The consequences of decision making:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford [u.a.]
Oxford Univ. Press
2007
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | VI, 166 S. |
| ISBN: | 9780199206285 |
Internformat
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Datensatz im Suchindex
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| adam_text | Contents
Preface vii
Acknowledgements viii
1. Decision as Institution 1
Decision, the Individual, and the Organization 2
Theories of Decision 4
The Consequences of Decision 6
2. Deciding for Responsibility and Legitimation: Alternative
Interpretations of Organizational Decision Making 13
Decisions as Choices or MobUizers 14
Decision Making as Responsibility Allocation 17
Implications for Decision Makers 21
Implications for Action 23
Decisions as Legitimation 25
The Four Roles of Decision 27
3. The Irrationality of Action and Action Rationality: Decisions,
Ideologies, and Organizational Actions 32
The Decision Making Perspective and Irrationality 32
Decisions as Initiators of Actions 35
Ideologies that Facilitate Actions 41
Ideological Shifts that Foster Radical Changes 43
Conclusions 46
4. Implementing Reforms 50
The New SJ 51
The Simplicity of Reforms and the Complexity
of Reality 52
Presentation and Results 60
Implementing Reforms: A Model 61
5. Responsibility as an Impediment to Influence—The Case
of Budgeting 69
Budgeting 69
Budgeting Under Stagnation 72
Roles and Actors in the Budget Process 74
Jtm
vi Contents
The Allocation of Responsibility 79
Control—Supply and Demand 84
Budgeting as an Instrument for Financing 86
6. Industrial Policy as Implementation or Legitimation 91
Society as Hierarchy 91
Can the State Control Industry? 92
The Will to Control—Implementation or Legitimation? 95
PLACE—Implementation Policy or Legitimation Policy? 102
A Summary 107
7. Organized Hypocrisy 111
Hypocrisy Revisited 111
Talk as Output—How Hypocrisy Works 117
Conflicting Demands—How Hypocrisy Arises 120
Meta Hypocrisy 124
Stable and Unstable Hypocrisy 126
Evaluating Hypocrisy 131
8. Ideas and Actions: Justification and Hypocrisy as Alternatives
to Control 135
The Problem of Consistency: What Can Be Said But Not Done And
What Can Be Done But Not Said 137
Ideas and Action—The Problem of Control 144
Combining Consistency and Control—The Problem of Time 147
Solutions—Justification and Hypocrisy 151
The Practical Effects of Impractical Models 156
Index 161
|
| adam_txt |
Contents
Preface vii
Acknowledgements viii
1. Decision as Institution 1
Decision, the Individual, and the Organization 2
Theories of Decision 4
The Consequences of Decision 6
2. Deciding for Responsibility and Legitimation: Alternative
Interpretations of Organizational Decision Making 13
Decisions as Choices or MobUizers 14
Decision Making as Responsibility Allocation 17
Implications for Decision Makers 21
Implications for Action 23
Decisions as Legitimation 25
The Four Roles of Decision 27
3. The Irrationality of Action and Action Rationality: Decisions,
Ideologies, and Organizational Actions 32
The Decision Making Perspective and Irrationality 32
Decisions as Initiators of Actions 35
Ideologies that Facilitate Actions 41
Ideological Shifts that Foster Radical Changes 43
Conclusions 46
4. Implementing Reforms 50
The New SJ 51
The Simplicity of Reforms and the Complexity
of Reality 52
Presentation and Results 60
Implementing Reforms: A Model 61
5. Responsibility as an Impediment to Influence—The Case
of Budgeting 69
Budgeting 69
Budgeting Under Stagnation 72
Roles and Actors in the Budget Process 74
Jtm
vi Contents
The Allocation of Responsibility 79
Control—Supply and Demand 84
Budgeting as an Instrument for Financing 86
6. Industrial Policy as Implementation or Legitimation 91
Society as Hierarchy 91
Can the State Control Industry? 92
The Will to Control—Implementation or Legitimation? 95
PLACE—Implementation Policy or Legitimation Policy? 102
A Summary 107
7. Organized Hypocrisy 111
Hypocrisy Revisited 111
Talk as Output—How Hypocrisy Works 117
Conflicting Demands—How Hypocrisy Arises 120
Meta Hypocrisy 124
Stable and Unstable Hypocrisy 126
Evaluating Hypocrisy 131
8. Ideas and Actions: Justification and Hypocrisy as Alternatives
to Control 135
The Problem of Consistency: What Can Be Said But Not Done And
What Can Be Done But Not Said 137
Ideas and Action—The Problem of Control 144
Combining Consistency and Control—The Problem of Time 147
Solutions—Justification and Hypocrisy 151
The Practical Effects of Impractical Models 156
Index 161 |
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| discipline | Wirtschaftswissenschaften |
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| spellingShingle | Brunsson, Nils 1946- The consequences of decision making Bedrijfsuitoefening gtt Besluitvorming gtt Rationaliteit gtt Decision making Entscheidungsverhalten (DE-588)4113448-5 gnd Organisation (DE-588)4043774-7 gnd Entscheidungsfindung (DE-588)4113446-1 gnd |
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| title | The consequences of decision making |
| title_alt | The consequences of decision-making |
| title_auth | The consequences of decision making |
| title_exact_search | The consequences of decision making |
| title_exact_search_txtP | The consequences of decision making |
| title_full | The consequences of decision making Nils Brunsson |
| title_fullStr | The consequences of decision making Nils Brunsson |
| title_full_unstemmed | The consequences of decision making Nils Brunsson |
| title_short | The consequences of decision making |
| title_sort | the consequences of decision making |
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