This title was first published in 2001. This volume brings together the 25-year output of the longest running programme of research into the making of decisions by top management.
This title was first published in 2001. This volume brings together the 25-year output of the longest running programme of research into the making of decisions by top management.
Dave J. Hickson, Richard J. Butler, David C. Wilson
Inhaltsangabe
Introduction - aims means and results. Part 1 Issues and ideas: studying deciding - an exchange of views between Mintzberg and Waters Pettigrew and Butler H. Mintzberg and J. Waters; decision making at the top of organizations D.J. Hickson; complexity and cleavage - dual explanations of strategic decision making W.G. Astley R. Axelsson R.J. Butler and D.C. Wilson; organization as power D.J. Hickson W.G. Astley RJ. Butler and D.C. Wilson. Part 2 Decision-making processes: sporadic fluid and constricted processes - three empirical types of strategic decision making in organizations D. Cray G.R. Mallory et al; explaining decision processes D Cray et al; electricity and resistance - a case study of innovation and politics D.C. Wilson; the interdepartmental influence of managers - individual and sub-unit perspectives G.K. Kenny and D.C. Wilson; breaking the bounds of organization in strategic decision making D.C. Wilson et al; the limits of trade union power in organization decision making D.C. Wilson et al; strategic investment decision making - complexities politics and process R.J. Butler et al. Part 3 Organizational features: strategic decision making - influence patters in public and private sector organizations G.K. Kenny et al; governmental influence upon decision makingin organizations in the private and public sectors in Britain D.J. Jickson; volunatry organizations in action - strategy in the British voluntary sector D.C. Wilson and R.J. Butler. Part 4 National features: implanted decision making - American-owned firms in Britain R. Axelsson et al; decision style in British and Swedish organizations - a comparative examination of strategic decision making R. Axelsson et al; sensitivity to societal culture in managerial decision making - an Anglo-Brazilian comparison C.A. Arruda and D.J. Hickson. Part 5 Successfully managing implementation: decision making - different organizations differing reasons for success S.B. Rodrigues and D.J. Hickson; implementing strategic decision - four key success factors S. Miller; how organizations can overbalance - decision overreach as a reason for failure D.C. Wilson et al. Part 6 Doing the research: ruminations on munificence and scarcity in research D.J. Hickson.
Introduction - aims means and results. Part 1 Issues and ideas: studying deciding - an exchange of views between Mintzberg and Waters Pettigrew and Butler H. Mintzberg and J. Waters; decision making at the top of organizations D.J. Hickson; complexity and cleavage - dual explanations of strategic decision making W.G. Astley R. Axelsson R.J. Butler and D.C. Wilson; organization as power D.J. Hickson W.G. Astley RJ. Butler and D.C. Wilson. Part 2 Decision-making processes: sporadic fluid and constricted processes - three empirical types of strategic decision making in organizations D. Cray G.R. Mallory et al; explaining decision processes D Cray et al; electricity and resistance - a case study of innovation and politics D.C. Wilson; the interdepartmental influence of managers - individual and sub-unit perspectives G.K. Kenny and D.C. Wilson; breaking the bounds of organization in strategic decision making D.C. Wilson et al; the limits of trade union power in organization decision making D.C. Wilson et al; strategic investment decision making - complexities politics and process R.J. Butler et al. Part 3 Organizational features: strategic decision making - influence patters in public and private sector organizations G.K. Kenny et al; governmental influence upon decision makingin organizations in the private and public sectors in Britain D.J. Jickson; volunatry organizations in action - strategy in the British voluntary sector D.C. Wilson and R.J. Butler. Part 4 National features: implanted decision making - American-owned firms in Britain R. Axelsson et al; decision style in British and Swedish organizations - a comparative examination of strategic decision making R. Axelsson et al; sensitivity to societal culture in managerial decision making - an Anglo-Brazilian comparison C.A. Arruda and D.J. Hickson. Part 5 Successfully managing implementation: decision making - different organizations differing reasons for success S.B. Rodrigues and D.J. Hickson; implementing strategic decision - four key success factors S. Miller; how organizations can overbalance - decision overreach as a reason for failure D.C. Wilson et al. Part 6 Doing the research: ruminations on munificence and scarcity in research D.J. Hickson.
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