Economía
IESE Publishing > Economía
-
-
Dirección Comercial
Nueno J. L.; Reutskaja E.
IESE (España)
- Edificios emblemáticos construidos por "artistas" líderes en este campo o "arquitectos estrella" ("starchitecs") como Lord Norman Foster, Frank Gehry,
Santiago Calatrava, Jean Nouvel ofrecen exactamente la nueva dimensión que es capaz de resolver los problemas de las empresas y conseguir un crecimiento sostenible. Los casos estudiados del museo Guggenheim de Bilbao el Gherkin de Londres, la Opera de Sydney son claros ejemplos de como un edificio emblemático es capaz de conseguir la sinergia del diseño exterior, el ambiente interno y la finalidad operativa.
Este documento trata sobre el impacto económico, social, ambiental, turístico y comercial que esta estructura icónica puede generar.
La construcción de edificios emblemáticos permite generar sinergias de los factores externos e internos y conseguir un excelente impacto positivo en el desarrollo regional.
Expandir resumen
Ocultar resumen
-
-
Dirección Comercial
Nueno J. L.; Reutskaja E.
IESE (España)
- Emblematic buildings, constructed by the leading ¿artists¿ in this field or ¿starchitects¿ such as Lord Norman Foster, Frank Gehry, Santiago Calatrava,
Jean Nouvel are exactly the new dimension that is capable solving the problems of businesses and achieve sustainable growth. Case studies of Guggenheim Museum in Bilbao, ¿the Gherkin¿ in London, Sydney Opera House are vivid examples of how an emblematic building is capable of achieving synergy from exterior design, internal environment and operational purposefulness.
This paper discussed the economic, social, environmental, touristic and commercial impact that iconic structure can generate. Construction of emblematic buildings allows gaining synergy from the external and internal factors and achieving outstanding positive impact on regional development.
Edificios emblemáticos construidos por "artistas" líderes en este campo o "arquitectos estrella" ("starchitecs") como Lord Norman Foster, Frank Gehry, Santiago Calatrava, Jean Nouvel ofrecen exactamente la nueva dimensión que es capaz de resolver los problemas de las empresas y conseguir un crecimiento sostenible. Los casos estudiados del museo Guggenheim de Bilbao el Gherkin de Londres, la Opera de Sydney son claros ejemplos de como un edificio emblemático es capaz de conseguir la sinergia del diseño exterior, el ambiente interno y la finalidad operativa.
Este documento trata sobre el impacto económico, social, ambiental, turístico y comercial que esta estructura icónica puede generar.
La construcción de edificios emblemáticos permite generar sinergias de los factores externos e internos y conseguir un excelente impacto positivo en el desarrollo regional.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- Much of the power of economics as a social science resides in its ability to reveal the logic underlying a wide range of human behaviors. Economists have
developed mathematical tools that illuminate the kinds of cost-benefit calculations that influence people's choices. Indeed, economists have even done a good job of highlighting the rational choices that have contributed to something as problematic as the obesity epidemic. In this chapter, Peter Ubel provides a brief history of the theories behind the free market's assumption that obesity, and other harmful conditions and consumer behaviors, are the result of personal choices and, therefore, do not warrant public intervention.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- Much of economic theory has revolved around the age-old assumption that humans make choices rationally and based on probability, or what we have learned
from previous experience. Free markets operate under this assumption, even going so far as to frame the obesity epidemic as the result of personal choices made by rational individuals. In this chapter, physician and behavioral economist Peter Ubel explores the origins of behavioral economics, which challenges the assumption that humans always act in their own best interest.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- The theory that human beings act rationally and in their own best interest has dominated economics since the publication of Adam Smith's influential book,
Wealth of Nations. More recently, however, research in psychology and economics has uncovered evidence that the opposite is true: people do not always make rational choices. This chapter looks at examples of irrational consumer behavior as it details the quest of some economists to show how irrational forces can influence market transactions--a foundational principle of the relatively nascent field of behavioral economics.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- Is it ever appropriate to restrict people's liberties to protect them from their own bad decisions? One of the advantages of the nineteenth-century economic
view of human nature is that it leads to straightforward answers to these kinds of questions. To almost any policy problem, the believer in rationality replies: leave it up to the market. But unfortunately, the freedom of personal choice has proven not to be the cure-all that its proponents claim it to be. Even when people know what they want out of life, they often lack the decision-making competence to obtain these goals. In this chapter, Ubel describes the efforts of behavioral economists to challenge the traditional economic view that society faces an all-or-nothing choice between liberty and coercion.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- Free markets operate under the assumption that human beings make rational choices about consumption. Some market enthusiasts have gone so far as to contend
that even obesity is a lifestyle choice and, therefore, society should leave people alone to determine their optimal waistlines. Behavioral economist and physician Peter Ubel, however, argues that it's actually the interaction of modern markets with genetics and social factors, and rational with irrational behavior, that has created the obesity epidemic. This theory suggests that the free market will never be able to solve the problem on its own, as so many free market advocates have claimed.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- It's amazing how frequently we are faced with choices between immediate and delayed gratification. A dieter chooses between the short-term joys of a cupcake
and the long-term benefits of losing weight. A young couple decides between the immediate gratification of splurging on an expensive trip or the delayed benefits of investing in retirement. Are such preferences for now or later rational or irrational? Should people be left alone to make such choices, or should society intervene to direct people toward wise long-term behaviors? This chapter considers these questions, and their implications for free market theory.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- Social scientists have discovered in the last couple of decades that people's decisions are often biased by an inability to predict what will make them
happy. Many economists, however, have overlooked or underemphasized the importance of people's emotional lives in their decision-making processes. Standard economic theory, for instance, holds that if commuting is a source of unhappiness, people will choose long commutes only if they believe such commutes will raise their happiness in other ways, like bringing them higher pay or better living conditions. However, studies conducted in Germany and the U.S. have found that the longer people commute each day, the less satisfied they are with their overall lives. In this chapter, behavioral economist Peter Ubel, explores the failure of the market to give us the neighborhoods and the commutes that we deserve.
Expandir resumen
Ocultar resumen
-
-
Dirección Estratégica
Ubel P. A.
HBSP (USA)
- People make all kinds of risky decisions in their lives. Rock climbers and white-water rafters, for example, enjoy these activities because of the risk
involved. Other risks, like riding your bike through congested streets to work, are worth taking despite the risk. We all accept that taking risks is often the rational thing to do. But what about smoking? Can we talk about rational decision making in the context of addictive drugs like tobacco? In this chapter, physician and behavioral economist Peter Ubel considers the difference between knowing a risk and feeling a risk and discusses whether or not the irrational choices consumers sometimes make justify increased government regulation of products like drugs and alcohol.
Expandir resumen
Ocultar resumen
ÚLTIMOS DOCUMENTOS SOBRE ECONOMÍA
-
Ubel P. A.
-
Ubel P. A.
-
Nueno J. L.; Reutskaja E.
-
Ubel P. A.
-
Nueno J. L.; Reutskaja E.
NOVEDADES
-
Álvarez de Mon S.
-
Brunse, Simone; Colburn, Forrest D
-
Fairchild G.; Smith R.; Zienta E.
-
de Royere, Alexandra; Wells, Louis T.
-
Leguizamon, Francisco A.; Lesizza, Mateo
-
Gómez Minakata, Carlos; Taracena, Enrique
-
Belleza S.; Stremersch S.
-
Hess, Edward D.
-
Zimmerman, Alan
-
Aguilera Nieves A.; Llano M. A.
-
Bertoneche, Marc L.; Hynes, Ken; Jacque, Laurent; Sauvage, Agnes; Woolman, Jennifer
-
Exprua, Jose A.; Sanz, Luis J.
-
Sánchez-Runde C.
-
Lucas Chinchilla P.
-
Álvarez de Mon S.