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Programmed Decisions Draw Heavily On Which Of The Following?

Administrative Science Quarterly

journal article

The Structure of "Unstructured" Decision Processes

Authoritative Science Quarterly

Published By: Sage Publications, Inc.

Administrative Science Quarterly

https://doi.org/10.2307/2392045

https://www. jstor .org/stable/2392045

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Abstract

A field report of 25 strategic decision processes, together with a review of the related empirical literature, suggests that a basic structure underlies these "unstructured" processes. This construction is described in terms of 12 elements: 3 key phases, three sets of supporting routines, and 6 sets of dynamic factors. This paper discusses each of these elements in turn, and and so proposes a general model to draw the interrelationships among them. The 25 strategic determination processes studied are so shown to fall into 7 types of path configurations through the model.

Journal Information

Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary periodical publishing theoretical and empirical piece of work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to arrangement theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economic science, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, also as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional characteristic is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to arrangement studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and disquisitional perspectives on organizational control.

Publisher Information

Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable cognition and brainwash a global community. SAGE is a leading international provider of innovative, high-quality content publishing more 900 journals and over 800 new books each year, spanning a broad range of subject areas. A growing option of library products includes archives, data, case studies and video. SAGE remains majority endemic by our founder and afterward her lifetime volition become owned past a charitable trust that secures the company'due south continued independence. Primary offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com

Source: https://www.jstor.org/stable/2392045

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