Roger Chisholm

Interorganizational Decision Making

• Broschiertes Buch

Produktbeschreibung

As organizations have grown in scale and scope of activities, so have social pressures on every aspect of organizational activity from personnel policies to waste disposal practices. This volume is a rare example of a multidisciplinary approach to an important theoretical problem--the proper means of interorganizational decision making in light of these new pressures. This complex subject is here attacked by nineteen prominent behavioral scientists from a variety of disciplines. The study of interorganizational decision-making is aimed at moving game situations from conditions of conflict or mixed conflict-cooperation to conditions of pure cooperation. It seeks means of facilitating the coordination of decisions whenever interdependencies exist between the decision units. The book discusses variables, which may affect decision making, including awareness of individual and collective payoffs, choice of an organizational structure, response of boundary personnel, and the decision technology that exists to guide the decision makers. The book contains studies on all interorganizational decision making situations, including individual and joint decisions, those at the interface of government and business, and decision making at the international level. Contributions are balanced between quantitative building approaches and practical empirical applications, suggesting avenues for both theoretical and practical work in this new field. The book will be of profound interest to all behavioral and management scientists.

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Produktdetails

• Verlag: Routledge
• Seitenzahl: 320
• Erscheinungstermin: 15. Juli 2007
• Englisch
• Abmessung: 229mm x 152mm x 19mm
• Gewicht: 522g
• ISBN-13: 9780202309262
• ISBN-10: 0202309266
• Artikelnr.: 21484327

Autorenporträt

Roger Chisholm

Inhaltsangabe

Preface
Acknowledgments
I. THE CONCEPT OF INTERORGANIZATIONAL DECISION MAKING
1. Toward a Theory of Joint Decision Making
2. The Concerting of Decisions as a Variable in Organizational Interaction
II. A FRAMEWORK FOR SOLVING JOINT DECISION PROBLEMS: INTRODUCTION
3. Organizational Structures for Joint Decision Making: A Designer's Point of View
4. Determinants o f Interdepartmental Conflict
5. Effective Control through Coherent Decentralization in Separably and Non-Separably Structured Organizations
III. A FRAMEWORK FOR SOLVING JOINT DECISION PROBLEMS: ELABORATION
6. Formal Modeling of Organizations
7. Interorganizational Decision Making and Identity Conflict
8. Decomposition Processes and Their Use In Joint Decision Making
IV . INTERORGANIZATIONAL DECISION MAKING IN A BUSINESS CONTEXT
9. The View from Inside: An Individualistic Approach to the Corporation
10. Interorganization Problem Solving in a Channel of Distribution
11. Joint Decision Technologies with a Production-Marketing Example
V. DECISION MAKING AT THE GOVERNMENT-BUSINESS INTERFACE
12. An Organization-Set Model of Interorganizational Relations
13. Attitudinal Patterns in Joint Decision Making in Multinational Firm-Nation State Relationships
14. Some Welfare Problems of Intertemporal Decision Making
VI. INTERORGANIZATIONAL DECISION MAKING IN GOVERNMENT
15. Defense Organizations and Alliances
16. Joint Decisions in Aerospace
17. Coherent Decentralization of U.S. Defense Force Planning
VII. POSTSCRIPT: SOME FUTURE DEVELOPMENTS