Traduction des connotations autonymiques dans trois romans de Michel Houellebecq

This paper deals with the autonyms or the widespread, orthographically indeterminate use of italics and quotation marks in Slovene translations of three of Houellebecq’s novels, which have been elaborated by three different Slovene translators. Autonyms are divided into three main categories according to whether they convey the words of definite or indefinite individuals, the language of the narrator himself or the concepts and values of the whole society. Within the framework of a style often qualified as “white”, the extended use of italics and quotation marks with function of autonymic connotation allows the author to transmit to the reader very fine semantic nuances and contributes to the richness of his work. Like metaphorical networks, stylems such as the recurrent and extended use of italics and quotation marks require from the translator a preliminary work of interpretation and the development of a coherent strategy making it possible to preserve intact the function of these elements in the narrative. Although the three translations analysed can be considered as globally faithful to Houellebecq’s texts and made possible the notoriety of the French writer in Slovenia, none of them is distinguished by a rigorous and coherent treatment of autonymic connotations indicated by non-normative use of italics and quotation marks. The most frequent and damaging anomalies are the maintenance of these visual signs where the expressions indicated in French do not have to be in Slovenian or, on the contrary, their elimination where it is perfectly possible and appropriate to maintain them for the detailed understanding of the text. The author draws attention to possible solutions and opts for the elaboration of a consistent translation strategy for the treatment of the analysed elements.

EXPRESS: Coauthoring collaborative strategy when voices are many and authority is ambiguous

In interorganizational teams, processes are more complex and structures less clear than in intraorganizational settings. Different perspectives come together and authoritative positions are often ambiguous, which makes establishing what to do problematic. We adopt a ventriloquial analytical lens and pose the question: How exactly do interorganizational team members build a collaborative strategy under these conditions, in their situated interactions? Our findings show how many different voices (individual, organizational, team, and other) shape members’ strategy-making and reveal these voices’ performative authoritative effects: Members established their team’s strategy and produced the needed authority to do so through three coauthoring practices, namely the proposition, appropriation, and expropriation of voices. When members switched between the practices and different voices, these voices were either woven together or moved apart. We sketch a conceptualization of strategy as a relational assemblage and develop a process model of strategy coauthoring to illuminate these dynamics.

Effects on corporate performance through ISS-enabled strategy-making on dynamic and improvisational capabilities

PurposeThis study develops the idea that resource orchestration (RO) of ISS-enabled strategy-making (ISS-SM) can influence dynamic and improvisational capabilities in innovation resulting in corporate performance (CP) gains under a hostile environment.Design/methodology/approachThe structural equation modeling is applied to the data collected from 551 Brazilian firms.FindingsThe results suggest that ISS-SM facilitates dynamic and improvisational capabilities in innovation, consequently promoting CP. The research also showed that, under conditions of high environmental hostility, the impact of improvisational capabilities in innovation on CP is significantly amplified. Finally, in the specific case of high hostility, ISS-SM is especially important in enabling organizational capabilities on CP, for digital mastery firms, large firms in the manufacturing and services sectors.Practical implicationsThe findings provide insights on how RO of ISS and resource management action enable strategy-making to leverage innovation and corporate performance during an uncertain environment.Originality/valueThis study developed an original contribution to resource orchestration, information systems strategies, and strategy-making literature through developing a novel construct of ISS-enabled strategy-making to enhance proximate and distal outcomes under a hostile environment.

Actionable Pattern-Driven Analytics and Prediction

Pattern-driven analytics and mining has received a lot of attention in the last two decades, because information discovered in data can be used to support decision and strategy making [...]