Bradford Studies of Strategic Decision Making

FROM THE PUBLISHER

This unique volume brings together for the first time the 25 year output of the longest running program of research into the making of decisions by top management. It describes and explains the processes of arriving at major decisions and how they are affected by the issue under decision, the form of organization and national differences and then, finally, success and failure in implementation. The program continues with research on routes in successfully managing implementation.

SYNOPSIS

Journal articles published in the 1980s and 1990s are presented here, offering a retrospective of comparative empirical research on managerial decision making done at the Bradford University Management Center. Papers are in sections on issues and ideas, decision making processes, organizational features, national features, successfully managing implementation, and conducting research. Specific topics include dual explanations of strategic decision making, the interdepartmental influence of managers, the limits of trade union power in organizational decision making, influence patterns in public and private sector organizations, and decision styles in British and Swedish organizations. The editor is affiliated with the Bradford University Management Center, UK. This work lacks a subject index.