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This study aims to investigate a declaration of the principles of the Société de Philosophie des Sciences de Gestion/Society for the Philosophy of Organisation sciences (SPSG). Organisation sciences still need to be questioned and rendered more complex, even mistreated, and the concepts they apply have yet to be clarified, mastered and organised to go beyond management ideologies that obscure the project to develop a genuine science, with pseudo-rationalisation replacing real thought.

This task could be accorded to a philosophy of organisation sciences that should be understood as a “philosophy of science of organisation sciences”.

The aim of such a philosophical programme is twofold: to expose the presuppositions and predispositions of organisation scholars and to analyse and clarify their scientific theories and concepts.

The ambition of the SPSG is to contribute to the development of that philosophical programme.

This paper aims to describe how, during the period after the scenarios have been sketched out but before the company leadership reaches the strategy‐development or investment‐decision stage, a continuous learning process can help planners and senior decision‐makers identify and track the unfolding events that are most relevant to the challenges and big issues facing their organization.

In the case example, a web‐connected Event, Pattern, Structure (EPS) tool allows all members of a multi‐stakeholder Scenario Planning Steering Group, as well as invited experts, to submit news articles, conference reports, research, scholarly articles and other published information into a database that is organized with links to four scenarios and their driving forces.

As the case demonstrates, an ongoing EPS process related to the scenarios and key drivers can support strategic monitoring of the business environment with the scenarios serving an organizing structure.

This continuous learning tool is particularly useful for companies that develop scenarios that evolve over long periods of time, a practice that is usually determined by the investment window or marketing cycle of an organization.

Research collected in the EPS system can be used to watch for developments that portend operating‐environment changes. Planners can generate early indicators that signal whether a particular scenario or trends within a scenario are emerging.

This paper aims to look at three management research papers, which are placed in dialogue with Gilbert Simondon’s philosophy.

Notable research articles are subjected to a thorough de-construction and re-construction process, as they are examined through the lens of Gilbert Simondon’s ontological and epistemological perspectives.

Some solutions to epistemological antinomies underpinning management science are proposed, by relying on Simondonian paradigms.

This paper involved no direct field study. The transcendental status of Simondon’s propositions is briefly called into question but is not addressed per se.

Showing the fuzziness, not to say irrelevance, of efforts to make a strict demarcation between business and society, as illustrated by qualitative meta-analyses of management science cases.

Simondon’s importance is barely beginning to be acknowledged in the field of Social and Management Science. This paper takes a step toward rectifying this oversight by providing scholars with an introduction to his main concepts and illustrates how they might be transposed into management science by subjecting management scholarly papers to his “experiments of thought” approach.

Many software packages require you to specify details about memory size, installed options, etc., to ensure correct operation of the program by answering a series of questions regarding the type of display, printer, etc., connected to your computer. This information is often stored in a configuration file, which the application reads each time it starts up. Normally, you only have to set up the configuration file once, when you first use the program.

Considers the solutions to the problems caused by the installation of a new M310 Workstation. Describes the creation of “OLD”, a series of batch files allowing the user to save edited CAT ME records for later reuse. Surmises that other variations are available, depending on needs.

The April 1987 OCLC Micro (p. 13) describes one way you can set up a menu system to make it easier to use a hard disk. Here's a variation that uses simple commands as well as a menu, leaving people free to use either. The instructions assume you're familiar with the MD (MKDIR) and CD (CHDIR) commands.

If your hard disk is (soon to be) installed, you're ready to learn about hard disk management. In this article, I'll attempt to briefly define hard disk management and why it's important. I'll outline one method of organizing a hard disk and explain each step. I've included a short glossary of terms that may not be familiar and a bibliography of several articles that present different approaches to the same process (I found Nieburg's article especially helpful). When you've completed this article, I hope you'll have a clearer understanding of what a hard disk can do for you and what you must do to achieve that usefulness. If you choose to follow me step‐by‐step, you'll also have a menu‐driven hard disk system that can manage your functional requirements easily.

Describes a recent study conducted by the British Library Document and Supply Centre (BLDSC) aimed at determining whether its data could provide a useful indicator to the science policy community, as a more forward looking supplement to citation analysis. Finds that patterns of document demand and use measures of information services can provide useful data on the information infrastructure of industrial research.

The problems encountered in using the DOS TYPE command when trying to view a file on the screen, either because you don't have a printer connected to your PC or because you want to see if you really want a hard copy, can be solved using the DOS PATH and PIPE commands.

Gives a program which can be used to redefine keys to produce certain shortcuts using ANSI. Explains the process as well as warning potential users of possible difficulties