Management in networks: on multi-actor decision making
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Routledge
2008
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | X, 162 S. grap. Darst. |
| ISBN: | 0415462495 0415462487 9780415462495 9780415462488 |
Internformat
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| 264 | 1 | |a London [u.a.] |b Routledge |c 2008 | |
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Datensatz im Suchindex
| _version_ | 1804137530785792000 |
|---|---|
| adam_text | Contents
Illustrations
ix
1
The rise of multi-actor networks
1
1.1
Networks
1
1.2
About this book
6
2
Networks and decision-making processes
8
2.1
Introduction
8
2.2
Hierarchy models: assumptions
8
2.3
Structure of networks: variety
14
2.4
Structure of networks: closedness
18
2.5
Structure of networks: interdependence
20
2.6
Network dynamic
22
2.7
Decision-making processes in networks
23
2.8
Decision making and language
32
3
Strategies in networks: the essence
35
3.1
Introduction
35
3.2
Actors and actor analyses
36
3.3
Relationship management: redundancy
42
3.4
Multi-issue decision making
49
3.5
Managing winners and losers
54
4
Strategies: a comparison between project-based and
process-based change
60
4.1
Introduction
60
4.2
Problem formulation: precise problem definitions
are not attractive
61
vi
Contents
4.3
Goals: clear aims make an actor deaf and blind
65
4.4
First intermezzo: the commitment power of an actor
68
4.5
Information: the right information does not exist
70
4.6
Second intermezzo: freezing and unfreezing
73
4.7
Decision making is merely ticking off what has
already been decided
75
4.8
Third
intermezzo:
the risks of Plan Do Check Act thinking
80
4.9
Implementation: new round, new opportunities
81
4.10
Fourth intermezzo: strategic behaviour
84
4.11
Evaluation: achieving one s goal is not everything
85
4.12
The Law of Diminishing Effectiveness: strategies
can be short-lived
87
5
Trust and rules of the game in networks
90
5.7
Introduction
90
5.2
The reliability paradox
90
5.3
Rules of the game concerning the position of actors in
decision making
96
5.4
Rules of the game concerning the process of decision
making
105
5.5
Normative dilemmas 111
5.6
Concluding remarks
114
6
Hybrid strategies: the role of command and control
in networks
115
6.1
Introduction
115
6.2
Strategy
1.
The shadow of hierarchy : threatening
unilateral action to influence the perception of gain
among other actors
116
6.3
Strategy
2.
Unilateral intervention to change the
pattern of interdependencies
118
6.4
Strategy
3.
Unilateral action as an incentive for a
flying start to decision-making process
119
6.5
Strategy
4.
Unilateral action after cooperation
has failed
120
6.6
Strategy
5.
Unilateral interventions with regard to
procedures
121
6.7
Strategy
6.
Minimizing regret: intervening unilaterally
while offering room for manoeuvre at the same time
122
Contents
vii
6.8
Strategy
7.
Unilateral interventions when there is a critical
mass of winners
124
6.9
Strategy
8.
Reflected glory: unilateral intervention in the
public performance
125
6.10
The central idea behind unilateral action
126
7
The hybrid organization: hierarchy, networks and
accountability
130
7.1
Introduction
130
7.2
The tension between hierarchy and network
130
7.3
Strategies in hybrid, hierarchical networks
133
7.4
Three comments
139
8
Finally, two objections to the network approach
141
Process and content
141
Notes
144
Bibliography
151
Index
158
|
| adam_txt |
Contents
Illustrations
ix
1
The rise of multi-actor networks
1
1.1
Networks
1
1.2
About this book
6
2
Networks and decision-making processes
8
2.1
Introduction
8
2.2
Hierarchy models: assumptions
8
2.3
Structure of networks: variety
14
2.4
Structure of networks: closedness
18
2.5
Structure of networks: interdependence
20
2.6
Network dynamic
22
2.7
Decision-making processes in networks
23
2.8
Decision making and language
32
3
Strategies in networks: the essence
35
3.1
Introduction
35
3.2
Actors and actor analyses
36
3.3
Relationship management: redundancy
42
3.4
Multi-issue decision making
49
3.5
Managing winners and losers
54
4
Strategies: a comparison between project-based and
process-based change
60
4.1
Introduction
60
4.2
Problem formulation: precise problem definitions
are not attractive
61
vi
Contents
4.3
Goals: clear aims make an actor deaf and blind
65
4.4
First intermezzo: the commitment power of an actor
68
4.5
Information: the right information does not exist
70
4.6
Second intermezzo: freezing and unfreezing
73
4.7
Decision making is merely ticking off what has
already been decided
75
4.8
Third
intermezzo:
the risks of Plan Do Check Act thinking
80
4.9
Implementation: new round, new opportunities
81
4.10
Fourth intermezzo: strategic behaviour
84
4.11
Evaluation: achieving one's goal is not everything
85
4.12
The Law of Diminishing Effectiveness: strategies
can be short-lived
87
5
Trust and rules of the game in networks
90
5.7
Introduction
90
5.2
The reliability paradox
90
5.3
Rules of the game concerning the position of actors in
decision making
96
5.4
Rules of the game concerning the process of decision
making
105
5.5
Normative dilemmas 111
5.6
Concluding remarks
114
6
Hybrid strategies: the role of command and control
in networks
115
6.1
Introduction
115
6.2
Strategy
1.
The 'shadow of hierarchy': threatening
unilateral action to influence the perception of gain
among other actors
116
6.3
Strategy
2.
Unilateral intervention to change the
pattern of interdependencies
118
6.4
Strategy
3.
Unilateral action as an incentive for a
flying start to decision-making process
119
6.5
Strategy
4.
Unilateral action after cooperation
has failed
120
6.6
Strategy
5.
Unilateral interventions with regard to
procedures
121
6.7
Strategy
6.
Minimizing regret: intervening unilaterally
while offering room for manoeuvre at the same time
122
Contents
vii
6.8
Strategy
7.
Unilateral interventions when there is a critical
mass of winners
124
6.9
Strategy
8.
Reflected glory: unilateral intervention in the
public performance
125
6.10
The central idea behind unilateral action
126
7
The hybrid organization: hierarchy, networks and
accountability
130
7.1
Introduction
130
7.2
The tension between hierarchy and network
130
7.3
Strategies in hybrid, hierarchical networks
133
7.4
Three comments
139
8
Finally, two objections to the network approach
141
Process and content
141
Notes
144
Bibliography
151
Index
158 |
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| id | DE-604.BV023235805 |
| illustrated | Not Illustrated |
| index_date | 2024-07-02T20:22:06Z |
| indexdate | 2024-07-09T21:13:46Z |
| institution | BVB |
| isbn | 0415462495 0415462487 9780415462495 9780415462488 |
| language | English |
| lccn | 2007044380 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016421428 |
| oclc_num | 488639706 |
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| owner_facet | DE-19 DE-BY-UBM DE-355 DE-BY-UBR DE-188 |
| physical | X, 162 S. grap. Darst. |
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| publisher | Routledge |
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| spelling | Bruijn, Hans de 1962- Verfasser (DE-588)171441117 aut Management in networks on multi-actor decision making Hans de Bruijn and Ernst ten Heuvelhof 1. publ. London [u.a.] Routledge 2008 X, 162 S. grap. Darst. txt rdacontent n rdamedia nc rdacarrier Decision making Organizational behavior Organizational sociology Interaktion (DE-588)4027266-7 gnd rswk-swf Entscheidungsfindung (DE-588)4113446-1 gnd rswk-swf Netzwerk (DE-588)4171529-9 gnd rswk-swf Verhandlungstheorie (DE-588)4139583-9 gnd rswk-swf Entscheidungsprozess (DE-588)4121202-2 gnd rswk-swf Netzwerkmanagement (DE-588)4245322-7 gnd rswk-swf Netzwerkmanagement (DE-588)4245322-7 s Entscheidungsfindung (DE-588)4113446-1 s DE-604 Interaktion (DE-588)4027266-7 s Netzwerk (DE-588)4171529-9 s Entscheidungsprozess (DE-588)4121202-2 s Verhandlungstheorie (DE-588)4139583-9 s DE-188 Heuvelhof, Ernst ten 1954- Verfasser (DE-588)171441133 aut Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016421428&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Bruijn, Hans de 1962- Heuvelhof, Ernst ten 1954- Management in networks on multi-actor decision making Decision making Organizational behavior Organizational sociology Interaktion (DE-588)4027266-7 gnd Entscheidungsfindung (DE-588)4113446-1 gnd Netzwerk (DE-588)4171529-9 gnd Verhandlungstheorie (DE-588)4139583-9 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Netzwerkmanagement (DE-588)4245322-7 gnd |
| subject_GND | (DE-588)4027266-7 (DE-588)4113446-1 (DE-588)4171529-9 (DE-588)4139583-9 (DE-588)4121202-2 (DE-588)4245322-7 |
| title | Management in networks on multi-actor decision making |
| title_auth | Management in networks on multi-actor decision making |
| title_exact_search | Management in networks on multi-actor decision making |
| title_exact_search_txtP | Management in networks on multi-actor decision making |
| title_full | Management in networks on multi-actor decision making Hans de Bruijn and Ernst ten Heuvelhof |
| title_fullStr | Management in networks on multi-actor decision making Hans de Bruijn and Ernst ten Heuvelhof |
| title_full_unstemmed | Management in networks on multi-actor decision making Hans de Bruijn and Ernst ten Heuvelhof |
| title_short | Management in networks |
| title_sort | management in networks on multi actor decision making |
| title_sub | on multi-actor decision making |
| topic | Decision making Organizational behavior Organizational sociology Interaktion (DE-588)4027266-7 gnd Entscheidungsfindung (DE-588)4113446-1 gnd Netzwerk (DE-588)4171529-9 gnd Verhandlungstheorie (DE-588)4139583-9 gnd Entscheidungsprozess (DE-588)4121202-2 gnd Netzwerkmanagement (DE-588)4245322-7 gnd |
| topic_facet | Decision making Organizational behavior Organizational sociology Interaktion Entscheidungsfindung Netzwerk Verhandlungstheorie Entscheidungsprozess Netzwerkmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016421428&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT bruijnhansde managementinnetworksonmultiactordecisionmaking AT heuvelhofernstten managementinnetworksonmultiactordecisionmaking |