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
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 practicesHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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
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
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