Interorganizational Decision Making

by Roger Chisholm

Overview

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. This volume is a rare example of a multidisciplinary approach to an important theoretical problem—the proper means of interorganizational decision making in light of these new pressures. This complex subject is here attacked by nineteen prominent behavioral scientists from a variety of disciplines.

The study of interorganizational decision-making is aimed at moving game situations from conditions of conflict or mixed conflict-cooperation to conditions of pure cooperation. It seeks means of facilitating the coordination of decisions whenever interdependencies exist between the decision units. The book discusses variables, which may affect decision making, including awareness of individual and collective payoffs, choice of an organizational structure, response of boundary personnel, and the decision technology that exists to guide the decision makers.

The book contains studies on all interorganizational decision making situations, including individual and joint decisions, those at the interface of government and business, and decision making at the international level. Contributions are balanced between quantitative building approaches and practical empirical applications, suggesting avenues for both theoretical and practical work in this new field. The book will be of profound interest to all behavioral and management scientists.

Product Details

ISBN-13:	9780202309262
Publisher:	Transaction Publishers
Publication date:	07/15/2007
Pages:	316
Product dimensions:	6.00(w) x 9.00(h) x (d)

About the Author

Matthew F. Tuite is associate professor emeritus of Managerial Economics and Decision Sciences at the Kellogg School of Management.

Roger K. Chisholm is professor emeritus of finance / economics at the University of Arkansas, Little Rock. He is coauthor of Forecasting Methods and has prepared reports on Indian land cessions for the Indiana Claims Commission.

Michael Radnor is professor of management and organizations at the Kellogg School of Management, Northwestern University. He held the position of chair in this department from 1968-1975. He has had professional experience in business in the United States and abroad. The coauthor of Management Sciences in Government, he has contributed widely to professional journals.

Table of Contents

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