The Bradford Studies of Strategic Decision Making (eBook, PDF)

Redaktion: Hickson, Dave J.; Wilson, David C.; Butler, Richard J.

• Format: PDF

Produktbeschreibung

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.

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Produktdetails

• Verlag: Taylor & Francis eBooks
• Seitenzahl: 506
• Erscheinungstermin: 12. Juli 2017
• Englisch
• ISBN-13: 9781351755733
• Artikelnr.: 48860665

Autorenporträt

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.