ‬ ‫ﺮﻭﺭﻱ‬
‫ﻀ‬‫ﺍﻟ‬ ‫ﻣﻦ‬ ‫ﻛﺎﻥ‬ ‫ﻭﻫﻨﺎ‬ ،‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺑﻪ‬ ‫ﺟﺎﺀﺕ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ؛‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﻟﺘﻔﻌﻴﻞ‬ ‫ﻫﺆﻻﺀ‬ ‫ﻣﻊ‬ ‫ﻗﺔ‬
‫ﻣﺎ‬ ‫ﺃﺳﺎﺳﺎ‬ ‫ﻭﻫﻮ‬
‫ﺪﻑ‬
‫ﺇﻟﻴﻪ‬
‫ﻫ‬
‫ﺎ‬
‫ﺍﻟﺒﺤﺜﻴﺔ‬ ‫ﺍﻟﻮﺭﻗﺔ‬ ‫ﺗﻪ‬
.
‫ﺍﻟﺒﺤﺚ‬ ‫ﻣﺸﻜﻠﺔ‬
‫ﺗﻮﺍﺟﻪ‬
‫ﺍﻟﻴﻮﻡ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬
‫ﻏﻴﺎﺏ‬ ‫ﺭﺃﺳﻬﺎ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺘﺤﺪﻳﺎﺕ‬ ‫ﺍﳌﻌﻮﻗﺎﺕ‬ ‫ﻣﻦ‬ ‫ﲨﻠﺔ‬
‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻣﻊ‬ ‫ﻋﻼﻗﺘﻬﺎ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﻭﺍﺿﺤﺔ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺫﺍﺕ‬
‫ﻭﺍﳋﺎﺭﺟﻲ‬ ‫ﺍﻟﺪﺍﺧﻠﻲ‬ ‫ﳏﻴﻄﻬﺎ‬ ‫ﰲ‬
‫ﻛﺎﻟﻘﺼﻮﺭ‬ ،
‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺑﺘﻔﻌﻴﻞ‬ ‫ﻭﻋﻼﻗﺘﻬﻢ‬ ‫ﺩﻭﺭﻫﻢ‬ ‫ﲢﺪﻳﺪ‬ ‫ﰲ‬
،
‫ﺑﺎﻹﺿﺎﻓﺔ‬
‫ﺇ‬
‫ﱃ‬
‫ﻏﻴﺎﺏ‬
‫ﺧﻄﻂ‬
‫ﺍﳌﺴﺘﻘﺒﻠﻴﺔ‬ ‫ﺎ‬‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎ‬ ‫ﰲ‬ ‫ﻭﺩﳎﻬﻢ‬ ‫ﻟﺘﻌﻴﻴﻨﻬﻢ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻟﺪﻯ‬ ‫ﺣﻘﻴﻘﺔ‬ ‫ﻭﺳﻴﺎﺳﺎﺕ‬
.
‫ﻭﻋﻠﻴﻪ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﻓﺎﻹﺷﻜﺎﻟﻴﺔ‬
‫ﻫﻲ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﻟﻺﺟﺎﺑﺔ‬ ‫ﺍﻟﻮﺭﻗﺔ‬ ‫ﺗﺴﻌﻰ‬ ‫ﺍﻟﱵ‬
:
‫ﺑﻘﺴﻨﻄﻴﻨﺔ؟‬ ‫ﺍﻷﺩﻭﻳﺔ‬ ‫ﻟﺼﻨﺎﻋﺔ‬ ‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻊ‬
‫ﻤ‬‫ﳎ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﺴﺎﳘﺔ‬ ‫ﻣﺎﻣﺪﻯ‬

3. ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
325
‫ﺍﻟﺴﺆﺍﻝ‬ ‫ﻫﺬﺍ‬ ‫ﲢﺖ‬ ‫ﻭﻳﻨﺪﺭﺝ‬
‫ﻓﺮﻋﻴﺔ‬ ‫ﺃﺳﺌﻠﺔ‬
‫ﻫﻲ‬
:
‫ﺍﳌﺒﺤﻮﺛﺔ؟‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬
‫ﺍﻟﺘﻨﻤﻴ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬
‫ﺍﳌﺒﺤﻮﺛﺔ؟‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ؟‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﺣﺼﺎﺋﻴﺔ‬ ‫ﺩﻻﻟﺔ‬ ‫ﺫﻭ‬ ‫ﺩﻭﺭ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻫﻞ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ؟‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﹼﺎﻧﻮﻳﲔ‬
‫ﺜ‬‫ﺍﻟ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﺣﺼﺎﺋﻴﺔ‬ ‫ﺩﻻﻟﺔ‬ ‫ﺫﻭ‬ ‫ﺩﻭﺭ‬ ‫ﻫﻨﺎﻙ‬ ‫ﻫﻞ‬
‫ﺍﻟﺒﺤﺚ‬ ‫ﻓﺮﺿﻴﺎﺕ‬
:
‫ﳘﺎ‬ ‫ﺃﺳﺎﺳﻴﺘﲔ‬ ‫ﻓﺮﺿﻴﺘﲔ‬ ‫ﻣﻦ‬ ‫ﺍﻧﻄﻠﻘﻨﺎ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﺃﺳﺌﻠﺔ‬ ‫ﻋﻠﻰ‬ ‫ﹼﺘﺔ‬
‫ﻗ‬‫ﻣﺆ‬ ‫ﺇﺟﺎﺑﺎﺕ‬ ‫ﰲ‬
:
‫ﺍﳌﺒﺤﻮﺛﺔ؛‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﺣﺼﺎﺋﻴﺔ‬ ‫ﺩﻻﻟﺔ‬ ‫ﺫﻭ‬ ‫ﺩﻭﺭ‬ ‫ﻳﻮﺟﺪ‬
‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﺇﺣﺼﺎﺋﻴﺔ‬ ‫ﺩﻻﻟﺔ‬ ‫ﺫﻭ‬ ‫ﺩﻭﺭ‬ ‫ﻳﻮﺟﺪ‬ ‫ﻻ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬
‫ﺍﳌﺒﺤﻮﺛﺔ؛‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬
‫ﺍﻟﺒﺤﺚ‬ ‫ﺃﳘﻴﺔ‬
‫ﺃﳘﻴﺔ‬ ‫ﺗﺄﰐ‬
‫ﺍﻻﻫﺘﻤﺎﻡ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺒﺤﺚ‬
‫ﺍﳌﺘﺰﺍﻳﺪ‬
،‫ﺍﻟﻘﺮﺍﺭﺍﺕ‬ ‫ﻭﺻﺎﻧﻌﻲ‬ ‫ﺍﻟﺒﺎﺣﺜﲔ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺍﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺑﺈﺩﺍﺭﺓ‬
‫ﺃﺳﺎﺳﻴﺔ‬ ‫ﺭﻛﻴﺰﺓ‬ ‫ﻛﻮﻧﻪ‬
‫ﰲ‬
‫ﻟﺘﻔﻌﻴﻞ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺳﻴﺎﺳﺎﺕ‬
‫ﺃﺑﻌﺎﺩ‬
‫ﺑﺎﻹﺿﺎﻓﺔ‬ ،‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬
‫ﺇﱃ‬
‫ﺃﻫﺪﺍﻑ‬ ‫ﻲ‬
‫ﻨ‬‫ﺗﺒ‬ ‫ﳓﻮ‬ ‫ﺍﻻﻋﻤﺎﻝ‬ ‫ﳌﻨﻈﻤﺎﺕ‬ ‫ﺍﳌﺘﺴﺎﺭﻉ‬ ‫ﺍﻟﻌﺎﳌﻲ‬ ‫ﻪ‬
‫ﺟ‬‫ﺍﻟﺘﻮ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﻭﺃﺳﺲ‬
.
‫ﺃﻫﺪﺍﻑ‬
‫ﺍﻟﺒﺤﺚ‬
‫ﺇﱃ‬ ‫ﺍﻟﻮﺻﻮﻝ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﳛﺎﻭﻝ‬
‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻷﻫﺪﺍﻑ‬
:
1
.
‫ﺑﻴﺎﻥ‬
‫ﻣﺴﺘﻮﻯ‬
‫ﺍﳌﺒﺤﻮﺛﺔ؛‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬
2
.
‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﲢﺪﻳﺪ‬
‫ﺍﳌﺒﺤﻮﺛﺔ؛‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬
3
.
‫ﺍﳌﺒﺤﻮﺛﺔ؛‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻣﺴﺎﳘﺔ‬ ‫ﻣﺪﻯ‬ ‫ﲢﺪﻳﺪ‬
‫ﺍﻟﺒﺤﺚ‬ ‫ﻧﻄﺎﻕ‬
‫ﻣﻜﺎﻧﻴﺎ‬ ‫ﺍﻟﺪﺭﺍﺳﺔ‬ ‫ﴰﻠﺖ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬
‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻣﻊ‬
‫ﺑ‬ ‫ﺍﻷﺩﻭﻳﺔ‬ ‫ﻟﺼﻨﺎﻋﺔ‬ ‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬ 
‫ﻡ‬‫ﺍﻷ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺣﺎﻟﺔ‬
‫ﻘﺴﻨﻄﻴﻨﺔ‬
.
‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﲨﻊ‬ ‫ﻭﺃﺩﻭﺍﺕ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﻣﻨﻬﺞ‬
‫ﰲ‬ ‫ﺤﻠﻴﻠﻲ‬
‫ﺘ‬‫ﺍﻟ‬ ‫ﺍﻟﻮﺻﻔﻲ‬ ‫ﺍﳌﻨﻬﺞ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺒﺤﺚ‬ ‫ﻫﺬﺍ‬ ‫ﰲ‬ ‫ﺍﻋﺘﻤﺪﻧﺎ‬
‫ﺍﳉﺰﺋﲔ‬
‫ﺍﻟﺒﺤﺚ‬ ‫ﻣﺸﻜﻞ‬ ‫ﻟﻔﻬﻢ‬ ‫ﺍﳌﻨﺎﺳﺐ‬ ‫ﺍﳌﻨﻬﺞ‬ ‫ﻟﻜﻮﻧﻪ‬ ‫ﻭﺫﻟﻚ‬ ‫ﻭﺍﻟﻌﻤﻠﻲ؛‬ ‫ﻈﺮﻱ‬
‫ﻨ‬‫ﺍﻟ‬
‫ﺩﻗﻴﻘﺔ‬ ‫ﻧﺘﺎﺋﺞ‬ ‫ﺇﱃ‬ ‫ﻭﺍﻟﻮﺻﻮﻝ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﲢﻠﻴﻞ‬ ‫ﻭﻛﺬﺍ‬ ‫ﻋﻨﻪ‬ ‫ﻭﺍﻹﺟﺎﺑﺔ‬
.
‫ﺍﻋﺘﻤﺪﻧﺎ‬ ‫ﻛﻤﺎ‬ ،‫ﻈﺮﻱ‬
‫ﻨ‬‫ﺍﻟ‬ ‫ﺍﳉﺰﺀ‬ ‫ﰲ‬ ‫ﺍﻟﺼﻠﺔ‬ ‫ﺫﺍﺕ‬ ‫ﺍﳌﺮﺍﺟﻊ‬ ‫ﺃﺣﺪﺙ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻋﺘﻤﺪﻧﺎ‬
‫ﻋﺸﻮﺍﺋﻴ‬ ‫ﻨﺔ‬
‫ﻴ‬‫ﻋ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻮﺯﻳﻌﻪ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﲨﻊ‬ ‫ﰲ‬ ‫ﻟﻴﻜﺮﺕ‬ ‫ﲟﻘﻴﺎﺱ‬ ‫ﺍﺳﺘﺒﻴﺎﻥ‬ ‫ﻋﻠﻰ‬
‫ﺑﻠﻐﺖ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻦ‬ ‫ﺔ‬
20
‫ﺃﺻﺤﺎﺏ‬ ‫ﹼﻠﻮﻥ‬
‫ﺜ‬‫ﳝ‬ ‫ﻓﺮﺩﺍ‬
‫ﺍﻟﺮﺋﻴﺴﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
)
‫ﺭ‬ ‫ﺭﻣﺰ‬
(
‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﻭﺃﺻﺤﺎﺏ‬
)
‫ﺙ‬ ‫ﺭﻣﺰ‬
(
‫ﺑﺎﻟﺘﺴﺎﻭﻱ‬
.
‫ﻄﺎﺕ‬
‫ﺳ‬‫ﺍﳌﺘﻮ‬ ‫ﺍﺳﺘﺨﺪﻣﻨﺎ‬ ‫ﺩﻗﻴﻘﺎ‬ ‫ﲢﻠﻴﻼ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻭﻟﺘﺤﻠﻴﻞ‬
‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﻭﺫﻟﻚ‬ ،‫ﺍﻻﳓﺪﺍﺭ‬ ‫ﻭﳕﺎﺫﺝ‬ ‫ﻭﻣﻌﺎﻣﻼﺕ‬ ‫ﺍﻻﺭﺗﺒﺎﻁ‬ ‫ﻭﻣﻌﺎﻣﻞ‬ ‫ﺍﳊﺴﺎﺑﻴﺔ‬
‫ﺍﳊﺰﻡ‬
‫ﺍﻹﺣﺼﺎﺋﻴﺔ‬
‫ﻟﻠﻌﻠﻮﻡ‬
‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
)
SPSS
.(
‫ﻭﻗﺼﺪ‬
‫ﺛﺒﺎﺕ‬ ‫ﻣﻌﺎﻣﻞ‬ ‫ﻗﻴﺎﺱ‬
‫ﺍﻻﺳﺘﺒﻴﺎ‬
‫ﺍﻟﺘﺎﻟﻴﺔ‬ ‫ﺍﻟﻨﺘﺎﺋﺞ‬ ‫ﺃﻋﻄﻰ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﻛﺮﻭﻧﺒﺎﺥ‬ ‫ﺃﻟﻔﺎ‬ ‫ﻣﻌﺎﻣﻞ‬ ‫ﺍﺳﺘﺨﺪﻣﻨﺎ‬ ‫ﻥ‬
:

4. ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
326
‫ﺍﻻﺳﺘﺒﻴﺎﻥ‬ ‫ﺛﺒﺎﺕ‬ ‫ﻣﻌﺎﻣﻞ‬
‫ﹼﺒﺎﺕ‬
‫ﺜ‬‫ﺍﻟ‬ ‫ﻣﻌﺎﻣﻞ‬
Cronbach's Alpha
‫ﺍﻷﺳﺌﻠﺔ‬ ‫ﻋﺪﺩ‬
‫ﺭ‬
‫ﺙ‬
‫ﺭ‬
‫ﺙ‬
,879
0
0,81
20
20
‫ﻗﻴﻤﺔ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺍﺳﺘﺒﻴﺎﻥ‬ ‫ﺛﺒﺎﺕ‬ ‫ﻣﻌﺎﻣﻞ‬ ‫ﺑﻠﻎ‬
,879
0
‫ﻣﻦ‬ ‫ﺃﻛﱪ‬ ‫ﻭﻫﻮ‬
,60
0
‫ﻭﺩﺍﻝ‬ ‫ﺪ‬
‫ﻴ‬‫ﺟ‬ ‫ﺍﻟﺜﺒﺎﺕ‬ ‫ﻝ‬
‫ﺪ‬‫ﻓﻤﻌ‬ ‫ﻭﻋﻠﻴﻪ‬
.
‫ﻧﻔﺴﻪ‬ ‫ﻭﺍﳊﺎﻝ‬
‫ﺑــ‬ ‫ﺭ‬
‫ﺪ‬‫ﻗ‬ ‫ﺪﺍ‬
‫ﻴ‬‫ﺟ‬ ‫ﻻ‬
‫ﺪ‬‫ﻣﻌ‬ ‫ﺑﻠﻎ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺍﺳﺘﺒﻴﺎﻥ‬ ‫ﺛﺒﺎﺕ‬ ‫ﻝ‬
‫ﺪ‬‫ﳌﻌ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬
0,81
.
‫ﻈﺮﻱ‬
‫ﻨ‬‫ﺍﻟ‬ ‫ﺍﳉﺎﻧﺐ‬
I
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﻷﺻﺤﺎﺏ‬ ‫ﻈﺮﻱ‬
‫ﻨ‬‫ﺍﻟ‬ ‫ﺍﻹﻃﺎﺭ‬
‫ﻣﻌﻬﻢ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻭﺇﺩﺍﺭﺓ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﻃﺎﺭ‬ ‫ﰲ‬ ‫ﹼﺮﻭﻥ‬
‫ﻜ‬‫ﺍﳌﻔ‬ ‫ﺎ‬ ‫ﺟﺎﺀ‬ ‫ﺍﻟﱵ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﻫﻨﺎ‬ ‫ﺺ‬
‫ﺨ‬‫ﺳﻨﻠ‬
.
1
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
،‫ﺍﻹﺩﺍﺭﻱ‬ ‫ﺍﻟﻔﻜﺮ‬ ‫ﰲ‬ ‫ﻭﺗﺒﻠﻮﺭﻫﺎ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻓﻜﺮﺓ‬ ‫ﻋﻦ‬ ‫ﺍﳊﺪﻳﺚ‬ ‫ﺇﱃ‬ ‫ﺍﻟﺒﺪﺀ‬ ‫ﰲ‬ ‫ﻳﻘﻮﺩﻧﺎ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻋﻦ‬ ‫ﺍﳊﺪﻳﺚ‬ ‫ﹼ‬
‫ﻥ‬‫ﺇ‬
‫ﺑﺪﺃﺕ‬ ‫ﺍﻟﻔﻜﺮﺓ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﺍﻟﺒﻌﺾ‬ ‫ﻳﺮﻯ‬ ‫ﺣﻴﺚ‬
‫ﺃﻋﻤﺎﻝ‬ ‫ﻣﻊ‬
‫ﻣﻦ‬ ‫ﹼ‬
‫ﻞ‬‫ﻛ‬
Adam Smith
)
1759
(
‫ﻭ‬
Berle
‫ﻭ‬
Means
)
1932
(
‫ﻭ‬
Bernabd
)
1938
.(
‫ﻋﺎﻡ‬ ‫ﻻﺟﺘﻤﺎﻉ‬ ‫ﻓﲑﺟﻊ‬ ‫ﻛﻤﻔﻬﻮﻡ‬ ‫ﻇﻬﻮﺭﻩ‬ ‫ﺃﻣﺎ‬
1963
،‫ﺍﳌﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ‫ﰲ‬ ‫ﻟﻸﲝﺎﺙ‬ ‫ﺳﺘﺎﻧﻔﻮﺭﺩ‬ ‫ﻣﻌﻬﺪ‬ ‫ﰲ‬ ‫ﻡ‬
‫ﻭﺑﻌﺪ‬
‫ﺗﺎﺭﳜﻪ‬ ‫ﻋﱪ‬ ‫ﺍﳌﻔﻬﻮﻡ‬ ‫ﻫﺬﺍ‬ ‫ﺇﱃ‬ ‫ﺍﻟﺘﺨﺼﺼﺎﺕ‬ ‫ﻧﻈﺮﺓ‬ ‫ﺗﻨﻮﻋﺖ‬ ‫ﺫﻟﻚ‬
.
‫ﺃ‬
.
‫ﺍﻹﺩﺍﺭﻳﺔ‬ ‫ﺍﻟﺰﻭﺍﻳﺎ‬ ‫ﳐﺘﻠﻒ‬ ‫ﻋﱪ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﳌﻔﻬﻮﻡ‬ ‫ﺍﻟﺘﺎﺭﳜﻲ‬ ‫ﺭ‬
‫ﻮ‬‫ﺍﻟﺘﻄ‬
:
‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺍﳌﻔﻬﻮﻡ‬ ‫ﻋﺮﻓﻬﺎ‬ ‫ﺍﻟﱵ‬ ‫ﺭﺍﺕ‬
‫ﻮ‬‫ﺍﻟﺘﻄ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﺍﺧﺘﺼﺎﺭ‬ ‫ﳝﻜﻦ‬
ً‫ﺀ‬‫ﺑﺪ‬ ‫ﻣﺮﺍﺣﻞ‬ ‫ﺓ‬
‫ﺪ‬‫ﻋ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺑﺎﻟﺘﺨﻄﻴﻂ‬
‫ﺣﻴﺚ‬ ‫؛‬
‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻓﻜﺮﺓ‬ ‫ﲡﻠﺖ‬
Ansoff
Igor
‫ﻛﺘﺎﺑﻪ‬ ‫ﰲ‬
stratégie
corporative
‫ﺍﻻﳕﻮ‬ ‫ﴰﻞ‬ ‫ﺣﻴﺚ‬ ‫؛‬
‫ﻭﺿﻌﻪ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺫﺝ‬
Ansoff
Igor
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﻷﺻﺤﺎﺏ‬
:
،‫ﺍﳌﺴﺎﳘﲔ‬
،‫ﺍﻟﻌﺎﻣﻠﲔ‬
‫ﻭ‬ ‫ﺍﳌﻮﺭﺩﻳﻦ‬ ،‫ﺍﻟﻌﻤﻼﺀ‬
‫ﻭ‬ ‫ﺍﳌﻘﺮﺿﲔ‬
‫ﺘﻤﻊ‬‫ﺍ‬
.
‫ﺳﻨﻮﺍﺕ‬ ‫ﻭﰲ‬
‫ﺍﻟﺴﺒﻌﻴﻨﺎﺕ‬
‫ﺄ‬
‫ﺒ‬‫ﺗﻨ‬ ،
‫ﺑﺮﻧﺎﺭ‬
‫ﺍﳌﻨﻈﻤﺎﺕ‬ ‫ﺃﺧﺬ‬ ‫ﺿﺮﻭﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﹼﺪ‬
‫ﻛ‬‫ﻭﺃ‬ ،‫ﺍﳌﺴﺎﳘﲔ‬ ‫ﺃﳘﻴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺘﻮﻗﻊ‬ ‫ﺑﺎﻻﳔﻔﺎﺽ‬ ‫ﺗﺎﻳﻠﻮﺭ‬
‫ﻭﺍﺟﺘﻤﺎﻋﻴﺎ‬ ‫ﻣﺎﻟﻴﺎ‬ ‫ﻣﺮﲝﺔ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﻧﺸﺎﻃﺎﺕ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺣﱴ‬ ‫ﺍﳊﺴﺒﺎﻥ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻟﻜﻞ‬
،
)
‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻘﺎﻝ‬ ‫ﺃﻱ‬
shareholders
‫ﺇﱃ‬
stakeholders
(
1
.
‫ﻭﺃﺿﺎﻑ‬
Ackoff
Russel
‫ﺃﺩﺑﻴﺎﺕ‬ ‫ﰲ‬
‫ﻈﻢ‬
‫ﻨ‬‫ﺍﻟ‬ ‫ﻧﻈﺮﻳﺎﺕ‬
‫ﺗﺼﻤﻴﻢ‬ ‫ﰲ‬ ‫ﺃﺳﺎﺳﻲ‬ ‫ﺃﻣﺮ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﺸﺎﺭﻛﺔ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬
‫ﺃﻛﱪ‬ ‫ﺷﺒﻜﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺟﺰﺀ‬ ‫ﻫﻲ‬ ،‫ﻣﻔﺘﻮﺣﺔ‬ ‫ﹰ‬‫ﺎ‬‫ﻧﻈﻤ‬ ‫ﻭﺑﺎﻋﺘﺒﺎﺭﻫﺎ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻭﺭﺃﻯ‬ ،‫ﺍﻟﻔﻌﺎﻟﺔ‬ ‫ﺍﻟﻨﻈﻢ‬
،
‫ﺍﳌﻨﻈﻤﺎﺕ؛‬ ‫ﻋﻠﻰ‬ ‫ﺑﺪﻭﺭﻫﺎ‬ ‫ﺗﺆﺛﺮ‬ ‫ﺍﻷﺧﲑﺓ‬ ‫ﻫﺬﻩ‬
‫ﺍﻋﺘﺒﺎﺭﻫﺎ‬ ‫ﳝﻜﻦ‬ ‫ﻻ‬ ‫ﻭﺑﺎﻟﺘﺎﱄ‬
‫ﻖ‬
‫ﻴ‬‫ﺿ‬ ‫ﻛﻜﻴﺎﻥ‬
‫ﻣﺴﺘﻘﻞ‬ ‫ﺃﻭ‬
2
.
‫ﻭ‬
‫ﻣﻨﻈﻮﺭ‬ ‫ﻣﻦ‬
‫ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﳌﺴﺆﻭﻟﻴﺔ‬
‫ﻭ‬ ‫ﺍﻷﲝﺎﺙ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﻇﻬﺮﺕ‬
‫ﻟﻌﺒﺖ‬
‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﳊﺮﻛﺎﺕ‬
‫ﺍﻟﺴﺘﻴﻨﺎﺕ‬ ‫ﰲ‬
‫ﳎﺎﻻﺕ‬ ‫ﰲ‬ ‫ﻭﺍﻟﻨﺎﺷﻄﺔ‬ ‫ﻭﺍﻟﺴﺒﻌﻴﻨﺎﺕ‬
:
‫ﺍﳌﺪﻧﻴﺔ‬ ‫ﺍﳊﻘﻮﻕ‬
‫ﺍﳌ‬ ،
‫ﻟﻠﺤﺮﻭﺏ‬ ‫ﻨﺎﻫﻀﺔ‬
‫ﺍﳌﺴﺘﻬﻠﻜﲔ‬ ‫ﲪﺎﻳﺔ‬ ،
،
‫ﺍﻟﺒﻴﺌﺔ‬ ‫ﲪﺎﻳﺔ‬
‫ﺣﻘﻮﻕ‬ ‫ﻋﻦ‬ ‫ﻭﺍﻟﺪﻓﺎﻉ‬
‫ﰲ‬ ‫ﻛﺒﲑﺍ‬ ‫ﺩﻭﺭﺍ‬ ،‫ﺍﳌﺮﺃﺓ‬
‫ﰲ‬ ‫ﺍﻟﺘﻔﻜﲑ‬ ‫ﺇﻋﺎﺩﺓ‬
‫ﺩﻭﺭ‬
‫ﺘﻤﻊ‬‫ﺍ‬ ‫ﰲ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬
3
.
‫ﻭ‬
‫ﻧﺼﺖ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬ ‫ﺍﻟﻨﻈﺮﻳﺔ‬
‫ﻭﺿﻌﻬﺎ‬ ‫ﺍﻟﱵ‬

5. ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
327
Jeffrey Pfeffer et Richard Salancik
‫ﻋﺎﻡ‬ ‫ﰲ‬
1978
‫ﻡ‬
‫ﻻ‬ ،‫ﺍﳌﻨﻈﻤﺔ‬ ‫ﻓﻌﺎﻟﻴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﻄﺎﻟﺐ‬ ‫ﻹﺩﺍﺭﺓ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ‫ﻋﻼﻗﺔ‬ ‫ﻫﻨﺎﻙ‬ ‫ﺃﻥ‬ ‫ﻋﻠﻰ‬
‫ﺍﳌﺼﺎﱀ‬ ‫ﲨﺎﻋﺎﺕ‬ ‫ﲣﺺ‬ ‫ﺍﻟﱵ‬ ‫ﺗﻠﻚ‬ ‫ﺳﻴﻤﺎ‬
.
‫ﻟـ‬ ‫ﻭﻭﻓﻘﺎ‬
Arun Elias et Robert Cavana
‫ﻷﺻﺤﺎﺏ‬ ‫ﺍﻟﻜﻼﺳﻴﻜﻴﺔ‬ ‫ﺍﻟﻨﻈﺮﻳﺔ‬ ‫ﹼ‬
‫ﻥ‬‫ﻓﺈ‬ ،
‫ﺗﺄﺧﺬ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
‫ﻫﻲ‬ ‫ﺭﺋﻴﺴﻴﺔ‬ ‫ﳎﺎﻻﺕ‬ ‫ﺃﺭﺑﻌﺔ‬ ‫ﺇﱃ‬ ‫ﲤﺘﺪ‬ ‫ﰒ‬ ،‫ﺍﻟﺸﺮﻛﺔ‬ ‫ﺑﻘﺎﺀ‬ ‫ﻣﻦ‬ ‫ﺟﺬﻭﺭﻫﺎ‬
:
‫ﺍﳌﺴﺆﻭﻟﻴﺔ‬ ،‫ﺍﻟﻨﻈﻢ‬ ‫ﻧﻈﺮﻳﺔ‬ ،‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬ ‫ﻭﺍﻟﻨﻈﺮﻳﺔ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
4
.
‫ﻭﻣﻦ‬ ‫ﺍﻷﺧﲑ‬ ‫ﻭﰲ‬
‫ﻣﻨﻈﻮﺭ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺍﻹﺩﺍﺭﺓ‬
‫ﻳﻨﻈﺮ‬
Edward Freeman
‫ﳌﻔﻬﻮﻡ‬
‫ﻣﺸﺎﻛﻞ‬ ‫ﻳﻐﻄﻲ‬ ‫ﻣﻔﻬﻮﻣﺎ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﻭﺿﻊ‬ ‫ﻭﻗﺪ‬ ،‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺑﻨﻈﺮﻳﺔ‬ ‫ﻴﺖ‬
‫ﲰ‬ ‫ﻧﻈﺮﻳﺔ‬ ‫ﰲ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻭﺿﻊ‬ ‫ﻣﻦ‬ ‫ﻝ‬
‫ﻭ‬‫ﺃ‬ ‫ﺑﺎﻋﺘﺒﺎﺭﻩ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﻷﺻﺤﺎﺏ‬
‫ﲟﺼﻄﻠﺢ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﳌﺴﺆﻭﻟﻴﺔ‬ ‫ﻋﻦ‬ ‫ﻳﻌﱪ‬ ‫ﻛﻤﺎ‬ ،‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﻣﻨﻈﻤﺎﺕ‬
‫ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﻻﺳﺘﺠﺎﺑﺔ‬
‫ﹼﺪ‬
‫ﻛ‬‫ﻭﻳﺆ‬ ،
‫ﺍﻟﺘﻔﺎﻋ‬ ‫ﺿﺮﻭﺭﺓ‬ ‫ﻋﻠﻰ‬
‫ﻓﻴﻬﺎ‬ ‫ﺍﳌﺼﺎﱀ‬ ‫ﻭﺃﺻﺤﺎﺏ‬ ‫ﺍﳌﻨﻈﻤﺎﺕ‬ ‫ﺑﲔ‬ ‫ﺍﳌﺘﺒﺎﺩﻝ‬ ‫ﻞ‬
5
.
‫ﺏ‬
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻔﻬﻮﻡ‬
:
‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻑ‬
‫ﺮ‬
‫ﻋ‬
‫ﺍﳌﺘﺤﺪﺓ‬ ‫ﺍﻟﻮﻻﻳﺎﺕ‬ ‫ﰲ‬ ‫ﻟﻸﲝﺎﺙ‬ ‫ﺳﺘﺎﻧﻔﻮﺭﺩ‬ ‫ﻣﻌﻬﺪ‬ ‫ﺍﺟﺘﻤﺎﻉ‬
‫ﻋﺎﻡ‬
1963
‫ﻡ‬
–
‫ﺃﻳﻦ‬
‫ﻟﻠﻤﺼﻄﻠﺢ‬ ‫ﻇﻬﻮﺭ‬ ‫ﻝ‬
‫ﻭ‬‫ﺃ‬ ‫ﻛﺎﻥ‬
-
‫ﻬﻢ‬
‫ﻧ‬‫ﺃ‬ ‫ﻋﻠﻰ‬
‫ﺍﻟﻌﻤﻞ‬ ‫ﻋﻦ‬ ‫ﺍﳌﻨﻈﻤﺔ‬ ‫ﺗﺘﻮﻗﻒ‬ ‫ﺎ‬‫ﺑﺪﻭ‬ ‫ﺍﻟﱵ‬ ‫ﺍﳉﻤﺎﻋﺎﺕ‬
6
.
‫ﺗﻠﻚ‬ ‫ﺁﺧﺮ‬ ‫ﺑﺘﻌﺒﲑ‬ ‫ﺃﻭ‬
‫ﺍﳉﻤﺎﻋﺎﺕ‬
‫ﺍﻟﱵ‬
‫ﺗﻌﺘﱪ‬
‫ﺣﻴﻮﻳﺔ‬
‫ﻟﺒﻘﺎﺀ‬
‫ﻭﳒﺎﺡ‬
‫ﺍﻟﺸﺮﻛﺔ‬
.
‫ﻢ‬‫ﺃ‬ ‫ﻋﻠﻰ‬ ‫ﹼﺮﻳﻦ‬
‫ﻈ‬‫ﻭﺍﳌﻨ‬ ‫ﺎﺏ‬
‫ﺘ‬‫ﺍﻟﻜ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﺫﻟﻚ‬ ‫ﰲ‬ ‫ﻭﻭﺍﻓﻘﻪ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﻓﻬﻢ‬
‫ﺮ‬‫ﻋ‬ ‫ﻛﻤﺎ‬
:
‫ﺍﳉﻤﺎﻋﺎﺕ‬
‫ﺃﻭ‬
‫ﺍﻷﻓﺮﺍﺩ‬
‫ﺍﻟﱵ‬
‫ﳝﻜﻦ‬
‫ﺃﻥ‬
‫ﺗﺆﺛﺮ‬
‫ﺃﻭ‬
‫ﹼﺮ‬
‫ﺛ‬‫ﺗﺘﺄ‬
‫ﺑﺈﳒﺎﺯﺍﺕ‬
‫ﻭﺃﻫﺪﺍﻑ‬
‫ﺍﳌﻨﻈﻤﺔ‬
7
.
‫ﻭﺍﻋﺘﻤﺎﺩﺍ‬
‫ﻋﻠﻰ‬
‫ﻣﺎ‬
‫ﺳﺒﻖ‬
‫ﻭﰲ‬
‫ﳏﺎﻭﻟﺔ‬
‫ﻟﻮﺿﻊ‬
‫ﺗﻌﺮﻳﻒ‬
‫ﺷﺎﻣﻞ‬
‫ﻷﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬

‫ﻢ‬‫ﻳﻀ‬
‫ﻛﻞ‬
‫ﺍﻷﻃﺮﺍﻑ‬
‫ﺩﻭﻥ‬
،‫ﺍﺳﺘﺜﻨﺎﺀ‬
‫ﻧﻘﺘﺮﺡ‬
‫ﺍﻟﺘﻌﺮﻳﻒ‬
‫ﺍﻻﺟﺮﺍﺋﻲ‬
‫ﺍﻵﰐ‬
:
‫ﹼ‬
‫ﻞ‬‫ﻛ‬ ‫ﻫﻮ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺻﺎﺣﺐ‬
‫ﻓﺮﺩ‬
)
‫ﲨﺎﻋﺔ‬ ‫ﺃﻭ‬
(
‫ﻛﻴﺎﻥ‬ ،
‫ﻃﺒﻴﻌﻲ‬
)
‫ﻣﻌﻨﻮﻱ‬ ‫ﺃﻭ‬
(
،
‫ﺣﺎﱄ‬
)
‫ﻣﺴﺘﻘﺒﻠﻲ‬ ‫ﺃﻭ‬
(
‫ﳝﻠﻚ‬
‫ﻋﻘﻮﺩﺍ‬
‫ﺻﺮﳛﺔ‬
)
‫ﺿﻤﻨﻴﺔ‬ ‫ﺃﻭ‬
(
‫ﺍﳌﺆﺳﺴﺔ؛‬ ‫ﻣﻊ‬
‫ﱟﺮ‬
‫ﺛ‬‫ﻳﺆ‬
)
‫ﻭ‬
/
‫ﹼﺮ‬
‫ﺛ‬‫ﻳﺘﺄ‬ ‫ﺃﻭ‬
(
‫ﺃﻭ‬
‫ﻳﺸﺎﺭﻙ‬
‫ﺑﺼﻔﺔ‬
‫ﻣﺒﺎﺷﺮﺓ‬
)
‫ﻏﲑ‬ ‫ﺃﻭ‬
‫ﻣﺒﺎﺷﺮﺓ‬
(
‫ﻭ‬ ‫ﺑﺎﳌﺆﺳﺴﺔ‬
‫ﺑﺄﻫﺪﺍﻓﻬﺎ‬
‫ﺳﻮﺍﺀ‬
‫ﻧﺸﻄﺖ‬
‫ﺃﻡ‬
‫ﺗﻨﺸﻂ‬ ‫ﱂ‬
.
‫ﺝ‬
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﳎﻤﻮﻋﺎﺕ‬
:
‫ﻫﻨﺎﻙ‬
‫ﻋﻼﻗﺔ‬
‫ﻭﺍﺿﺤﺔ‬
‫ﺑﲔ‬
‫ﲢﺪﻳﺪ‬ ‫ﻭﺑﲔ‬ ‫ﻢ‬‫ﻭﺗﺼﻨﻴﻔﺎ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺗﻌﺮﻳﻒ‬
‫ﻣﻦ‬
‫ﻫﻢ‬
.
‫ﻭﺍﻟﻄﺮﻳﻘﺔ‬
‫ﺍﻷﻛﺜﺮ‬
‫ﺷﻴﻮﻋﺎ‬
‫ﺃﺻﺤﺎﺏ‬ ‫ﻟﺘﺤﺪﻳﺪ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﻫﻲ‬
‫ﺍﻟﻨﻈﺮ‬
‫ﰲ‬
‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﻧﻮﻉ‬
‫ﻭﺑﲔ‬ ‫ﺑﻴﻨﻬﻢ‬
‫ﺍﻟﺸﺮﻛﺔ‬
8
.
‫ﻻ‬‫ﻭ‬‫ﺃ‬
:
‫ﻤﻮﻋﺎﺕ‬‫ﺍ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﻣﻦ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
:
‫ﻬﺎ‬
‫ﻧ‬‫ﺃ‬ ‫ﲟﻌﲎ‬ ‫ﺍﻟﺸﺮﻛﺔ؛‬ ‫ﻣﻊ‬ ‫ﺰﺓ‬
‫ﻴ‬‫ﳑ‬ ‫ﻋﻼﻗﺔ‬ ‫ﳍﻢ‬ ‫ﺍﻟﺬﻳﻦ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲨﻴﻊ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ 
‫ﻢ‬‫ﻭﺗﻀ‬
‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺃﻫﺪﺍﻑ‬ ‫ﲢﻘﻴﻖ‬ ‫ﰲ‬ ‫ﺍﳊﺎﲰﺔ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻣﻦ‬ ‫ﺗﻌﺘﱪ‬
.
‫ﻣﻦ‬ ‫ﻛﻞ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺗﺸﻤﻞ‬
:
‫ﺍﳌﺴﺎﳘﻮﻥ‬
:
‫ﺍﳌﺼﺎﱀ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻦ‬ ‫ﻣﻬﻤﺔ‬ ‫ﻓﺌﺔ‬ ‫ﺍﳌﺴﺎﳘﻮﻥ‬ ‫ﳝﺜﻞ‬
،
‫ﺃ‬ ‫ﺣﻴﺚ‬
‫ﹼ‬
‫ﻥ‬
‫ﻫﺆﻻﺀ‬
‫ﻣﻦ‬ ‫ﺟﺰﺀ‬ ‫ﻣﻠﻜﻴﺔ‬ ‫ﺣﻘﻮﻕ‬ ‫ﳝﻠﻜﻮﻥ‬
‫ﻣﻦ‬ ‫ﳍﻢ‬
‫ﻮ‬‫ﳜ‬ ‫ﻣﺎ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺃﺻﻮﻝ‬
‫ﺃﺻﻨﺎﻓﻬﻢ‬ ‫ﺍﺧﺘﻼﻑ‬ ‫ﻋﻠﻰ‬ ‫ﺃﺭﺑﺎﺣﻬﺎ‬ ‫ﻣﻦ‬ ‫ﺟﺰﺀ‬ ‫ﻣﻦ‬ ‫ﺍﻻﺳﺘﻔﺎﺩﺓ‬ ‫ﰲ‬ ‫ﺍﳊﻖ‬
9
.
‫ﺍﻟﻌﻤﻼﺀ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺰﺑﺎﺋﻦ‬
:
‫ﺍﺳﺘﺜﻨﺎﺀ‬ ‫ﺑﺪﻭﻥ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﻟﻜﻞ‬ ‫ﻛﺒﲑﺓ‬ ‫ﺃﳘﻴﺔ‬ ‫ﺫﺍﺕ‬ ‫ﺍﳌﺼﺎﱀ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺸﺮﳛﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺇﻥ‬
.
‫ﻓﻮﺟﻮﺩ‬
‫ﺍﳌﺆﺳﺴﺔ‬
‫ﻭﺑﻘﺎﺅﻫﺎ‬
‫ﺧﺪﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﺳﻠﻊ‬ ‫ﺑﺈﻧﺘﺎﺝ‬ ‫ﻣﺮﺗﺒﻂ‬
‫ﻃﻠﺐ‬ ‫ﻭﻭﺟﻮﺩ‬ ‫ﻭﺗﺴﻮﻳﻘﻬﺎ‬
‫ﻫﺆﻻﺀ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﻋﻠﻴﻬﺎ‬
10
.
‫ﻭﺍﳌﻮﺯﻋﻮﻥ‬ ‫ﺩﻭﻥ‬
‫ﺭ‬‫ﺍﳌﻮ‬
:
‫ﺍﳌﻮﺭﺩﻳﻦ‬ ‫ﻣﻊ‬ ‫ﺍﳌﺘﺒﺎﺩﻟﺔ‬ ‫ﺍﻟﺜﻘﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻗﺎﺋﻤﺔ‬ ‫ﻭﺛﻴﻘﺔ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺑﻨﺎﺀ‬ ‫ﻋﻠﻰ‬ ‫ﻣﺆﺳﺴﺔ‬ ‫ﺃﻱ‬ ‫ﻧﺸﺎﻁ‬ ‫ﹼﻒ‬
‫ﻗ‬‫ﻳﺘﻮ‬
،
‫ﻣﻬﻢ‬ ‫ﻣﺼﺪﺭ‬ ‫ﹼﻠﻮﻥ‬
‫ﺜ‬‫ﳝ‬ ،‫ﻫﺆﻻﺀ‬
‫ﺗﻮﺭﻳﺪﻫﺎ‬ ‫ﻟﺴﻠﺴﻠﺔ‬ ‫ﺭﺋﻴﺴﻲ‬ ‫ﻙ‬
‫ﺮ‬‫ﻭﳏ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﳌﺪﺧﻼﺕ‬
11
.
‫ﲨ‬ ‫ﻭﻫﻲ‬ ‫ﺍﳊﺎﲰﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻦ‬ ‫ﺃﺧﺮﻯ‬ ‫ﳉﻤﺎﻋﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﲢﺘﺎﺝ‬ ‫ﻛﻤﺎ‬
‫ﺎﻋﺔ‬
‫ﺍﳌﺨﺮﺟﺎﺕ‬ ‫ﺟﻬﺔ‬ ‫ﰲ‬ ‫ﻟﻜﻦ‬ ‫ﺩﻳﻦ‬
‫ﺭ‬‫ﺍﳌﻮ‬ ‫ﻋﻤﻞ‬ ‫ﻫﺆﻻﺀ‬ ‫ﻳﻌﻤﻞ‬ ‫ﺣﻴﺚ‬ ‫ﻋﲔ؛‬
‫ﺯ‬‫ﺍﳌﻮ‬
.
‫ﺎﻝ‬
‫ﻤ‬‫ﺍﻟﻌ‬
:
‫ﺍﻟﻌﺎﻣﻠﲔ‬ ‫ﲨﻴﻊ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺸﻤﻞ‬
‫ﺍﻷﺟﺮﺍﺀ‬ ‫ﺃﻭ‬
‫ﺃﺧﺮﻯ‬ ‫ﻭﻓﺌﺎﺕ‬ ‫ﻭﻓﻨﻴﲔ‬ ‫ﺇﺩﺍﺭﻳﲔ‬ ‫ﻣﻦ‬
.
‫ﻭﻳﻌﺘﱪ‬
‫ﺍﻟﻌﺎﻣﻞ‬
‫ﻣﺼﺪﺭ‬
‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﺧﻠﻖ‬
،
‫ﻓﺤﺴﺐ‬ ‫ﺍﻷﺟﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻘﺘﺼﺮ‬ ‫ﻻ‬ ‫ﻣﻬﻤﺔ‬ ‫ﻣﺼﻠﺤﺔ‬ ‫ﻟﻪ‬ ‫ﺃﻥ‬ ‫ﺣﻴﺚ‬
‫؛‬
‫ﻇﺮﻭ‬ ‫ﺗﻮﻓﲑ‬ ‫ﺇﱃ‬ ‫ﺗﺘﻌﺪﺍﻫﺎ‬ ‫ﺑﻞ‬
‫ﻭﺍﻟﺘﺪﺭﻳﺐ‬ ‫ﺍﻟﺘﻜﻮﻳﻦ‬ ،‫ﺍﻟﻌﻤﻞ‬ ‫ﻛﻤﺤﻴﻂ‬ ‫ﻣﻼﺋﻤﺔ‬ ‫ﻋﻤﻞ‬ ‫ﻑ‬
‫ﻟﻠﺤﻮﺍﻓﺰ‬ ‫ﻧﻈﺎﻡ‬ ‫ﻭﻛﺬﻟﻚ‬
.
‫ﺑﻄﺮﻕ‬ ‫ﻣﻌﻬﻢ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺭﻏﻢ‬ ‫ﺃﺟﺮﺍﺀ‬ ‫ﺑﺎﻋﺘﺒﺎﺭﻫﻢ‬ ‫ﻭﺍﳌﺪﺭﺍﺀ‬ ‫ﺍﳌﺴﲑﻳﻦ‬ ‫ﻛﻞ‬ ‫ﺍﻟﻄﺮﻑ‬ ‫ﻫﺬﺍ‬ ‫ﺿﻤﻦ‬ ‫ﻳﻨﺪﺭﺝ‬ ‫ﻛﻤﺎ‬
‫ﻣﺘﻨﻮﻋﺔ‬
‫ﻋﻠﻰ‬

6. ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
328
‫ﺍﺧﺘﻼﻑ‬
‫ﺍﻟﻜﺘﺎﺑﺎﺕ‬
.
‫ﻓﺎﻟﺒﻌﺾ‬
‫ﻢ‬‫ﻳﻌﺘﱪﻭ‬
‫ﻣﻦ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﻵﺧﺮﻳﻦ‬
‫ﰲ‬
‫ﲡﺴﻴﺪ‬
‫ﺇﺟﺮﺍﺀﺍﺕ‬
‫ﺍﳌﻨﻈﻤﺔ‬
‫ﺎ‬‫ﻭﻣﺴﺆﻭﻟﻴﺎ‬
.
‫ﻭﺟﺎﺀﺕ‬
‫ﻭﺟﻬﺔ‬
‫ﻧﻈﺮ‬
‫ﻣﺜﲑﺓ‬
‫ﻟﻼﻫﺘﻤﺎﻡ‬
‫ﻣﻦ‬
‫ﻃﺮﻑ‬
Aoki
‫ﺳﻨﺔ‬
)
1984
(
،
‫ﺍﻟﺬﻱ‬
‫ﻳﻌﺘﱪﻫﻢ‬
‫ﻛﺤﻜﻢ‬
‫ﺑﲔ‬
‫ﺍﳌﺴﺘﺜﻤﺮﻳﻦ‬
‫ﻭﺍﳌﻮﻇﻔﲔ‬
12
.
‫ﺍﶈﻠﻲ‬ ‫ﺘﻤﻊ‬‫ﺍ‬
:
‫ﺍﳌﺴﺘﻔﻴﺪﻳﻦ‬ ‫ﻣﻦ‬ ‫ﻣﻬﻤﺔ‬ ‫ﺷﺮﳛﺔ‬ ‫ﺍﶈﻠﻲ‬ ‫ﺘﻤﻊ‬‫ﺍ‬ ‫ﳝﺜﻞ‬
‫؛‬
‫ﻭﻳﺘﺄﺛﺮﻭﻥ‬ ‫ﺍﻹﻧﺘﺎﺝ‬ ‫ﻭﺣﺪﺍﺕ‬ ‫ﳏﻴﻂ‬ ‫ﺣﻮﻝ‬ ‫ﻳﻌﻴﺶ‬ ‫ﺃﻭ‬ ‫ﻳﻘﻄﻦ‬ ‫ﻣﻦ‬ ‫ﻛﻞ‬ ‫ﻢ‬ ‫ﻧﻘﺼﺪ‬
‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﲤﺎﺭﺳﻪ‬ ‫ﺍﻟﺬﻱ‬ ‫ﺍﻟﻨﺸﺎﻁ‬ ‫ﻣﻦ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ‫ﻏﲑ‬ ‫ﺃﻭ‬ ‫ﻣﺒﺎﺷﺮﺓ‬ ‫ﺑﺼﻔﺔ‬ ‫ﺳﻮﺍﺀ‬
.
‫ﺛﺎﻧﻴﺎ‬
:
‫ﳎﻤﻮﻋﺎﺕ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﻵﺧﺮﻭﻥ‬
:
‫ﺃﻫﺪﺍﻓﻬﺎ‬ ‫ﻭﲢﻘﻴﻖ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻧﺸﺎﻁ‬ ‫ﰲ‬ ‫ﺣﺎﲰﺔ‬ ‫ﻏﲑ‬ ‫ﲨﺎﻋﺎﺕ‬ ‫ﺃﻭ‬ ‫ﺃﻓﺮﺍﺩ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﹼﻞ‬
‫ﻜ‬‫ﺗﺘﺸ‬
.
‫ﻳﻜﻮﻧﻮﻥ‬ ‫ﻗﺪ‬ ‫ﻬﻢ‬
‫ﻨ‬‫ﻟﻜ‬
‫ﺍﻟﻔﺌﺔ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺗﻀﻢ‬ ‫ﺍﻷﻫﺪﺍﻑ‬ ‫ﻫﺬﻩ‬ ‫ﻋﻦ‬ ‫ﻧﺎﲡﺔ‬ ‫ﻭﺃﺿﺮﺍﺭ‬ ‫ﳌﺨﺎﻃﺮ‬ ‫ﻋﺮﺿﺔ‬
:
‫ﺍﳌﻨﺎﻓﺴﻮﻥ‬
:
‫ﺑﺎﳌﺆﺳﺴﺔ‬ ‫ﺍﳋﺎﺹ‬ ‫ﺍﻟﺼﻨﺎﻋﺔ‬ ‫ﻗﻄﺎﻉ‬ ‫ﰲ‬ ‫ﺗﻨﺸﻂ‬ ‫ﺍﻟﱵ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﲨﻴﻊ‬ ‫ﻋﻠﻰ‬ ‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﻫﺬﻩ‬ ‫ﲢﺘﻮﻱ‬
.
‫ﺍﳋﻤﺲ‬ ‫ﺍﻟﻘﻮﻯ‬ ‫ﺇﺣﺪﻯ‬ ‫ﻭﺑﺎﻋﺘﺒﺎﺭﻫﺎ‬
‫ﻋﻠﻴﻬﺎ‬ ‫ﹼﺮﻭﻥ‬
‫ﺛ‬‫ﻭﻳﺆ‬ ‫ﺑﻨﺸﺎﻃﻬﺎ‬ ‫ﹼﺮﻭﻥ‬
‫ﺛ‬‫ﻳﺘﺄ‬ ‫ﻟﻠﻤﺆﺳﺴﺔ‬ ‫ﺍﳌﻨﺎﻓﺴﲔ‬ ‫ﻓﺈﻥ‬ ،‫ﺑﻮﺭﺗﺮ‬ ‫ﳕﻮﺫﺝ‬ ‫ﰲ‬ ‫ﻟﻠﺘﻨﺎﻓﺴﻴﺔ‬
13
.
‫ﺍﳊﻜﻮﻣﺎﺕ‬
:
‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻦ‬ ‫ﻛﻄﺮﻑ‬ ‫ﺍﳊﻜﻮﻣﻴﺔ‬ ‫ﺍﻟﺴﻠﻄﺎﺕ‬ ‫ﺗﺪﺧﻞ‬
‫ﺑﺎﻟﺴﻴﺎﺳﺎﺕ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺄﺛﲑﻫﺎ‬
‫ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ‬ ‫ﻭﺍﻟﺘﺸﺮﻳﻌﺎﺕ‬ ‫ﻭﺍﻟﻘﻮﺍﻧﲔ‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬
.
‫ﺍﻟﺪﺍﺋﻨﻮﻥ‬
:
‫ﺍﻟﺴ‬ ‫ﻣﻦ‬ ‫ﺷﺮﺍﺅﻫﺎ‬ ‫ﺃﻭ‬ ‫ﻃﺮﻓﻬﻢ‬ ‫ﻣﻦ‬ ‫ﻓﻴﻬﺎ‬ ‫ﺍﻻﻛﺘﺘﺎﺏ‬ ‫ﹼ‬
‫ﰎ‬‫ﻭ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺎ‬‫ﺃﺻﺪﺭ‬ ‫ﺍﻟﱵ‬ ‫ﺍﻟﺴﻨﺪﺍﺕ‬ ‫ﺣﺎﻣﻠﻮ‬ ‫ﺍﻟﻄﺮﻑ‬ ‫ﻫﺬﺍ‬ ‫ﺿﻤﻦ‬ ‫ﻳﺪﺧﻞ‬
‫ﺍﳌﺎﱄ‬ ‫ﻮﻕ‬
.
‫ﻞ‬
‫ﺼ‬‫ﺍﳌﺘﺤ‬ ‫ﺍﻟﻌﺎﺋﺪ‬ ‫ﺣﻴﺚ‬ ‫ﻣﻦ‬ ‫ﺃﻭ‬ ‫ﺍﳌﺨﺎﻃﺮ‬ ‫ﻞ‬
‫ﻤ‬‫ﲢ‬ ‫ﺣﻴﺚ‬ ‫ﻣﻦ‬ ‫ﺳﻮﺍﺀ‬ ‫ﺍﳌﺴﺎﳘﲔ‬ ‫ﻋﻦ‬ ‫ﳜﺘﻠﻔﻮﻥ‬ ‫ﻬﻢ‬
‫ﻧ‬‫ﺃ‬ ‫ﻏﲑ‬ ‫ﻟﻠﺸﺮﻛﺔ‬ ‫ﻟﲔ‬
‫ﻮ‬‫ﺍﳌﻤ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺴﻨﺪﺍﺕ‬ ‫ﺣﺎﻣﻠﻮ‬ ‫ﻭﻳﻌﺘﱪ‬
‫ﻋﻠﻴﻪ‬
.
‫ﻭﺍﻟﻄﺒﻴﻌﺔ‬ ‫ﺍﻟﺒﻴﺌﺔ‬
:
‫ﻭﻳﻘﺼﺪ‬
‫ﺎ‬
‫ﻛﻞ‬
‫ﻣﻦ‬
‫ﺍﻟﺘﺮﺑﺔ‬
‫ﻭﺍﳌﺎﺀ‬
‫ﻭﺍﳍﻮﺍﺀ‬
.
‫ﻭﻗﺪ‬
‫ﺃﺻﺒﺢ‬
‫ﺘﻤﻊ‬‫ﺍ‬
‫ﻣﻌﻨﻴﺎ‬
‫ﺑﺸﻜﻞ‬
‫ﻛﺒﲑ‬
‫ﻭﺑﺘﺰﺍﻳﺪ‬
‫ﻣﺴﺘﻤﺮ‬
‫ﺑﺎﻵﺛﺎﺭ‬
‫ﺍﻟﺒﻴﺌﻴﺔ‬
‫ﺍﻟﱵ‬
‫ﺗﺘﺮﻛﻬﺎ‬
‫ﺍﳌﻤﺎﺭﺳﺎﺕ‬
‫ﺍﳌﺨﺘﻠﻔﺔ‬
‫ﻟﻠﻤﺆﺳﺴﺎﺕ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬
‫ﻋﻠﻰ‬
‫ﺻﺤﺔ‬
‫ﺍﻹﻧﺴﺎﻥ‬
.
‫ﺍ‬
‫ﺍﳊﻜﻮﻣﻴﺔ‬ ‫ﻏﲑ‬ ‫ﹼﻤﺎﺕ‬
‫ﻈ‬‫ﳌﻨ‬
:
‫ﻣﺼﺎﱀ‬ ‫ﻷﺻﺤﺎﺏ‬ ‫ﹼﻞ‬
‫ﺜ‬‫ﻛﻤﻤ‬ ‫ﺟﺎﺀﺕ‬ ‫ﺃﻭ‬ ‫ﹼﺔ‬
‫ﻠ‬‫ﻣﺴﺘﻘ‬ ‫ﹼﻤﺎﺕ‬
‫ﻈ‬‫ﻣﻨ‬ ‫ﻛﺎﻧﺖ‬ ‫ﻓﺴﻮﺍﺀ‬ ،‫ﺍﳊﺎﱄ‬ ‫ﻭﻗﺘﻨﺎ‬ ‫ﰲ‬ ‫ﺍﳉﻤﺎﻋﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﺩﻭﺭ‬ ‫ﺗﻨﺎﻣﻰ‬
‫ﻭﺃﻫﺪﺍﻓﻬﺎ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺳﲑ‬ ‫ﻋﻠﻰ‬ ‫ﻛﺒﲑ‬ ‫ﺗﺄﺛﲑ‬ ‫ﻟﻪ‬ ‫ﻧﺸﺎﻃﻬﺎ‬ ‫ﹼ‬
‫ﻥ‬‫ﻓﺈ‬ ‫ﺁﺧﺮﻳﻦ‬
.
‫ﺍ‬
‫ﺍﻹﻋﻼﻡ‬ ‫ﻭﻭﺳﺎﺋﻞ‬ ‫ﳉﻤﻬﻮﺭ‬
:
‫ﻧﺸﺎﻃﻬﺎ‬ ‫ﻋﻦ‬ ‫ﻭﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﺇﻳﻀﺎﺣﺎﺕ‬ ‫ﻟﺘﻘﺪﱘ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻀﻐﻂ‬ ‫ﰲ‬ ‫ﻛﺒﲑﺍ‬ ‫ﺩﻭﺭﺍ‬ ‫ﺍﻹﻋﻼﻡ‬ ‫ﻭﺳﺎﺋﻞ‬ ‫ﺗﻠﻌﺐ‬
‫ﺃﻛﺜﺮ‬ ‫ﻭﺟﻌﻠﻬﺎ‬
‫ﺷﻔﺎﻓﻴﺔ‬
.
‫ﻭﺍﻟﻼﺣﻘﺔ‬ ‫ﺍﻟﺴﺎﺑﻘﺔ‬ ‫ﺍﻷﺟﻴﺎﻝ‬
*
:
‫ﺇﱃ‬ ‫ﻭﻳﺸﲑ‬ ‫ﺍﳌﺼﻠﺤﺔ؛‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻦ‬ ‫ﺍﻋﺘﺒﺎﺭﻫﻢ‬ ‫ﳝﻜﻦ‬ ‫ﺍﻟﺴﺎﺑﻘﺔ‬ ‫ﺍﻷﺟﻴﺎﻝ‬ ‫ﻣﻦ‬ ‫ﺃﻃﺮﺍﻓﺎ‬ ‫ﻫﻨﺎﻙ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻓﺮﻳﺪﻣﺎﻥ‬ ‫ﻳﻌﺘﱪ‬
‫ﺍﻟﻌﺎﱂ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻟﻜﱪﻯ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﻣﺆﺳﺴﻲ‬
.
‫ﺍﻻﻫﺘﻤﺎﻡ‬ ‫ﺗﺰﺍﻳﺪ‬ ‫ﻣﻊ‬ ‫ﺎ‬‫ﺣﺎﺟﻴﺎ‬ ‫ﺗﻠﺒﻴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﻘﺒﻠﻴﺔ‬ ‫ﺍﻷﺟﻴﺎﻝ‬ 
‫ﻖ‬‫ﲝ‬ ‫ﺍﳌﻄﺎﻟﺒﺔ‬ ‫ﻭﺗﲑﺓ‬ ‫ﺗﺼﺎﻋﺪﺕ‬ ‫ﻛﻤﺎ‬
‫ﻭﺍﻟﺘﻨﻤ‬ ‫ﺍﻷﻋﻤﺎﻝ‬ ‫ﹼﻤﺎﺕ‬
‫ﻈ‬‫ﳌﻨ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺑﺎﳌﺴﺆﻭﻟﻴﺔ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﻴﺔ‬
.
‫ﺍﻟﺘﺎﱄ‬ ‫ﺍﻟﺸﻜﻞ‬ ‫ﻧﻘﺘﺮﺡ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻫﺬﻩ‬ ‫ﲜﻤﻴﻊ‬ ‫ﻭﺇﳌﺎﻣﺎ‬
:
‫ﺭﻗﻢ‬ ‫ﺍﻟﺸﻜﻞ‬
1
:
‫ﻌﺔ‬
‫ﺳ‬‫ﺍﳌﻮ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺩﺍﺋﺮﺓ‬
*
‫ﻛﺘﺎﺑﻪ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺩﺍﺋﺮﺓ‬ ‫ﰲ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﺇﺩﻭﺍﺭﺩ‬ ‫ﻳﺪﺭﺟﻬﻢ‬
Strategic management : A stakeholders approach

7. ‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﰲ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺇﺛﺮﺍﺀ‬ ‫ﻧﺘﻴﺠﺔ‬ ‫ﻊ‬
‫ﺳ‬‫ﺍﻟﺘﻮ‬ ‫ﻫﺬﺍ‬ ‫ﻭﺟﺎﺀ‬ ،‫ﺍﳌﺼﺎﱀ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺩﺍﺋﺮﺓ‬ ‫ﻌﺖ‬
‫ﺳ‬‫ﺗﻮ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻣﺮﻭﺭ‬ ‫ﻭﻣﻊ‬ ‫ﻪ‬
‫ﻧ‬‫ﺃ‬ ‫ﺍﻟﻌﺮﺽ‬ ‫ﻫﺬﺍ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻭﻧﻼﺣﻆ‬
‫ﺍﻟﻨﺪﺍﺀﺍﺕ‬ ‫ﺗﻨﺎﻣﻲ‬ ‫ﺑﻌﺪ‬ ‫ﺍﻟﺒﻴﺌﻴﺔ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﰲ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺍﻗﺘﺼﺎﺩ‬ ‫ﳎﺎﻝ‬ ‫ﰲ‬ ‫ﺳﻮﺍﺀ‬ ‫ﺎﻻﺕ؛‬
‫ﺍﳌﻨﺎﻫﻀﺔ‬
‫ﻇﻬﻮﺭ‬ ‫ﻭﻛﺬﻟﻚ‬ ،‫ﺍﻟﺒﻴﺌﻴﺔ‬ ‫ﻟﻼﻧﺘﻬﺎﻛﺎﺕ‬
‫ﺍﳌﺴﺘﺠﻴﺒﺔ‬ ‫ﺃﻭ‬ ‫ﺍﳌﻠﺘﺰﻣﺔ‬ ‫ﺃﻭ‬ ‫ﺍﳌﻮﺍﻃﻨﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻓﻈﻬﺮﺕ‬ ‫ﹼﻤﺎﺕ؛‬
‫ﻈ‬‫ﻟﻠﻤﻨ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﳌﺴﺆﻭﻟﻴﺔ‬ ‫ﳌﻔﺎﻫﻴﻢ‬ ‫ﺗﻄﺒﻴﻘﺎﺕ‬
.
‫ﳘﺎ‬ ‫ﻫﺎﻣﲔ‬ ‫ﺗﺼﻨﻴﻔﲔ‬ ‫ﻋﻠﻰ‬ ‫ﹼﺰﻧﺎ‬
‫ﻛ‬‫ﺭ‬ ‫ﺃﻧﻨﺎ‬ ‫ﻏﲑ‬ ‫ﹼﺮﻳﻦ‬
‫ﻈ‬‫ﺍﳌﻨ‬ ‫ﺑﺎﺧﺘﻼﻑ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
:
‫ﻭﺃﺻﺤﺎﺏ‬ ‫ﺍﻟﺪﺍﺧﻠﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺑﲔ‬ ‫ﻓﻴﻪ‬ ‫ﻕ‬
‫ﺮ‬‫ﻳﻔ‬ ‫ﺗﺼﻨﻴﻔﺎ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﻡ‬
‫ﺪ‬‫ﻗ‬ ‫ﺍﻟﺒﺪﺍﻳﺔ‬ ‫ﰲ‬
‫ﻭﺃﺻﺤﺎﺏ‬ ‫ﺍﻷﺳﺎﺳﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺑﲔ‬ ‫ﻓﻴﻪ‬ ‫ﻗﻮﻥ‬
‫ﺮ‬‫ﻳﻔ‬ ‫ﺗﺼﻨﻴﻔﺎ‬ ‫ﻣﻮﺍ‬
‫ﺪ‬‫ﻟﻴﻘ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻭﺑﲔ‬ ‫ﺑﻴﻨﻬﺎ‬ ‫ﻭﻃﻴﺪﺓ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺑﺮﺑﻂ‬ ‫ﻣﺸﺮﻭﻁ‬ ‫ﻣﺴﺘﺪﺍﻡ‬ ‫ﺪ‬
‫ﻴ‬‫ﺟ‬ ‫ﻷﺩﺍﺀ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﲢﻘﻴﻖ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻳﻌﺘﱪﻭﻥ‬ ‫ﺣﻴﺚ‬ ،‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺎﻷﺳﺎﺳﻴﲔ‬
14
.
‫ﺫﻟﻚ‬ ‫ﻦ‬
‫ﻴ‬‫ﻳﺒ‬ ‫ﺍﻟﺘﺎﱄ‬ ‫ﻭﺍﻟﺸﻜﻞ‬
.
‫ﺍﻷﺳﺎﺳﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
Managing for Stakeholders Survival, Reputation, and
‫ﻫﻲ‬ ‫ﻭﺍﻟﱵ‬ ‫ﻢ‬‫ﺻﻔﺎ‬ ‫ﺣﺴﺐ‬ ‫ﻋﺪﻳﺪﺓ‬ ‫ﺃﻗﺴﺎﻡ‬ ‫ﺇﱃ‬ ‫ﻫﺆﻻﺀ‬ ‫ﻤﻬﻢ‬
‫ﺴ‬‫ﻳﻘ‬
:
∗
R. Edward Freeman, Jeffrey S. Harrison, Andrew C. Wicks
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
)
Groupe ZedPharme
(
329
‫ﺍﻟﺒﺎﺣﺜﲔ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻣﻦ‬
‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﰲ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺇﺛﺮﺍﺀ‬ ‫ﻧﺘﻴﺠﺔ‬ ‫ﻊ‬
‫ﺳ‬‫ﺍﻟﺘﻮ‬ ‫ﻫﺬﺍ‬ ‫ﻭﺟﺎﺀ‬ ،‫ﺍﳌﺼﺎﱀ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺩﺍﺋﺮﺓ‬ ‫ﻌﺖ‬
‫ﺳ‬‫ﺗﻮ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻣﺮﻭﺭ‬ ‫ﻭﻣﻊ‬ ‫ﻪ‬
‫ﻧ‬‫ﺃ‬ ‫ﺍﻟﻌﺮﺽ‬ ‫ﻫﺬﺍ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻭﻧﻼﺣﻆ‬
‫ﺍﻟﻨﺪﺍﺀﺍﺕ‬ ‫ﺗﻨﺎﻣﻲ‬ ‫ﺑﻌﺪ‬ ‫ﺍﻟﺒﻴﺌﻴﺔ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﰲ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺍﻗﺘﺼﺎﺩ‬ ‫ﳎﺎﻝ‬ ‫ﰲ‬ ‫ﺳﻮﺍﺀ‬ ‫ﺎﻻﺕ؛‬
‫ﺍﳌﺴﺘﺠﻴﺒﺔ‬ ‫ﺃﻭ‬ ‫ﺍﳌﻠﺘﺰﻣﺔ‬ ‫ﺃﻭ‬ ‫ﺍﳌﻮﺍﻃﻨﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻓﻈﻬﺮﺕ‬ ‫ﹼﻤﺎﺕ؛‬
‫ﻈ‬‫ﻟﻠﻤﻨ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﳌﺴﺆﻭﻟﻴﺔ‬ ‫ﳌﻔﺎﻫﻴﻢ‬ ‫ﺗﻄﺒﻴﻘﺎﺕ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺃﺻﻨﺎﻑ‬
:
‫ﺗﺼﻨﻴﻔﺎﺕ‬ ‫ﺩﺕ‬
‫ﺪ‬‫ﺗﻌ‬
‫ﳘﺎ‬ ‫ﻫﺎﻣﲔ‬ ‫ﺗﺼﻨﻴﻔﲔ‬ ‫ﻋﻠﻰ‬ ‫ﹼﺰﻧﺎ‬
‫ﻛ‬‫ﺭ‬ ‫ﺃﻧﻨﺎ‬ ‫ﻏﲑ‬ ‫ﹼﺮﻳﻦ‬
‫ﻈ‬‫ﺍﳌﻨ‬ ‫ﺑﺎﺧﺘﻼﻑ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
R.Edward. Freeman
:
‫ﻭﺃﺻﺤﺎﺏ‬ ‫ﺍﻟﺪﺍﺧﻠﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺑﲔ‬ ‫ﻓﻴﻪ‬ ‫ﻕ‬
‫ﺮ‬‫ﻳﻔ‬ ‫ﺗﺼﻨﻴﻔﺎ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﻡ‬
‫ﺪ‬‫ﻗ‬ ‫ﺍﻟﺒﺪﺍﻳﺔ‬ ‫ﰲ‬
‫ﻭﺁﺧﺮﻭﻥ‬ ‫ﻫﻮ‬ ‫ﻋﺎﺩ‬ ‫ﻪ‬
‫ﻧ‬‫ﺃ‬ ‫ﻏﲑ‬ ،‫ﺍﳋﺎﺭﺟﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
∗
*
‫ﺳﻨﺔ‬
2007
‫ﻭﺃﺻﺤﺎﺏ‬ ‫ﺍﻷﺳﺎﺳﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺑﲔ‬ ‫ﻓﻴﻪ‬ ‫ﻗﻮﻥ‬
‫ﺮ‬‫ﻳﻔ‬ ‫ﺗﺼﻨﻴﻔﺎ‬ ‫ﻣﻮﺍ‬
‫ﺪ‬‫ﻟﻴﻘ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻭﺑﲔ‬ ‫ﺑﻴﻨﻬﺎ‬ ‫ﻭﻃﻴﺪﺓ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺑﺮﺑﻂ‬ ‫ﻣﺸﺮﻭﻁ‬ ‫ﻣﺴﺘﺪﺍﻡ‬ ‫ﺪ‬
‫ﻴ‬‫ﺟ‬ ‫ﻷﺩﺍﺀ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﲢﻘﻴﻖ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻳﻌﺘﱪﻭﻥ‬ ‫ﺣﻴﺚ‬ ،‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺑ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻋﻼﻗﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻛﺒﲑ‬ ‫ﺗﺄﺛﲑ‬ ‫ﳍﻢ‬ ‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻛﻤﺎ‬ ،‫ﺍﻷﺳﺎﺳﻴﲔ‬
‫ﺎﻷﺳﺎﺳﻴﲔ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﻷﺻﺤﺎﺏ‬ ‫ﻭﺁﺧﺮﻭﻥ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﺗﺼﻨﻴﻒ‬
‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬
‫ﺍﻷﺳﺎﺳﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
Source:
Jeffrey S. Harrison,
Andrew C. Wicks,
Managing for Stakeholders Survival, Reputation, and
, University Press New Haven London, 2007, p
7
Ronald mitchell, bradley agle
‫ﻭﺁﺧﺮﻭﻥ‬
:
‫ﻫﻲ‬ ‫ﻭﺍﻟﱵ‬ ‫ﻢ‬‫ﺻﻔﺎ‬ ‫ﺣﺴﺐ‬ ‫ﻋﺪﻳﺪﺓ‬ ‫ﺃﻗﺴﺎﻡ‬ ‫ﺇﱃ‬ ‫ﻫﺆﻻﺀ‬ ‫ﻤﻬﻢ‬
‫ﺴ‬‫ﻳﻘ‬
‫ﻭﺍﻟﻀﺮﻭﺭﺓ‬ ‫ﺍﻟﺴﻠﻄﺔ‬ ،‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﻳﻠﻲ‬ ‫ﻛﻤﺎ‬ ‫ﺔ‬
‫ﺤ‬‫ﺍﳌﻠ‬
:
‫ﺍﻟﻜﺎﻣﻨﲔ‬
:
‫ﻭﺿﻤﻦ‬
‫ﻫﺬﺍ‬
‫ﺍﻟﺘﺼﻨﻴﻒ‬
‫ﳒﺪ‬
:
Andrew C. Wicks
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﺍﳌﺼﺪﺭ‬
:
‫ﺍﻟﺒﺎﺣﺜﲔ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻣﻦ‬
‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﰲ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺇﺛﺮﺍﺀ‬ ‫ﻧﺘﻴﺠﺔ‬ ‫ﻊ‬
‫ﺳ‬‫ﺍﻟﺘﻮ‬ ‫ﻫﺬﺍ‬ ‫ﻭﺟﺎﺀ‬ ،‫ﺍﳌﺼﺎﱀ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺩﺍﺋﺮﺓ‬ ‫ﻌﺖ‬
‫ﺳ‬‫ﺗﻮ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻣﺮﻭﺭ‬ ‫ﻭﻣﻊ‬ ‫ﻪ‬
‫ﻧ‬‫ﺃ‬ ‫ﺍﻟﻌﺮﺽ‬ ‫ﻫﺬﺍ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻭﻧﻼﺣﻆ‬
‫ﺍ‬ ‫ﻣﻦ‬
‫ﺍﻟﻨﺪﺍﺀﺍﺕ‬ ‫ﺗﻨﺎﻣﻲ‬ ‫ﺑﻌﺪ‬ ‫ﺍﻟﺒﻴﺌﻴﺔ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﰲ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺍﻗﺘﺼﺎﺩ‬ ‫ﳎﺎﻝ‬ ‫ﰲ‬ ‫ﺳﻮﺍﺀ‬ ‫ﺎﻻﺕ؛‬
‫ﺍﳌﺴﺘﺠﻴﺒﺔ‬ ‫ﺃﻭ‬ ‫ﺍﳌﻠﺘﺰﻣﺔ‬ ‫ﺃﻭ‬ ‫ﺍﳌﻮﺍﻃﻨﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻓﻈﻬﺮﺕ‬ ‫ﹼﻤﺎﺕ؛‬
‫ﻈ‬‫ﻟﻠﻤﻨ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﺍﳌﺴﺆﻭﻟﻴﺔ‬ ‫ﳌﻔﺎﻫﻴﻢ‬ ‫ﺗﻄﺒﻴﻘﺎﺕ‬
‫ﺩ‬
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺃﺻﻨﺎﻑ‬
‫ﻻ‬
‫ﻭ‬‫ﺃ‬
:
‫ﺗﺼﻨﻴﻒ‬
R.Edward. Freeman
‫ﻭﺁﺧﺮﻭﻥ‬ ‫ﻫﻮ‬ ‫ﻋﺎﺩ‬ ‫ﻪ‬
‫ﻧ‬‫ﺃ‬ ‫ﻏﲑ‬ ،‫ﺍﳋﺎﺭﺟﻴﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻭﺑﲔ‬ ‫ﺑﻴﻨﻬﺎ‬ ‫ﻭﻃﻴﺪﺓ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺑﺮﺑﻂ‬ ‫ﻣﺸﺮﻭﻁ‬ ‫ﻣﺴﺘﺪﺍﻡ‬ ‫ﺪ‬
‫ﻴ‬‫ﺟ‬ ‫ﻷﺩﺍﺀ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﲢﻘﻴﻖ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻳﻌﺘﱪﻭﻥ‬ ‫ﺣﻴﺚ‬ ،‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺑ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻋﻼﻗﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻛﺒﲑ‬ ‫ﺗﺄﺛﲑ‬ ‫ﳍﻢ‬ ‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻛﻤﺎ‬ ،‫ﺍﻷﺳﺎﺳﻴﲔ‬
‫ﺭﻗﻢ‬ ‫ﺍﻟﺸﻜﻞ‬
2
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﻷﺻﺤﺎﺏ‬ ‫ﻭﺁﺧﺮﻭﻥ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﺗﺼﻨﻴﻒ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
‫ﺍﻟﺜﺎﻧﻮﻳﲔ‬
R. Edward Freeman,
Source:
Success
University Press New Haven London, 2007, p
‫ﺛﺎﻧﻴﺎ‬
:
‫ﺗﺼﻨﻴﻒ‬
Ronald mitchell, bradley agle
‫ﻭﺍﻟﻀﺮﻭﺭﺓ‬ ‫ﺍﻟﺴﻠﻄﺔ‬ ،‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﻟﻜﺎﻣﻨﲔ‬

8. ‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
‫ﲤﻠﻚ‬
‫ﹼ‬
‫ﻻ‬‫ﺇ‬
‫ﺓ‬
‫ﻮ‬‫ﺍﻟﻘ‬
‫ﺍﻟﱵ‬
‫ﺗﻔﺮﺿﻬﺎ‬
‫ﻣﻦ‬
‫ﺧﻼﳍﺎ‬
‫ﺎ‬‫ﺇﺭﺍﺩ‬
‫ﻋﻠﻰ‬
‫ﺓ‬
‫ﻮ‬‫ﻓﻘ‬
‫ﺗﻔﺎﻋﻠﻬﺎ‬
‫ﻣﻊ‬
‫ﺍﻟﺸﺮﻛﺔ‬
‫ﺿﻌﻴﻔﺔ‬
‫ﺃﻭ‬
‫ﻣﻌﺪﻭﻣﺔ؛‬
‫ﲤﻠﻚ‬
‫ﺓ‬
‫ﻮ‬‫ﺍﻟﻘ‬
‫ﻭﻻ‬
‫ﺍﻟﻀﺮﻭﺭﺓ‬
‫ﹼﺤﺔ‬
‫ﻠ‬‫ﺍﳌ‬
‫ﻟﻠﺘﺄﺛﲑ‬
‫ﻋﻠﻰ‬
‫ﻣﻦ‬
‫ﻗﺒﻞ‬
،‫ﺍﻟﺸﺮﻛﺔ‬
‫ﻬﺎ‬
‫ﻨ‬‫ﻟﻜ‬
‫ﻭﻻﻓﺘﻘﺎﺭﻫﺎ‬
،‫ﺓ‬
‫ﻮ‬‫ﻟﻠﻘ‬
‫ﻻ‬
‫ﲤﻠﻚ‬
‫ﻋﻠﻰ‬
‫ﺍﻟﺸﺮﻛﺔ‬
:
‫ﺍﻟﺴﻠﻄﺔ‬
‫ﻭﺍﻟﺸﺮﻋﻴﺔ؛‬
‫ﻭﻋﻠﻴﻪ‬
‫ﳚﺐ‬
‫ﻋﻠﻰ‬
‫ﻣﻄﺎﻟﺐ‬
‫ﻣﺸﺮﻭﻋﺔ‬
‫ﺔ‬
‫ﺤ‬‫ﻭﻣﻠ‬
‫ﻟﻜﻨﻬﺎ‬
‫ﺗﻔﺘﻘﺪ‬
‫ﻟﻠﺴﻠﻄﺔ‬
‫ﺍﻟﱵ‬
‫ﻬﺎ‬
‫ﻨ‬‫ﲤﻜ‬
‫ﺍﻟﺸﺮﻛﺔ‬
‫ﻛﻮﻧﻪ‬
‫ﳝﻠﻚ‬
‫ﻣﻄﺎﻟﺐ‬
‫ﺔ‬
‫ﺤ‬‫ﻣﻠ‬
‫ﻬﺎ‬
‫ﻨ‬‫ﻟﻜ‬
‫ﻻ‬
‫ﻊ‬
‫ﺘ‬‫ﺗﺘﻤ‬
.
)
،‫ﺍﻟﺴﻠﻄﺔ‬
‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﻭﺍﻟﻀﺮﻭﺭﺓ‬
‫ﺔ‬
‫ﺤ‬‫ﺍﳌﻠ‬
(
،
‫ﻭﻋﻠﻴﻪ‬
‫ﻻ‬
‫ﺑﺪ‬
‫ﺍﻷﺻﻨﺎﻑ‬ ‫ﻫﺬﻩ‬ ‫ﺢ‬
‫ﺿ‬‫ﻳﻮ‬ ‫ﺍﻟﺘﺎﱄ‬ ‫ﻭﺍﻟﺸﻜﻞ‬
.
Ronald mitchell, bradley agle
‫ﻭﺁﺧﺮﻭﻥ‬
‫ﻋﻠﻰ‬ ‫ﺍﻋﺘﻤﺎﺩﺍ‬ ‫ﹶﲔ‬‫ﺜ‬‫ﺍﻟﺒﺎﺣ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻣﻦ‬
:
, Spring 2011, p15
‫ﻣﻦ‬ ‫ﻓﻤﻨﻬﻢ‬ ،‫ﹼﺮﻳﻦ‬
‫ﻜ‬‫ﻭﺍﳌﻔ‬ ‫ﹼﺮﻳﻦ‬
‫ﻈ‬‫ﺍﳌﻨ‬ ‫ﺑﲔ‬ ‫ﻭﺍﳌﺼﻄﻠﺤﺎﺕ‬ ‫ﺍﻵﺭﺍﺀ‬ ‫ﺩ‬
‫ﺪ‬‫ﺗﺘﻌ‬
‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﺼﻄﻠﺢ‬
‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬
‫ﻫﻮ‬ ‫ﻭﺁﺧﺮﻭﻥ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﺎﻩ‬
‫ﻨ‬‫ﻳﺘﺒ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺸﺎﺋﻊ‬ ‫ﺍﳌﺼﻄﻠﺢ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻏﲑ‬
‫ﻭﻣﻄﺎﻟﺒﻬﻢ‬ ‫ﻢ‬‫ﹼﻌﺎ‬
‫ﻠ‬‫ﺗﻄ‬ ‫ﻭﲢﻠﻴﻞ‬ ‫ﺗﺴﻴﲑ‬ ‫ﻛﻴﻔﻴﺔ‬ ‫ﺇﱃ‬ ‫ﺇﺷﺎﺭﺓ‬ ‫ﰲ‬ ،
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
)
Groupe ZedPharme
(
330
‫ﺍﻟﺴﺎﻛﻨﲔ‬
):
dormant stakeholder
(
‫ﻫﺬﻩ‬
‫ﺍﻟﻔﺌﺔ‬
‫ﻻ‬
‫ﲤﻠﻚ‬
،‫ﻣﺴﺘﺨﺪﻣﺔ‬
‫ﻻ‬
‫ﲤﻠﻚ‬
،‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﻭﻻ‬
‫ﲤﻠﻚ‬
‫ﺓ‬
‫ﻮ‬‫ﻗ‬
‫ﹼﺤﺔ‬
‫ﻠ‬‫ﻣ‬
‫ﺃﻳﻀﺎ‬
.
‫ﻭﺑﺎﻟﺘﺎﱄ‬
‫ﺓ‬
‫ﻮ‬‫ﻓﻘ‬
‫ﺍﻟﺘﻘﺪﻳﺮﻳﲔ‬
:
‫ﻫﺬﻩ‬
‫ﺍﻟﻔﺌﺔ‬
‫ﰲ‬
‫ﻧﻈﺮ‬
‫ﺍﳌﺪﺭﺍﺀ‬
‫ﲤﻠﻚ‬
‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﻬﺎ‬
‫ﻨ‬‫ﻟﻜ‬
‫ﻻ‬
‫ﺸﺔ‬
‫ﻤ‬‫ﻣﻬ‬
‫ﻻ‬
‫ﲤﻠﻚ‬
‫ﺓ‬
‫ﻮ‬‫ﻗ‬
‫ﺍﻟﻀﻐﻂ‬
‫ﻋﻠﻰ‬
‫ﺍﳌﺆﺳﺴﺔ؛‬
‫ﺍﳌﻄﺎﻟﺒﲔ‬
:
‫ﻭﲤﻠﻚ‬
‫ﻫﺬﻩ‬
‫ﺍﻟﻔﺌﺔ‬
‫ﻣﻄﺎﻟﺐ‬
‫ﺔ‬
‫ﺤ‬‫ﻣﻠ‬
‫ﳝﻜﻦ‬
‫ﻈﺮ‬
‫ﻨ‬‫ﺍﻟ‬
‫ﻓﻴﻬﺎ‬
‫ﻣﻦ‬
‫ﺇﺫﺍ‬
‫ﱂ‬
‫ﺗﺪﺧﻞ‬
‫ﰲ‬
‫ﲢﺎﻟﻔﺎﺕ‬
.
‫ﺍﳌﺘﺮﻗﺒﲔ‬
:
‫ﻭﳒﺪ‬
‫ﺿﻤﻦ‬
‫ﻫﺬﺍ‬
‫ﺍﻟﺼﻨﻒ‬
:
‫ﺍﳌﻬﻴﻤﻨﲔ‬
:
‫ﳝﺘﻠﻚ‬
‫ﻫﺬﺍ‬
‫ﺍﻟﺼﻨﻒ‬
‫ﺍﺛﻨﲔ‬
‫ﻣﻦ‬
‫ﺃﻫﻢ‬
‫ﺍﻟﻘﻮﻯ‬
‫ﹼﺮﺓ‬
‫ﺛ‬‫ﺍﳌﺆ‬
‫ﻋﻠﻰ‬
‫ﻭﺗﻄﻠﻌﺎﺕ‬
‫ﻫﺬﺍ‬
‫ﺍﻟﻘﺴﻢ‬
‫ﺣﱴ‬
‫ﻟﻮ‬
‫ﱂ‬
‫ﺗﻜﻦ‬
‫ﻣﻄﺎﻟﺐ‬
‫ﺔ؛‬
‫ﺤ‬‫ﻣﻠ‬
‫ﺍﻟﺘﺎﺑﻌﲔ‬
:
‫ﻫﺬﺍ‬
‫ﺍﻟﻨﻮﻉ‬
‫ﻣﻦ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﳝﻠﻚ‬
‫ﺩﺍﺋﻤﺎ‬
‫ﻣﻄﺎﻟﺐ‬
‫ﺍﳋﻄﲑﻳﻦ‬
:
‫ﻫﺬﺍ‬
‫ﺍﻟﺼﻨﻒ‬
‫ﳝﻜﻦ‬
‫ﺃﻥ‬
‫ﹼﻞ‬
‫ﻜ‬‫ﻳﺸ‬
‫ﺧﻄﺮﺍ‬
‫ﻋﻠﻰ‬
‫ﻧﺸﺎﻁ‬
‫ﺍﻟﺸﺮﻛﺔ‬
‫ﻳﺆﺩﻱ‬
‫ﺇﱃ‬
‫ﺇﻣﻜﺎﻧﻴﺔ‬
‫ﺇﺳﺎﺀﺓ‬
‫ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﺴﻠﻄﺔ‬
‫ﻟﻠﻮﺻﻮﻝ‬
‫ﺇﱃ‬
‫ﲢﻘﻴﻘﻬﺎ‬
.
‫ﺍﳊﺎﲰﲔ‬
:
‫ﻫﺬﺍ‬
‫ﺍﻟﺼﻨﻒ‬
‫ﻣﻦ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﳝﻠﻚ‬
‫ﺍﻟﺼﻔﺎﺕ‬
‫ﺍﻟﺜﻼﺙ‬
)
‫ﺍﻷﳘﻴﺔ‬
‫ﺍﻟﺒﺎﻟﻐﺔ‬
‫ﻭﺇﻗﺎﻣﺔ‬
‫ﻋﻼﻗﺔ‬
‫ﺪﺓ‬
‫ﻴ‬‫ﺟ‬
‫ﻣﻌﻬﻢ‬
‫ﰲ‬
‫ﺍﳌﻘﺎﻡ‬
‫ﺍﻷﻭﻝ‬
.
‫ﺍﻷﺻﻨﺎﻑ‬ ‫ﻫﺬﻩ‬ ‫ﺢ‬
‫ﺿ‬‫ﻳﻮ‬ ‫ﺍﻟﺘﺎﱄ‬ ‫ﻭﺍﻟﺸﻜﻞ‬
‫ﺣﺴﺐ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﻨﺎﻑ‬
Ronald mitchell, bradley agle
Martin Högsten
Stakeholders’ Influence on
‫ﺍﳌﺼﺪﺭ‬
:
‫ﻋﻠﻰ‬ ‫ﺍﻋﺘﻤﺎﺩﺍ‬ ‫ﹶﲔ‬‫ﺜ‬‫ﺍﻟﺒﺎﺣ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻣﻦ‬
a Company’s CSR Initiatives A Case Study of Swedish Textile Companies
, Spring 2011, p15
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬
:
‫ﻣﻦ‬ ‫ﻓﻤﻨﻬﻢ‬ ،‫ﹼﺮﻳﻦ‬
‫ﻜ‬‫ﻭﺍﳌﻔ‬ ‫ﹼﺮﻳﻦ‬
‫ﻈ‬‫ﺍﳌﻨ‬ ‫ﺑﲔ‬ ‫ﻭﺍﳌﺼﻄﻠﺤﺎﺕ‬ ‫ﺍﻵﺭﺍﺀ‬ ‫ﺩ‬
‫ﺪ‬‫ﺗﺘﻌ‬
‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﺼﻄﻠﺢ‬ ‫ﻣﻦ‬ ‫ﻭﻣﻨﻬﻢ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺣﻮﻛﻤﺔ‬
.
‫ﻫﻮ‬ ‫ﻭﺁﺧﺮﻭﻥ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﺎﻩ‬
‫ﻨ‬‫ﻳﺘﺒ‬ ‫ﻭﺍﻟﺬﻱ‬ ‫ﺍﻟﺸﺎﺋﻊ‬ ‫ﺍﳌﺼﻄﻠﺢ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻏﲑ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬
)
stakeholders management
(
‫ﻭﻣﻄﺎﻟﺒﻬﻢ‬ ‫ﻢ‬‫ﹼﻌﺎ‬
‫ﻠ‬‫ﺗﻄ‬ ‫ﻭﲢﻠﻴﻞ‬ ‫ﺗﺴﻴﲑ‬ ‫ﻛﻴﻔﻴﺔ‬ ‫ﺇﱃ‬ ‫ﺇﺷﺎﺭﺓ‬ ‫ﰲ‬ ،
‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻭﻫﺎﺗﻪ‬ ‫ﹼﻤﺔ‬
‫ﻈ‬‫ﺍﳌﻨ‬ ‫ﺑﲔ‬ ‫ﺍﳌﺘﺒﺎﺩﻝ‬ ‫ﺍﻟﺘﺄﺛﲑ‬ ‫ﻋﻼﻗﺔ‬
.
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﻟﺴﺎﻛﻨﲔ‬
‫ﺍﻟﺸﺮﻛﺔ؛‬
‫ﻬﺎ‬
‫ﺗ‬‫ﻗﻮ‬
‫ﻏﲑ‬
،‫ﻣﺴﺘﺨﺪﻣﺔ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﻟﺸﺮﻛﺔ‬
.
‫ﻭﻋﻠﻴﻪ‬
‫ﻓﻬﻲ‬
‫ﺸﺔ‬
‫ﻤ‬‫ﻣﻬ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﻗﺪﺭﺓ‬
‫ﺍﻟﺘﺄﺛﲑ‬
‫ﻋﻠﻰ‬
‫ﺍﳌﺆﺳﺴﺔ‬
‫ﺇﺫﺍ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﳌﺘﺮﻗﺒﲔ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﳌﺪﺭﺍﺀ‬
‫ﺇﻋﻄﺎﺀ‬
‫ﺃﳘﻴﺔ‬
‫ﳌﻄﺎﻟﺐ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﻣﻦ‬
‫ﺍﻟﻮﺻﻮﻝ‬
‫ﺇﱃ‬
‫ﺃﻫﺪﺍﻓﻬﺎ؛‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺑﺎﻟﺸﺮﻋﻴﺔ‬
‫ﺍﻷﻣﺮ‬
‫ﺍﻟﺬﻱ‬
‫ﻗﺪ‬
‫ﻳﺆﺩﻱ‬
‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺍﳊﺎﲰﲔ‬
‫ﻟﻠﻤﺪﺭﺍﺀ‬
‫ﻣﻦ‬
‫ﺇﻋﻄﺎﺋﻬﻢ‬
‫ﺍﻷﳘﻴﺔ‬
‫ﺭﻗﻢ‬ ‫ﺍﻟﺸﻜﻞ‬
3
:
‫ﺣﺴﺐ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﻨﺎﻑ‬
Johan Carlsson
Martin Högsten,
a Company’s CSR Initiatives A Case Study of Swedish Textile Companies
2
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
‫ﻋﻠﻴﻬﺎ‬ ‫ﻳﺼﻄﻠﺢ‬ ‫ﻣﻦ‬ ‫ﻭﻣﻨﻬﻢ‬
‫ﻣﺼﻄﻠﺢ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬
‫ﻭﺇﺩﺍﺭﺓ‬
‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻭﻫﺎﺗﻪ‬ ‫ﹼﻤﺔ‬
‫ﻈ‬‫ﺍﳌﻨ‬ ‫ﺑﲔ‬ ‫ﺍﳌﺘﺒﺎﺩﻝ‬ ‫ﺍﻟﺘﺄﺛﲑ‬ ‫ﻋﻼﻗﺔ‬

9. ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
331
‫ﺃ‬
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺗﻌﺮﻳﻒ‬
:
‫ﻬﺎ‬
‫ﻧ‬‫ﺃ‬ ‫ﻋﻠﻰ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻭﺁﺧﺮﻭﻥ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﻑ‬
‫ﺮ‬‫ﻳﻌ‬
:
‫ﻓﻬﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻌﻤﻞ‬ ‫ﺍﻟﱵ‬ ‫ﺍﳌﻤﺎﺭﺳﺎﺕ‬ ‫ﲨﻴﻊ‬
‫ﺨ‬
‫ﺗ‬‫ﻭﺍ‬ ‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﳋﻠﻖ‬ ‫ﻋﻨﻬﺎ‬ ‫ﺍﻟﻨﺎﲡﺔ‬ ‫ﺍﻟﺘﻔﺎﻋﻼﺕ‬ ‫ﻭﲢﻠﻴﻞ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﻭﺃﺻﺤﺎﺏ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺑﲔ‬ ‫ﺍﳌﺘﺸﺎﺑﻜﺔ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ‬
‫ﳍﺬﺍ‬ ‫ﺗﺒﻌﺎ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺍﻟﻘﺮﺍﺭﺍﺕ‬ ‫ﺎﺫ‬
‫ﺍﻟﺘﺤﻠﻴﻞ‬
15
.
‫ﳑﺎﺭﺳﺘﻬﺎ‬ ‫ﹼ‬
‫ﻞ‬‫ﺍﻷﻗ‬ ‫ﻋﻠﻰ‬ ‫ﺃﻭ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﰲ‬ ‫ﻣﺴﺘﻘﻠﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺳﻘﻒ‬ ‫ﲢﺖ‬ ‫ﺍﳌﻤﺎﺭﺳﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﺇﺩﺭﺍﺝ‬ ‫ﺑﻀﺮﻭﺭﺓ‬ ‫ﻓﺮﳝﺎﻥ‬ ‫ﻭﻳﺮﻯ‬
‫ﻓﻴﻬﺎ‬ ‫ﺿﻤﲏ‬ ‫ﺑﺸﻜﻞ‬
.
‫ﺃﻳﻀﺎ‬ ‫ﻑ‬
‫ﺮ‬‫ﻭﺗﻌ‬
‫ﻬ‬
‫ﻧ‬‫ﺃ‬ ‫ﻋﻠﻰ‬
‫ﺎ‬
‫ﺍﻟﺮﺋﻴﺴﻴﲔ‬ ‫ﺍﻟﻔﺎﻋﻠﲔ‬ ‫ﲢﺪﻳﺪ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻟﻠﻤﺆﺳﺴﺔ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫ﺍﻟﻨﻈﺎﻡ‬ ‫ﻟﻔﻬﻢ‬ ‫ﻭﺳﻴﻠﺔ‬
‫ﺃﺻﺤﺎﺏ‬ ‫ﺃﻭ‬
‫ﻣﻌﲔ‬ ‫ﺳﻴﺎﻕ‬ ‫ﰲ‬ ‫ﻣﻨﻬﺎ‬ ‫ﻛﻞ‬ ‫ﻣﺼﺎﱀ‬ ‫ﻭﺗﻘﻴﻴﻢ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
16
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻋﻠﻰ‬ ‫ﺃﺳﺎﺳﺎ‬ ‫ﺗﺮﺗﻜﺰ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻬﺎ‬
‫ﻧ‬‫ﺑﺄ‬ ‫ﺑﺎﺧﺘﺼﺎﺭ‬ ‫ﺗﻌﺮﻳﻔﻬﺎ‬ ‫ﻭﺣﺎﻭﻟﻨﺎ‬
‫ﺍﳌﺘﻀﺎﺭﺑﺔ‬ ‫ﺍﳌﺼﺎﱀ‬ ‫ﺑﲔ‬ ‫ﺍﻟﺘﻮﺍﺯﻥ‬ ‫ﻣﻦ‬ ‫ﳑﻜﻦ‬ ‫ﻗﺪﺭ‬ ‫ﺃﻛﱪ‬ ‫ﲢﻘﻴﻖ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺗﻌﻤﻞ‬
.
‫ﺏ‬
.
‫ﺎ‬‫ﻭﺧﻄﻮﺍ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﳑﺎﺭﺳﺎﺕ‬
:
‫ﻹﳒﺎ‬
‫ﺃ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﲢﺎﻟﻴﻞ‬ ‫ﺯ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺻﺤﺎﺏ‬
‫ﻧﺘﺎﺋﺠﻬ‬ ‫ﻭﺇﳒﺎﺡ‬
‫ﺎ‬
‫ﻭﺟﺐ‬
‫ﺎ‬‫ﳑﺎﺭﺳﺎ‬ ‫ﻋﻠﻰ‬ ‫ﻑ‬
‫ﺮ‬‫ﺍﻟﺘﻌ‬
‫ﻣﻦ‬
‫ﹼﻌﺎ‬
‫ﻠ‬‫ﺗﻄ‬ ‫ﻣﻌﺮﻓﺔ‬ ،‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲢﺪﻳﺪ‬
‫ﻭ‬ ‫ﻢ‬
‫ﻣﻌﻬﺎ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺃﻭﻟﻮﻳﺎﺕ‬ ‫ﻣﻌﺮﻓﺔ‬
‫ﹼ‬
‫ﰒ‬
‫ﳚﺐ‬ ‫ﺍﻟﱵ‬ ‫ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺧﺎﺭﻃﺔ‬ ‫ﻭﺿﻊ‬
‫ﺍﳋ‬ ‫ﳍﺬﻩ‬ ‫ﺗﺒﻌﺎ‬ ‫ﺗﺒﻨﻴﻬﺎ‬
‫ﺎ‬
‫ﺭﻃﺔ‬
‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﳊﻮﺍﺭ‬ ‫ﺑﻨﺎﺀ‬ ‫ﻭﻫﻮ‬ ‫ﻋﺎﻡ‬ ‫ﺇﻃﺎﺭ‬ ‫ﰲ‬ 
‫ﻢ‬‫ﻳﺘ‬ ‫ﻫﺬﺍ‬ ‫ﹼ‬
‫ﻞ‬‫ﻭﻛ‬ ،
‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻧﺘﺎﺋﺞ‬ ‫ﺗﻘﺪﱘ‬ ‫ﹼ‬
‫ﰒ‬ ‫ﺍﳌﺼﺎﱀ‬
‫ﺗﻘﺎﺭﻳﺮ‬
.
‫ﻻ‬
‫ﻭ‬‫ﺃ‬
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲢﺪﻳﺪ‬
:
‫ﺍﻷﺷﺨﺎﺹ‬ ‫ﹼ‬
‫ﻞ‬‫ﻛ‬ ‫ﺑﺘﺠﻤﻴﻊ‬ ‫ﺍﳋﻄﻮﺓ‬ ‫ﻫﺬﻩ‬ ‫ﻌﲎ‬
‫ﺗ‬‫ﻭ‬ ،‫ﲢﻠﻴﻠﻬﻢ‬ ‫ﰲ‬ ‫ﺍﻷﻭﱃ‬ ‫ﺍﳋﻄﻮﺓ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲢﺪﻳﺪ‬ 
‫ﺪ‬‫ﻳﻌ‬
‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﻣﺒﺎﺷﺮ‬ ‫ﻏﲑ‬ ‫ﺃﻭ‬ ‫ﻣﺒﺎﺷﺮ‬ ‫ﺑﺸﻜﻞ‬ ‫ﺗﺆﺛﺮ‬ ‫ﺃﻥ‬ ‫ﳝﻜﻦ‬ ‫ﺍﻟﱵ‬ ‫ﻭﺍﳌﻨﻈﻤﺎﺕ‬ ‫ﻭﺍﳉﻤﺎﻋﺎﺕ‬
.
‫ﺓ‬
‫ﺪ‬‫ﻋ‬ ‫ﻭﻫﻨﺎﻙ‬
‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻏﲑ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﳊﺼﺮ‬ ‫ﻃﺮﻕ‬
‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺃﻭﻋﺼﻒ‬ ‫ﹼﻫﲏ‬
‫ﺬ‬‫ﺍﻟ‬ ‫ﺍﻟﻌﺼﻒ‬ ‫ﻃﺮﻳﻘﺔ‬ ‫ﻫﻲ‬ ‫ﻃﺮﻳﻘﺔ‬ ‫ﺃﺣﺴﻦ‬
(Brainstorming)
‫ﻪ‬
‫ﻧ‬‫ﺃ‬ ‫ﻋﻠﻰ‬ ‫ﻑ‬
‫ﺮ‬‫ﻳﻌ‬ ‫ﻭﺍﻟﺬﻱ‬
‫ﳎﻤﻮﻋﺔ‬ ‫ﺧﻼﳍﺎ‬ ‫ﻣﻦ‬ ‫ﺗﻘﻮﻡ‬ ‫ﺗﻘﻨﻴﺔ‬
‫ﺑ‬ ‫ﻣﺎ‬ ‫ﻣﺸﻜﻠﺔ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻣﻦ‬ ‫ﻋﺪﺩ‬ ‫ﻃﺮﺡ‬ ‫ﺧﻼﳍﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺟﻠﺴﺎﺕ؛‬ ‫ﺑﻌﻘﺪ‬ ‫ﺑﺎﻻﺑﺘﻜﺎﺭ‬ ‫ﺍﳌﻬﺘﻤﲔ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‬ ‫ﺍﳌﺪﺭﺍﺀ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺒﺎﺣﺜﲔ‬ ‫ﻣﻦ‬
‫ﺣﺮ‬ ‫ﺄﺳﻠﻮﺏ‬
‫ﻭﻣﺸﺠﻊ‬
‫؛‬
‫ﻭﺇﺑﺪﺍﻋﻴﺔ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﻭﺧﻠﻖ‬ ‫ﻟﻠﺨﻴﺎﻝ‬ ‫ﺍﻟﻌﻨﺎﻥ‬ ‫ﻟﻔﻚ‬ ‫ﹰ‬‫ﺎ‬‫ﺳﻌﻴ‬ ‫ﻭﺫﻟﻚ‬ ،‫ﻏﺮﻳﺒﺔ‬ ‫ﻛﺎﻧﺖ‬ ‫ﻣﻬﻤﺎ‬ ‫ﻓﻜﺮﺓ‬ ‫ﺑﺄﻱ‬ ‫ﺐ‬
‫ﺣ‬‫ﺮ‬
‫ﻳ‬ ‫ﺣﻴﺚ‬
17
.
‫ﻭ‬
‫ﺍﻟﺘﻄﻮﺭ‬ ‫ﻣﻊ‬
‫ﹼﻫﲏ‬
‫ﺬ‬‫ﺍﻟ‬ ‫ﺍﻟﻌﺼﻒ‬ ‫ﰲ‬ ‫ﹰ‬‫ﺎ‬‫ﺷﺎﺋﻌ‬ ‫ﳕﻄﺎ‬ ‫ﺑﻌﺪ‬ ‫ﻋﻦ‬ ‫ﻭﺍﻻﺟﺘﻤﺎﻋﺎﺕ‬ ،‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‬ ‫ﺍﻟﻠﻘﺎﺀﺍﺕ‬ ‫ﺃﺻﺒﺤﺖ‬ ،‫ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺗﺸﻬﺪﻩ‬ ‫ﺍﻟﺬﻱ‬
.
‫ﺍﻷﺳﺒﺎﺏ‬ ‫ﻭﻣﻦ‬
‫ﻓﺮﺹ‬ ‫ﺗﻘﻮﻱ‬ ‫ﺍﻟﱵ‬
‫ﺍﻟﺘﻘﻨﻴﺔ‬ ‫ﻫﺬﻩ‬ ‫ﳒﺎﺡ‬
:
‫ﹼﺔ‬
‫ﻗ‬‫ﺑﺪ‬ ‫ﺍﳉﻠﺴﺔ‬ ‫ﻏﺮﺽ‬ ‫ﲢﺪﻳﺪ‬
،
‫ﺍﳉﻤﻴﻊ‬ ‫ﻣﺮﺃﻯ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻋﺮﺽ‬
‫ﻭ‬
‫ﻭﺭﺑﻂ‬ ‫ﺗﻄﻮﻳﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻷﻋﻀﺎﺀ‬ ‫ﺗﺸﺠﻴﻊ‬
‫ﺍﻟﻨﻘﺪ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﻭﲡﻨﺐ‬ ‫ﺍﻟﺒﻌﺾ‬ ‫ﺑﻌﻀﻬﻢ‬ ‫ﺃﻓﻜﺎﺭ‬
.
‫ﺛﺎﻧﻴﺎ‬
:
‫ﲢﺪﻳﺪ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺗﻄﻠﻌﺎﺕ‬
‫ﻣﻌﻬﻢ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﻭﺃﻭﻟﻮﻳﺎﺕ‬
:
‫ﻋﻠﻰ‬ ‫ﻳﻜﻮﻥ‬ ،‫ﺩﻗﻴﻖ‬ ‫ﺑﺸﻜﻞ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲢﺪﻳﺪ‬ ‫ﺑﻌﺪ‬
‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻫﺎﺗﻪ‬ ‫ﻣﻦ‬ ‫ﻃﺮﻑ‬ ‫ﻛﻞ‬ ‫ﻭﺗﻄﻠﻌﺎﺕ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﲢﺪﻳﺪ‬ ‫ﻓﻴﻬﺎ‬ ‫ﺍﻟﻘﺎﺋﻤﲔ‬
.
‫ﻋﻨﻬﺎ‬ ‫ﻭﺍﻹﺟﺎﺑﺔ‬ ‫ﺍﻷﺳﺌﻠﺔ‬ ‫ﻣﻦ‬ ‫ﲨﻠﺔ‬ ‫ﺑﻄﺮﺡ‬ ‫ﺫﻟﻚ‬ ‫ﻭﻳﻜﻮﻥ‬
.
‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻛﻤﺎ‬
‫ﺍﻟﺘﺎﱄ‬ ‫ﺍﻟﺘﺴﺎﺅﻝ‬ ‫ﺇﱃ‬ ‫ﻫﻨﺎ‬ ‫ﺍﳊﺪﻳﺚ‬ ‫ﻭﻳﻘﻮﺩﻧﺎ‬ ،‫ﻣﻌﻬﻢ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺑﺄﻭﻟﻮﻳﺎﺕ‬ ‫ﺍﻹﳌﺎﻡ‬ ‫ﺗﻘﺘﻀﻲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬
:
‫ﺗﺄﺛﲑﺍ‬ ‫ﺍﻷﻛﺜﺮ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻫﻲ‬ ‫ﻣﻦ‬
‫ﺍﳌ‬ ‫ﺑﻨﺸﺎﻁ‬ ‫ﹼﺮﺍ‬
‫ﺛ‬‫ﻭﺗﺄ‬
‫ﺆﺳﺴﺔ؟‬
‫ﺍﺧﺘﻼﻓﻬﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺗﻄﻠﻌﺎﺕ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﻳﺒﲔ‬ ‫ﺍﻟﺘﺎﱄ‬ ‫ﻭﺍﳉﺪﻭﻝ‬
.
‫ﺭﻗﻢ‬ ‫ﺍﳉﺪﻭﻝ‬
1
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﹼﻌﺎﺕ‬
‫ﻠ‬‫ﺗﻄ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻭﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﺗﻄﻠﻌﺎﺕ‬
‫ﺍﻟﻘﻴﻤﺔ‬ ‫ﺧﻠﻖ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﺴﺎﳘﺔ‬
‫ﺍﳌﺴﺎﳘﻮﻥ‬
‫ﺍﻟﺴﻬﻢ‬ ‫ﻗﻴﻤﺔ‬ ‫ﻣﻦ‬ ‫ﻭﺍﻟﺮﻓﻊ‬ ‫ﺍﻷﺭﺑﺎﺡ‬ ‫ﺗﻮﺯﻳﻌﺎﺕ‬
‫ﺧﻄﺮ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﻘﻠﻴﻞ‬ ،‫ﺍﳌﺎﻝ‬ ‫ﺭﺃﺱ‬
‫ﺍﻟﺪﻳﻮﻥ‬
‫ﺎﻝ‬
‫ﻤ‬‫ﺍﻟﻌ‬
‫ﻭﺍﻟﺘﻜﻮﻳﻦ‬ ‫ﺍﻟﻮﻇﻴﻔﻲ‬ ‫ﺍﻷﻣﻦ‬ ،‫ﺍﳌﺪﺍﺧﻴﻞ‬
‫ﺍﻟﺘﻌﺎﻭﻥ‬ ،‫ﺍﻻﺑﺘﻜﺎﺭ‬ ،‫ﺍﻟﺒﺸﺮﻱ‬ ‫ﺍﳌﺎﻝ‬ ‫ﺭﺃﺱ‬ ‫ﺗﻨﻤﻴﺔ‬
‫ﺍﻟﻌﻤﻼﺀ‬
‫ﻭﺍﻷﺳﻌﺎﺭ‬ ‫ﺍﻟﺴﻼﻣﺔ‬ ،‫ﺍﳋﺪﻣﺎﺕ‬ ،‫ﺍﻟﻨﻮﻋﻴﺔ‬
‫ﺍﻟﺸﺮﺍﺀ‬ ‫ﺗﻮﺍﺗﺮ‬ ،‫ﺍﻟﺴﻤﻌﺔ‬ ‫ﲢﺴﲔ‬ ،‫ﺍﻟﻮﻻﺀ‬
‫ﺍﳌﺴﲑﻭﻥ‬
‫ﻭﺍﻟﺴﻠﻄﺔ‬ ‫ﺍﳍﻴﺒﺔ‬ ،‫ﺍﻟﺘﺮﻗﻴﺔ‬ ،‫ﺍﻷﺟﻮﺭ‬
‫ﹼﻤﺔ‬
‫ﻈ‬‫ﺍﳌﻨ‬ ‫ﺗﺴﻴﲑ‬ ‫ﰲ‬ ‫ﺍﻟﻜﻔﺎﺀﺓ‬

10. ‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
‫ﺍﻟﺘﺴﻠﻴﻢ‬ ‫ﻣﻮﺍﻋﻴﺪ‬ ‫ﺍﻧﺘﻈﺎﻡ‬ ،‫ﺍﻟﻜﻔﺎﺀﺓ‬
‫ﺑﺎﻟﻌﻤﻞ‬ ‫ﻭﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﺍﻻﻗﺘﺼﺎﺩ‬ ‫ﺑﺴﻴﺎﺳﺎﺕ‬ ‫ﺍﻟﺪﻋﻢ‬ ،‫ﻭﺍﻻﻋﺘﻤﺎﺩ‬ ‫ﺍﻟﺘﺮﺧﻴﺺ‬
‫ﺍﻟﻜﻠ‬
‫ﻲ‬
‫ﺑﺎﻟﻌﻤﻞ‬ ‫ﻭﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﺍﻟﺴ‬ ‫ﰲ‬ ‫ﺍﻟﻜﺒﲑ‬ ‫ﺑﺎﻷﳕﻮﺫﺝ‬ ‫ﻳﺴﻤﻰ‬ ‫ﻣﺎ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻟﻠﻤﺴﺎﳘﲔ‬ ‫ﺍﻟﻜﺒﲑﺓ‬ ‫ﺍﻷﳘﻴﺔ‬ ‫ﻓﺮﻏﻢ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺃﻭﻟﻮﻳﺎﺕ‬ ‫ﺇﱃ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺎ‬
‫ﻣ‬‫ﺃ‬
‫ﺎﺑﻖ‬
‫ﺑﲏ‬ ‫ﹼﻱ‬
‫ﺬ‬‫ﻭﺍﻟ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺍﳕﻮﺫﺝ‬ ‫ﹼﻪ‬
‫ﻠ‬‫ﳏ‬ ‫ﹼ‬
‫ﻞ‬‫ﻭﺣ‬ ‫ﺷﺪﻳﺪﺓ‬ ‫ﻻﻧﺘﻘﺎﺩﺍﺕ‬ ‫ﺽ‬
‫ﺮ‬‫ﺗﻌ‬ ‫ﺃﻧﻪ‬ ‫ﺇﻻ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲨﻴﻊ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻞ‬ ‫ﻓﻘﻂ‬ ‫ﺍﳌﺴﺎﳘﲔ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻘﺘﺼﺮ‬ ‫ﻻ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺨﺎﻃﺮ‬ ‫ﻞ‬
‫ﻤ‬‫ﲢ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻭﻫﻮ‬ ‫ﺳﺎﺑﻘﻪ‬ ‫ﺇﱃ‬ ‫ﻪ‬
‫ﺟ‬‫ﻳﻮ‬ ‫ﺍﻧﺘﻘﺎﺩ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﻋﻠﻰ‬
.
‫ﻣﻨﻬﻢ‬ ‫ﹼ‬
‫ﻞ‬‫ﻛ‬ ‫ﺃﳘﻴﺔ‬ ‫ﲢﺪﻳﺪ‬ ‫ﻭﻋﻠﻴﻬﺎ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﳍﺬﻩ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺃﳘﻴﺔ‬ ‫ﹼﻢ‬
‫ﻠ‬‫ﺳ‬ ‫ﳍﺎ‬ ‫ﺔ‬
18
.
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺃﻭﻟﻮﻳﺎﺕ‬ ‫ﲢﺪﻳﺪ‬ ‫ﻣﻦ‬ ‫ﲤﻜﻨﻨﺎ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺧﺎﺭﻃﺔ‬ ‫ﻭﺗﺼﻤﻴﻢ‬ ‫ﻭﺿﻊ‬ 
‫ﻢ‬‫ﻳﺘ‬
‫ﺍﳋﺎﺭﻃﺔ‬ ‫ﰲ‬ ‫ﻊ‬
‫ﺑ‬‫ﻣﺮ‬ ‫ﻛﻞ‬ ‫ﻣﻊ‬ ‫ﺗﺘﻤﺎﺷﻰ‬
19
.
‫ﺭﻗﻢ‬ ‫ﻭﺍﻟﺸﻜﻞ‬
:
Group Report Managing SARS Outbreaks, Current Issues in Health
,
‫ﳐﺘﻠﻒ‬ ‫ﻣﻊ‬ ‫ﻭﺍﳊﻮﺍﺭ‬ ‫ﺑﺎﻟﺘﻌﺎﻣﻞ‬ ‫ﺍﻟﻜﻔﻴﻠﺔ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻳﻀﻌﻮﺍ‬ ‫ﺃﻥ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﺎﺋﻤﲔ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺒﻘﻰ‬ ‫ﺍﳋﺎﺭﻃﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻭﺑﻌﺪ‬
‫ﻟﺪﻋﻢ‬ ‫ﻫﺎﻣﺎ‬ ‫ﻣﺼﺪﺭﺍ‬ ‫ﺗﺒﻘﻲ‬ ‫ﻭﻟﻜﻨﻬﺎ‬ ‫ﺎ‬‫ﺣﺎﺟﺎ‬ ‫ﻟﺘﻠﺒﻴﺔ‬ ‫ﻛﺒﲑﺓ‬ ‫ﳎﻬﻮﺩﺍﺕ‬ ‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺘﻄﻠﺐ‬ ‫ﻻ‬
‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﺗﺸﻜﻞ‬ ‫ﻭﺍﻟﱵ‬
D
(
‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻭﻣﺼﺎﱀ‬ ‫ﻧﻔﻮﺫ‬ ‫ﺑﺘﻄﻮﻳﺮ‬
A
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
)
Groupe ZedPharme
(
332
‫ﻋﻼﻗﺔ‬
‫ﻭﻣﺴﺘﺪﺍﻣﺔ‬ ‫ﻣﺴﺘﻘﺮﺓ‬ ‫ﺗﻮﺭﻳﺪ‬
‫ﺍﳊﻜﻮﻣﻴﺔ‬ ‫ﻏﲑ‬ ‫ﻭﺍﳌﻨﻈﻤﺎﺕ‬ ‫ﺍﻟﺒﻴﺌﺔ‬
‫ﺍﻟﺘﻠﻮﺙ‬ ‫ﻣﻦ‬ ‫ﺍﳊﺪ‬ ،‫ﺘﻤﻊ‬‫ﺍ‬ ‫ﺭﻓﺎﻩ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺎﳘﺔ‬
‫ﺍﻟﻘﺎﻧﻮﻧﻴﺔ‬ ‫ﻭﺍﻟﺴﻠﻄﺔ‬ ‫ﺍﳊﻜﻮﻣﺔ‬
‫ﺍﳉﺒﺎﻳﺔ‬ ،‫ﺍﻟﺘﺸﻐﻴﻞ‬ ،‫ﺍﻟﻘﻮﺍﻧﲔ‬ ‫ﺍﺣﺘﺮﺍﻡ‬
‫ﺍﻟﺮﻓﺎﻩ‬ ،‫ﺍﻟﺸﻔﺎﻓﻴﺔ‬ ،‫ﺍﻟﻘﻴﻢ‬ ‫ﺍﺣﺘﺮﺍﻡ‬
‫ﺑﺎﻟﻌﻤﻞ‬ ‫ﻭﺍﻟﺘﺮﺧﻴﺺ‬ ‫ﺍﻟﺸﺮﻋﻴﺔ‬
‫ﲔ‬
‫ﺍﻟﺴ‬ ‫ﰲ‬ ‫ﺍﻟﻜﺒﲑ‬ ‫ﺑﺎﻷﳕﻮﺫﺝ‬ ‫ﻳﺴﻤﻰ‬ ‫ﻣﺎ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻟﻠﻤﺴﺎﳘﲔ‬ ‫ﺍﻟﻜﺒﲑﺓ‬ ‫ﺍﻷﳘﻴﺔ‬ ‫ﻓﺮﻏﻢ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺃﻭﻟﻮﻳﺎﺕ‬ ‫ﺇﱃ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺎ‬
‫ﻣ‬‫ﺃ‬
‫ﻟ‬ ‫ﺍﻷﻛﱪ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬
‫ﺑﲔ‬ ‫ﻠﻌﻼﻗﺔ‬
‫ﹼﻙ‬
‫ﻼ‬‫ﺍﳌ‬
‫ﻭﺍﻹﺩﺍﺭﺓ‬
‫؛‬
‫ﺑﲏ‬ ‫ﹼﻱ‬
‫ﺬ‬‫ﻭﺍﻟ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺍﳕﻮﺫﺝ‬ ‫ﹼﻪ‬
‫ﻠ‬‫ﳏ‬ ‫ﹼ‬
‫ﻞ‬‫ﻭﺣ‬ ‫ﺷﺪﻳﺪﺓ‬ ‫ﻻﻧﺘﻘﺎﺩﺍﺕ‬ ‫ﺽ‬
‫ﺮ‬‫ﺗﻌ‬ ‫ﺃﻧﻪ‬ ‫ﺇﻻ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲨﻴﻊ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻞ‬ ‫ﻓﻘﻂ‬ ‫ﺍﳌﺴﺎﳘﲔ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻘﺘﺼﺮ‬ ‫ﻻ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺨﺎﻃﺮ‬ ‫ﻞ‬
‫ﻤ‬‫ﲢ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻭﻫﻮ‬ ‫ﺳﺎﺑﻘﻪ‬ ‫ﺇﱃ‬ ‫ﻪ‬
‫ﺟ‬‫ﻳﻮ‬ ‫ﺍﻧﺘﻘﺎﺩ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﻋﻠﻰ‬
‫ﻣﻨﻬﻢ‬ ‫ﹼ‬
‫ﻞ‬‫ﻛ‬ ‫ﺃﳘﻴﺔ‬ ‫ﲢﺪﻳﺪ‬ ‫ﻭﻋﻠﻴﻬﺎ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﳍﺬﻩ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺃﳘﻴﺔ‬ ‫ﹼﻢ‬
‫ﻠ‬‫ﺳ‬ ‫ﳍﺎ‬ ‫ﺔ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺧﺎﺭﻃﺔ‬
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺃﻭﻟﻮﻳﺎﺕ‬ ‫ﲢﺪﻳﺪ‬ ‫ﻣﻦ‬ ‫ﲤﻜﻨﻨﺎ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺧﺎﺭﻃﺔ‬ ‫ﻭﺗﺼﻤﻴﻢ‬ ‫ﻭﺿﻊ‬ 
‫ﻢ‬‫ﻳﺘ‬
‫ﺍﻟﱵ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﲢﺪﻳﺪ‬ ‫ﹼ‬
‫ﰒ‬ ‫ﻭﻣﻦ‬ ،‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺘﺨﺬﻫﺎ‬ ‫ﺍﻟﱵ‬ ‫ﺍﳌﺨﺘﻠﻔﺔ‬ ‫ﻭﺍﻟﻮﺿﻌﻴﺎﺕ‬
‫ﺍﳋﺎﺭﻃﺔ‬ ‫ﰲ‬ ‫ﻊ‬
‫ﺑ‬‫ﻣﺮ‬ ‫ﻛﻞ‬ ‫ﻣﻊ‬ ‫ﺗﺘﻤﺎﺷﻰ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺧﺎﺭﻃﺔ‬
the Stakeholders Model
Group Report Managing SARS Outbreaks, Current Issues in Health
Services Management (MM566), 3 May
‫ﳐﺘﻠﻒ‬ ‫ﻣﻊ‬ ‫ﻭﺍﳊﻮﺍﺭ‬ ‫ﺑﺎﻟﺘﻌﺎﻣﻞ‬ ‫ﺍﻟﻜﻔﻴﻠﺔ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻳﻀﻌﻮﺍ‬ ‫ﺃﻥ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﺎﺋﻤﲔ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺒﻘﻰ‬ ‫ﺍﳋﺎﺭﻃﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻭﺑﻌﺪ‬
‫ﺍﻵﰐ‬ ‫ﻋﻦ‬ ‫ﻛﺜﲑﺍ‬ ‫ﲣﺘﻠﻒ‬ ‫ﻻ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﺍﳌﺼﻠﺤﺔ؛‬ ‫ﺃﺻﺤﺎﺏ‬
20
:
‫ﻭﺍﳊﺬﺭ‬ ‫ﺍﳌﺮﺍﻗﺒﺔ‬
‫ﻣﻊ‬
‫ﻤﻮﻋﺔ‬‫ﺍ‬
A
:
‫ﻟﺪﻋﻢ‬ ‫ﻫﺎﻣﺎ‬ ‫ﻣﺼﺪﺭﺍ‬ ‫ﺗﺒﻘﻲ‬ ‫ﻭﻟﻜﻨﻬﺎ‬ ‫ﺎ‬‫ﺣﺎﺟﺎ‬ ‫ﻟﺘﻠﺒﻴﺔ‬ ‫ﻛﺒﲑﺓ‬ ‫ﳎﻬﻮﺩﺍﺕ‬ ‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺘﻄﻠﺐ‬ ‫ﻻ‬
‫ﺍﻷﺳﺎﺳﻴﺔ‬ ‫ﺍﻷﻃﺮﻑ‬ ‫ﻋﻠﻲ‬ ‫ﺍﻟﺘﺄﺛﲑ‬ ‫ﻟﻠﻤﺆﺳﺴﺔ‬ ‫ﻓﻴﻤﻜﻦ‬
)
‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﺗﺸﻜﻞ‬ ‫ﻭﺍﻟﱵ‬
‫ﻣﻨﻬﺎ؛‬ ‫ﻛﺎﰲ‬ ‫ﻋﺪﺩ‬ ‫ﺩﻋﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﳊﺼﻮﻝ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬
‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﺍﳌﻮﺭﺩﻭﻥ‬
‫ﺍﳊﻜﻮﻣﻴﺔ‬ ‫ﻏﲑ‬ ‫ﻭﺍﳌﻨﻈﻤﺎﺕ‬ ‫ﺍﻟﺒﻴﺌﺔ‬
‫ﺍﻟﻘﺎﻧﻮﻧﻴﺔ‬ ‫ﻭﺍﻟﺴﻠﻄﺔ‬ ‫ﺍﳊﻜﻮﻣﺔ‬
‫ﺍﻹﻋﻼﻡ‬ ‫ﻭﺳﺎﺋﻞ‬ ‫ﻭ‬ ‫ﺍﳉﻤﻬﻮﺭ‬
‫ﺍﳌﺼﺪﺭ‬
:
‫ﺍﻟﺒﺎﺣﺜ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻣﻦ‬
‫ﲔ‬
‫ﺍﻟﺴ‬ ‫ﰲ‬ ‫ﺍﻟﻜﺒﲑ‬ ‫ﺑﺎﻷﳕﻮﺫﺝ‬ ‫ﻳﺴﻤﻰ‬ ‫ﻣﺎ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﻟﻠﻤﺴﺎﳘﲔ‬ ‫ﺍﻟﻜﺒﲑﺓ‬ ‫ﺍﻷﳘﻴﺔ‬ ‫ﻓﺮﻏﻢ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺘﻌﺎﻣﻞ‬ ‫ﺃﻭﻟﻮﻳﺎﺕ‬ ‫ﺇﱃ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺎ‬
‫ﻣ‬‫ﺃ‬
‫ﻳﻮﱄ‬ ‫ﻭﺍﻟﺬﻱ‬
‫ﻟ‬ ‫ﺍﻷﻛﱪ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲨﻴﻊ‬ ‫ﻋﻠﻰ‬ ‫ﺑﻞ‬ ‫ﻓﻘﻂ‬ ‫ﺍﳌﺴﺎﳘﲔ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻘﺘﺼﺮ‬ ‫ﻻ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺨﺎﻃﺮ‬ ‫ﻞ‬
‫ﻤ‬‫ﲢ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻭﻫﻮ‬ ‫ﺳﺎﺑﻘﻪ‬ ‫ﺇﱃ‬ ‫ﻪ‬
‫ﺟ‬‫ﻳﻮ‬ ‫ﺍﻧﺘﻘﺎﺩ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﻋﻠﻰ‬
‫ﻣﺆﺳﺴ‬ ‫ﹼ‬
‫ﻞ‬‫ﻓﻜ‬ ‫ﻭﺑﺎﻟﺘﺎﱄ‬
‫ﻣﻨﻬﻢ‬ ‫ﹼ‬
‫ﻞ‬‫ﻛ‬ ‫ﺃﳘﻴﺔ‬ ‫ﲢﺪﻳﺪ‬ ‫ﻭﻋﻠﻴﻬﺎ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﳍﺬﻩ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺃﳘﻴﺔ‬ ‫ﹼﻢ‬
‫ﻠ‬‫ﺳ‬ ‫ﳍﺎ‬ ‫ﺔ‬
‫ﺛﺎﻟﺜﺎ‬
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺧﺎﺭﻃﺔ‬
‫ﺍﻟﱵ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﲢﺪﻳﺪ‬ ‫ﹼ‬
‫ﰒ‬ ‫ﻭﻣﻦ‬ ،‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺘﺨﺬﻫﺎ‬ ‫ﺍﻟﱵ‬ ‫ﺍﳌﺨﺘﻠﻔﺔ‬ ‫ﻭﺍﻟﻮﺿﻌﻴﺎﺕ‬
4
‫ﺍﳋﺎﺭﻃﺔ‬ ‫ﻫﺬﻩ‬ ‫ﻦ‬
‫ﻴ‬‫ﻳﺒ‬
.
‫ﺭﻗﻢ‬ ‫ﺍﻟﺸﻜﻞ‬
4
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺧﺎﺭﻃﺔ‬
:
Source
Peter YUEN,
the Stakeholders Model
Services Management (MM566), 3 May 2004, p6
‫ﳐﺘﻠﻒ‬ ‫ﻣﻊ‬ ‫ﻭﺍﳊﻮﺍﺭ‬ ‫ﺑﺎﻟﺘﻌﺎﻣﻞ‬ ‫ﺍﻟﻜﻔﻴﻠﺔ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻳﻀﻌﻮﺍ‬ ‫ﺃﻥ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﺎﺋﻤﲔ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺒﻘﻰ‬ ‫ﺍﳋﺎﺭﻃﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﻭﺑﻌﺪ‬
‫ﺍﻵﰐ‬ ‫ﻋﻦ‬ ‫ﻛﺜﲑﺍ‬ ‫ﲣﺘﻠﻒ‬ ‫ﻻ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﺍﳌﺼﻠﺤﺔ؛‬ ‫ﺃﺻﺤﺎﺏ‬
‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻭﺍﳊﺬﺭ‬ ‫ﺍﳌﺮﺍﻗﺒﺔ‬
‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬
.
‫ﺍﻷﺳﺎﺳﻴﺔ‬ ‫ﺍﻷﻃﺮﻑ‬ ‫ﻋﻠﻲ‬ ‫ﺍﻟﺘﺄﺛﲑ‬ ‫ﻟﻠﻤﺆﺳﺴﺔ‬ ‫ﻓﻴﻤﻜﻦ‬
‫ﻣﻨﻬﺎ؛‬ ‫ﻛﺎﰲ‬ ‫ﻋﺪﺩ‬ ‫ﺩﻋﻢ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﳊﺼﻮﻝ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬

11. ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺃﺑﻌﺎﺩ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺭ‬
‫ﻓﺎﺭﻡ‬ ‫ﺯﺍﺩ‬ ‫ﻤﻊ‬
‫ﳎ‬ ‫ﻋﻠﻰ‬ ‫ﻣﻴﺪﺍﻧﻴﺔ‬ ‫ﺩﺭﺍﺳﺔ‬
‫ﺍ‬ ‫ﻟﺼﻨﺎﻋﺔ‬
‫ﻷﺩﻭﻳﺔ‬
‫ﺑﻘﺴﻨﻄﻴﻨﺔ‬
)
Groupe ZedPharme
(
333
‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻣﻊ‬ ‫ﻓﺎﻉ‬
‫ﺪ‬‫ﺍﻟ‬
‫ﻤﻮﻋﺔ‬‫ﺍ‬
B
:
‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﻫﺬﻩ‬ ‫ﺣﺎﺟﺎﺕ‬ ‫ﺗﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﳚﺐ‬
)
‫ﺍﻟﻌﺎﻡ‬ ‫ﺍﻟﺮﺃﻱ‬ ،‫ﺍﶈﻠﻴﺔ‬ ‫ﺍﳉﻤﺎﻋﺎﺕ‬
(...
‫ﻭﻳﺘﻌﲔ‬ ‫ﺑﺪﻗﺔ‬ ‫ﻣﻘﺪﺭﺓ‬
‫ﺗﻄﻠﻌﺎﺕ‬ ‫ﻋﻠﻲ‬ ‫ﺍﻟﺘﺄﺛﲑ‬ ‫ﺿﺮﻭﺭﺓ‬ ‫ﺣﺎﻟﺔ‬ ‫ﰲ‬ ‫ﺍﳍﺎﻡ‬ ‫ﺍﻟﺪﻋﻢ‬ ‫ﺗﻘﺪﱘ‬ ‫ﻋﻠﻲ‬ ‫ﻢ‬‫ﻟﻘﺪﺭ‬ ‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﻫﺬﻩ‬ ‫ﻷﻃﺮﺍﻑ‬ ‫ﻭﺍﻟﻜﺎﰲ‬ ‫ﺍﳌﺴﺘﻤﺮ‬ ‫ﺍﻹﻋﻼﻡ‬ ‫ﺍﳌﺴﲑﻳﻦ‬ ‫ﻋﻠﻲ‬
‫ﻤﻮﻋﺔ‬‫ﺍ‬
D
‫ﻭ‬ ‫ﺍﻟﺘﻜﺘﻼﺕ‬ ‫ﻃﺮﻳﻖ‬ ‫ﻋﻦ‬
‫ﻣﻌﻬﻢ؛‬ ‫ﺍﻟﺘﺤﺎﻟﻒ‬
‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺍﻟﺘﻌﺎﻭﻥ‬
‫ﻤﻮﻋﺔ‬‫ﺍ‬
C
:
‫ﺇﱃ‬ ‫ﻳﺘﺤﻮﻟﻮﻥ‬ ‫ﻓﻘﺪ‬ ،‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﺻﻌﺒﺔ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻫﺬﻩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺃﻥ‬ ‫ﺇﻻ‬ ‫ﺍﻟﺴﻠﻤﻴﺔ‬ ‫ﻃﺒﻴﻌﺘﻬﻢ‬ ‫ﻣﻦ‬ ‫ﺑﺎﻟﺮﻏﻢ‬
‫ﻤﻮﻋﺔ‬‫ﺍ‬
D
‫ﻣﻌﻴﻨﺔ‬ ‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﻋﻦ‬ ‫ﺍﳌﺪﺭﻭﺱ‬ ‫ﻏﲑ‬ ‫ﺍﻟﺘﺨﻠﻲ‬ ‫ﻋﻨﺪ‬ ‫ﻭﺧﺎﺻﺔ‬ ‫ﻣﺼﺎﳊﻬﻢ؛‬ ‫ﺗﻘﺪﻳﺮ‬ ‫ﺳﻮﺀ‬ ‫ﺣﺎﻟﺔ‬ ‫ﰲ‬
.
‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﺬﻩ‬ ‫ﺍﳌﺘﻌﻠﻘﺔ‬ ‫ﺍﻟﻘﻀﺎﻳﺎ‬ ‫ﻭﺗﻌﺘﱪ‬
‫ﺍﳌﺼﺎﱀ‬ ‫ﲢﻜﻴﻢ‬ ‫ﺇﱃ‬ ‫ﻳﻘﻮﺩ‬ ‫ﻭﺇﺭﺿﺎﺅﻫﻢ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﻀﺎﻳﺎ‬ ‫ﺃﺻﻌﺐ‬ ‫ﻣﻦ‬
.
‫ﺍﳌﺴﺎﳘﻮﻥ؛‬ ‫ﻏﺎﻟﺒﺎ‬ ‫ﻤﻮﻋﺔ‬‫ﺍ‬ ‫ﻫﺬﻩ‬ ‫ﰲ‬ ‫ﻭﻳﻨﺪﺭﺝ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺍﳌﺸﺎﺭﻛﺔ‬
‫ﻤﻮﻋﺔ‬‫ﺍ‬
D
:
‫ﻛﺎ‬ ‫ﻣﻬﻤﺎ‬
‫ﺍﻷﺳﺎﺳﻴﺔ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻓﻌﻞ‬ ‫ﻓﺮﺩ‬ ‫ﺍﻟﺴﻴﺎﺳﻲ‬ ‫ﺍﻹﻃﺎﺭ‬ ‫ﻥ‬
)
acteurs clés
(
‫ﳛﻈﻰ‬ ‫ﺃﻥ‬ ‫ﳚﺐ‬
‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﻭﺗﻘﻴﻴﻢ‬ ‫ﻭﺿﻊ‬ ‫ﻣﺮﺣﻠﺔ‬ ‫ﰲ‬ ‫ﻟﻠﻤﺆﺳﺴﺔ‬ ‫ﺍﻷﺳﺎﺳﻲ‬ ‫ﺑﺎﻻﻫﺘﻤﺎﻡ‬
)
‫ﺍﻟﻮﺻﻴﺔ‬ ‫ﺍﻹﺩﺍﺭﺓ‬ ،‫ﺍﻟﻌﺎﺋﻠﻴﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺆﺳﺴﲔ‬ ،‫ﺍﻷﺳﺎﺳﻴﲔ‬ ‫ﺍﳌﺴﺎﳘﲔ‬
‫ﺍﻟﻌﻤﻮﻣﻴﺔ‬ ‫ﻟﻠﻤﺆﺳﺴﺔ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ‬
.(...
‫ﺃ‬ ‫ﲟﺜﺎﺑﺔ‬ ‫ﺍﻟﺴﺎﺑﻘﺔ‬ ‫ﺍﳋﻄﻮﺍﺕ‬ 
‫ﺪ‬‫ﻭﺗﻌ‬
‫ﺇﻃﺎﺭ‬ ‫ﰲ‬ ‫ﺗﺴﲑ‬ ‫ﺃﻥ‬ 
‫ﺪ‬‫ﻻﺑ‬ ‫ﺍﳋﻄﻮﺍﺕ‬ ‫ﻫﺬﻩ‬ ‫ﹼ‬
‫ﻥ‬‫ﺃ‬ ‫ﻏﲑ‬ ،‫ﻣﻌﻬﻢ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻋﻼﻗﺔ‬ ‫ﺗﺴﻴﲑ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺩﺍﺭﺓ‬ ‫ﺩﻭﺍﺕ‬
‫ﺲ‬
‫ﺳ‬‫ﺆ‬
‫ﻣ‬‫ﻭ‬ ‫ﺢ‬
‫ﺘ‬‫ﻣﺘﻔ‬ ‫ﺣﻮﺍﺭ‬
.
‫ﺭﺍﺑﻌﺎ‬
:
‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﳊﻮﺍﺭ‬
21
:
‫ﺃﻳﻀﺎ‬ ‫ﺍﻟﻌﻤﻠﻴﺔ‬ ‫ﻫﺬﻩ‬ ‫ﻭﲢﺘﻮﻱ‬ ،‫ﻣﻌﻬﻢ‬ ‫ﺎﺀ‬
‫ﻨ‬‫ﺍﻟﺒ‬ ‫ﻟﻠﺤﻮﺍﺭ‬ ‫ﻣﺪﺧﻞ‬ 
‫ﻢ‬‫ﺃﻫ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﲢﺪﻳﺪ‬ ‫ﺧﻄﻮﺓ‬ 
‫ﺪ‬‫ﺗﻌ‬
‫ﻟﻠﺘﻔﺎﻭﺽ‬ ‫ﺍﳌﻌﺎﺭﺿﺔ‬ ‫ﻭﺍﻷﻃﺮﺍﻑ‬ ‫ﺩﻋﻤﻬﺎ‬ ‫ﻟﻜﺴﺐ‬ ‫ﺪﺓ‬
‫ﻳ‬‫ﺍﳌﺆ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﺣﺼﺮ‬ 
‫ﻢ‬‫ﻳﺘ‬ ‫ﺣﻴﺚ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ؛‬ ‫ﻋﻦ‬ ‫ﺑﺎﻹﻓﺼﺎﺡ‬ ‫ﺗﺒﺪﺃ‬ ‫ﻭﳑﺎﺭﺳﺎﺕ‬ ‫ﺇﺟﺮﺀﺍﺕ‬ ‫ﻋﻠﻰ‬
‫ﻣﻌﻬﺎ‬
.
‫ﻣﻦ‬ 
‫ﺪ‬‫ﻻﺑ‬ ‫ﻭﺍﻟﱵ‬ ‫ﻭﺍﻟﺘﻔﺎﻭﺽ‬ ‫ﺍﻟﺘﺸﺎﻭﺭ‬ ‫ﻋﻤﻠﻴﺔ‬ ‫ﺑﻌﺪﻫﺎ‬ ‫ﻭﺗﺒﺪﺃ‬
‫ﻭﳏﺎﻭﻟﺔ‬ ،‫ﺍﳌﺘﻀﺎﺭﺑﺔ‬ ‫ﺍﳌﺼﺎﱀ‬ ‫ﺑﲔ‬ ‫ﳑﻜﻦ‬ ‫ﺗﻮﺍﺯﻥ‬ ‫ﺃﻗﺼﻰ‬ ‫ﺇﱃ‬ ‫ﺧﻼﳍﺎ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻮﺻﻮﻝ‬
‫ﺍﳌﺴﺘﻔﻴﺪﺓ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﻭﺩﻋﻢ‬ ‫ﺗﺄﻳﻴﺪ‬ ‫ﻭﻛﺴﺐ‬ ‫ﺍﳌﻌﺎﺭﺿﺔ‬ ‫ﺍﻷﻃﺮﺍﻑ‬ ‫ﺇﺭﺿﺎﺀ‬
.
‫ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻃﺮﻕ‬ ‫ﺗﻮﺿﻴﺢ‬ ‫ﻃﺮﻳﻖ‬ ‫ﻋﻦ‬ ‫ﻳﺔ‬
‫ﺪ‬‫ﲜ‬ ‫ﺍﻟﺸﻜﺎﻭﻱ‬ ‫ﺗﺴﻴﲑ‬ 
‫ﻢ‬‫ﻳﺘ‬ ‫ﻛﻤﺎ‬
‫ﺍﻹﻃ‬ ‫ﻫﺬﺍ‬ ‫ﰲ‬ ‫ﺑﺎﻹﻋﻼﻡ‬ ‫ﹼﻔﺔ‬
‫ﻠ‬‫ﻣﻜ‬ ‫ﻣﻜﺎﺗﺐ‬ ‫ﻭﲣﺼﻴﺺ‬ ‫ﺍﳌﺸﺘﻜﲔ‬ ‫ﻣﻊ‬ ‫ﺍﳌﺒﺎﺷﺮ‬ ‫ﻭﻏﲑ‬ ‫ﺍﳌﺒﺎﺷﺮ‬
‫ﺎﺭ‬
.
‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﺸﺎﺭﻛﺔ‬ ‫ﺣﺘﻤﻴﺔ‬ ‫ﺗﺄﰐ‬ ‫ﺍﳌﻤﺎﺭﺳﺎﺕ‬ ‫ﻫﺬﻩ‬ ‫ﻭﺑﻌﺪ‬
‫ﺍﳌ‬ ‫ﰲ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬ ‫ﺗﻨﻔﻴﺬ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺮﻗﺎﺑﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬
‫ﺆﺳﺴﺔ‬
.
‫ﺍﻟﻌﻤﻠﻴﺎﺕ‬ ‫ﹼ‬
‫ﻞ‬‫ﻛ‬ ‫ﻧﺘﺎﺋﺞ‬ ‫ﺢ‬
‫ﺿ‬‫ﺗﻮ‬ ‫ﺍﻟﱵ‬ ‫ﺍﻟﺘﻘﺎﺭﻳﺮ‬ ‫ﺇﻋﺪﺍﺩ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺍﻷﺧﲑ‬ ‫ﻭﰲ‬
‫ﺍﻟﺴﺎﺑﻘﺔ؛‬
‫ﻭﻳ‬
‫ﻜﻮﻥ‬
‫ﺇﻋﺪﺍﺩ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺇﺷﺮﺍﻙ‬
‫ﻃﺮ‬ ‫ﻋﻦ‬ ‫ﻭﺫﻟﻚ‬ ،‫ﺍﻟﻀﺮﻭﺭﻳﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﻘﺎﺭﻳﺮ‬ ‫ﻫﺬﻩ‬
‫ﺍﻻﺳ‬ ‫ﻳﻖ‬
‫ﺘ‬
‫ﻋﺔ‬
‫ﺯ‬‫ﺍﳌﻮ‬ ‫ﻭﺍﻻﺳﺘﺒﺎﻧﺎﺕ‬ ‫ﻄﻼﻋﺎﺕ‬
‫ﻋﻠﻴﻬﻢ‬
.
II
.
‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺇﻃﺎﺭ‬ ‫ﺿﻤﻦ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﻣﻊ‬ ‫ﺍﻟﻌﻼﻗﺔ‬ ‫ﺇﺩﺍﺭﺓ‬
‫ﺭﺃﻳﻨﺎ‬
‫ﺗﻘﺮﻳﺒﺎ‬ ‫ﺍﻟﻔﺘﺮﺓ‬ ‫ﻧﻔﺲ‬ ‫ﻭﰲ‬ ،‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﺍﳌﺆﺳﺴﺔ‬ ‫ﰲ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺑﺄﺻﺤﺎﺏ‬ ‫ﺍﻻﻫﺘﻤﺎﻣﺎﺕ‬ ‫ﺭﺕ‬
‫ﻮ‬‫ﺗﻄ‬ ‫ﻛﻴﻒ‬
)
‫ﺍﻟﺜﻤﺎﻧﻴﻨﺎﺕ‬ ‫ﺳﻨﻮﺍﺕ‬
(
‫ﺍﻟﺘﻴﺎﺭ‬ ‫ﻧﻔﺲ‬ ‫ﻭﰲ‬
‫ﻳﺴﻤ‬ ‫ﻓﻴﻤﺎ‬ ‫ﺟﺪﻳﺪﺓ‬ ‫ﺗﻨﻤﻮﻳﺔ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﻇﻬﺮﺕ‬
‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺑﺎﻟﺘﻨﻤﻴﺔ‬ ‫ﻰ‬
.
1
.
‫ﺍﳉﺰﺋﻲ‬ ‫ﺇﱃ‬ ‫ﹼﻲ‬
‫ﻠ‬‫ﺍﻟﻜ‬ ‫ﺍﻹﻃﺎﺭ‬ ‫ﻣﻦ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬
:
‫ﺍﳌﺘﺤﺪﺓ‬ ‫ﺍﻻﻣﻢ‬ ‫ﻗﻤﺔ‬ ‫ﻣﻦ‬ ً‫ﺀ‬‫ﺍﺑﺘﺪﺍ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﲟﻮﺿﻮﻉ‬ ‫ﺍﻫﺘﻤﺖ‬ ‫ﺍﻟﱵ‬ ‫ﺍﳌﺆﲤﺮﺍﺕ‬ ‫ﺗﻮﺍﻟﺖ‬
‫ﻟﺴﻨﺔ‬
1987
‫ﺇﱃ‬ ‫ﻭﻭﺻﻮﻻ‬
‫ﺍﻷﺧﲑ‬ ‫ﺍﳌﺆﲤﺮ‬
‫ﺭﻳﻮ‬
+
20
‫ﺍ‬‫ﺭ‬‫ﻣﺮﻭ‬ ‫؛‬
‫ﺑ‬

‫ﻢ‬‫ﺄﻫ‬
‫ﻋﻨﻬﺎ‬ ‫ﻀﺖ‬
‫ﺨ‬‫ﲤ‬ ‫ﻭﺍﻟﱵ‬ ‫ﺟﺎﻧﲑﻭ‬ ‫ﺩﻱ‬ ‫ﺭﻳﻮ‬ ‫ﰲ‬ ‫ﺍﻷﻭﱃ‬ ‫ﺍﻷﺭﺽ‬ ‫ﺔ‬
‫ﻤ‬‫ﻗ‬ ‫ﻭﻫﻲ‬ ‫ﺔ‬
‫ﻤ‬‫ﻗ‬
‫ﺍﻷﺟﻨﺪﺓ‬
21
.
‫ﻣﺒﺪﺃ‬ ‫ﻫﻮ‬ ‫ﹼﻬﺎ‬
‫ﳘ‬‫ﺃ‬ ‫ﹼ‬
‫ﻞ‬‫ﻟﻌ‬ ‫ﺍﳌﺼﻠﺤﺔ‬ ‫ﺃﺻﺤﺎﺏ‬ ‫ﺗﻴﺎﺭ‬ ‫ﻣﻊ‬ ‫ﺍﳌﺸﺘﺮﻛﺔ‬ ‫ﺍﻟﻨﻘﺎﻁ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺘﻘﺎﻃﻌﺎﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﺪﻳﺪ‬ ‫ﻣﺒﺎﺩﺋﻬﺎ‬ ‫ﰲ‬ ‫ﺍﳌﺴﺘﺪﺍﻣﺔ‬ ‫ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﻭﲢﻮﻱ‬
‫ﺍﻹﻧﺼﺎﻑ‬
.