Roger Chisholm
Interorganizational Decision Making
Roger Chisholm
Interorganizational Decision Making
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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
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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
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis
- Seitenzahl: 316
- Erscheinungstermin: 15. Juli 2007
- Englisch
- Abmessung: 224mm x 151mm x 21mm
- Gewicht: 485g
- ISBN-13: 9780202309262
- ISBN-10: 0202309266
- Artikelnr.: 21484327
- Verlag: Taylor & Francis
- Seitenzahl: 316
- Erscheinungstermin: 15. Juli 2007
- Englisch
- Abmessung: 224mm x 151mm x 21mm
- Gewicht: 485g
- ISBN-13: 9780202309262
- ISBN-10: 0202309266
- Artikelnr.: 21484327
Roger Chisholm
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
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
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
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