Interorganizational Decision Making

Interorganizational Decision Making


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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.

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 0.72(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     v
Acknowledgments     xi
The Concept of Interorganizational Decision Making     1
Toward a Theory of Joint Decision Making   Matthew F. Tuite     9
The Concerting of Decisions as a Variable in Organizational Interaction   Roland L. Warren     20
A Framework for Solving Joint Decision Problems: Introduction     33
Organizational Structures for Joint Decision Making: A Designer's Point of View   Leonid Hurwicz     37
Determinants of Interdepartmental Conflict   Kenneth W. Thomas   Richard E. Walton   John M. Button     45
Effective Control through Coherent Decentralization in Separably and Non-Separably Structured Organizations   Kenneth O. Kortanek     70
A Framework for Solving Joint Decision Problems: Elaboration     83
Formal Modeling of Organizations   Stanley Reiter     87
Interorganizational Decision Making and Identity Conflict   Richard E. Walton     94
Decomposition Processes and Their Use In Joint Decision Making   Jerome E. Hass     112
Interorganizational Decision Making in a Business Context     127
The View from Inside: An Individualistic Approach to the Corporation   Gordon Tullock     133
Interorganization Problem Solving in a Channel of Distribution   James L. Heskett     144
Joint Decision Technologies with a Production-Marketing Example   David P. Baron     162
Decision Making at the Government-Business Interface     177
An Organization-Set Model of Interorganizational Relations   William M. Evan     181
Attitudinal Patterns in Joint Decision Making in Multinational Firm-Nation State Relationships   Howard V. Perlmutter     201
Some Welfare Problems of Intertemporal Decision Making   Edna Loehman   Andrew Whinston     222
Interorganizational Decision Making in Government     251
Defense Organizations and Alliances   Jacques Van Ypersele de Strihou     261
Joint Decisions in Aerospace   Philip N. Whittaker     270
Coherent Decentralization of U.S. Defense Force Planning   William A. Niskanen     277
Postscript: Some Future Developments     287

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