Bradford Studies of Strategic Decision Making

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Overview

This unique volume brings together for the first time the 25 year output of the longest running program of research into the making of decisions by top management. It describes and explains the processes of arriving at major decisions and how they are affected by the issue under decision, the form of organization and national differences and then, finally, success and failure in implementation. The program continues with research on routes in successfully managing implementation.
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Product Details

  • ISBN-13: 9781840147506
  • Publisher: Ashgate Publishing, Limited
  • Publication date: 7/28/2000
  • Series: Classic Research in Management Series
  • Edition description: New Edition
  • Pages: 506
  • Product dimensions: 9.61 (w) x 6.65 (h) x 1.77 (d)

Table of Contents

Acknowledgements
Series Preface
Introduction
1 Studying Deciding: An Exchange of Views Between Mintzberg and Waters, Pettigrew, and Butler 3
2 Decision-Making at the Top of Organizations 19
3 Complexity and Cleavage: Dual Explanations of Strategic Decision-Making 47
4 Organization as Power 67
5 Sporadic, Fluid and Constricted Processes: Three Types of Strategic Decision Making in Organizations 115
6 Explaining Decision Processes 143
7 Electricity and Resistance: A Case Study of Innovation and Politics 169
8 The Interdepartmental Influence of Managers: Individual and Sub-unit Perspectives 191
9 Breaking the Bounds of Organization in Strategic Decision Making 211
10 The Limits of Trade Union Power in Organisational Decision Making 235
11 Strategic Investment Decision-Making: Complexities, Politics and Processes 255
12 Strategic Decision Making: Influence Patterns in Public and Private Sector Organizations 279
13 Governmental Influence Upon Decision Making in Organizations in the Private and Public Sectors in Britain 299
14 Voluntary Organizations in Action: Strategy in the Voluntary Sector 309
15 Implanted Decision-Making: American Owned Firms in Britain 335
16 Decision Style in British and Swedish Organizations: A Comparative Examination of Strategic Decision Making 357
17 Sensitivity to Societal Culture in Managerial Decision-Making: An Anglo-Brazilian Comparison 371
18 Success in Decision Making: Different Organizations, Differing Reasons for Success 397
19 Implementing Strategic Decisions: Four Key Success Factors 421
20 How Organizations Can Overbalance: Decision Overreach as a Reason for Failure 447
21 Ruminations on Munificence and Scarcity in Research 465
Name Index 481
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