The Consequences of Decision-making

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ISBN: 9780199206285 | 0199206287
Cover: Hardcover
Copyright: 3/15/2007

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This book collects a wide range of the most important writing on decision-making by one of Europe's leading organization theorists, brought together in one volume for the first time, with an introduction from the author.

Preface	p. vii
Acknowledgements	p. viii
Decision as Institution	p. 1
Decision, the Individual, and the Organization	p. 2
Theories of Decision	p. 4
The Consequences of Decision	p. 6
Deciding for Responsibility and Legitimation: Alternative Interpretations of Organizational Decision-Making	p. 13
Decisions as Choices or Mobilizers	p. 14
Decision-Making as Responsibility Allocation	p. 17
Implications for Decision-Makers	p. 21
Implications for Action	p. 23
Decisions as Legitimation	p. 25
The Four Roles of Decision	p. 27
The Irrationality of Action and Action Rationality: Decisions, Ideologies, and Organizational Actions	p. 32
The Decision-Making Perspective and Irrationality	p. 32
Decisions as Initiators of Actions	p. 35
Ideologies that Facilitate Actions	p. 41
Ideological Shifts that Foster Radical Changes	p. 43
Conclusions	p. 46
Implementing Reforms	p. 50
The New SJ	p. 51
The Simplicity of Reforms and the Complexity of Reality	p. 52
Presentation and Results	p. 60
Implementing Reforms: A Model	p. 61
Responsibility as an Impediment to Influence-The Case of Budgeting	p. 69
Budgeting	p. 69
Budgeting Under Stagnation	p. 72
Roles and Actors in the Budget Process	p. 74
The Allocation of Responsibility	p. 79
Control-Supply and Demand	p. 84
Budgeting as an Instrument for Financing	p. 86
Industrial Policy as Implementation or Legitimation	p. 91
Society as Hierarchy	p. 91
Can the State Control Industry?	p. 92
The Will to Control-Implementation or Legitimation?	p. 95
Place-Implementation Policy or Legitimation Policy?	p. 102
A Summary	p. 107
Organized Hypocrisy	p. 111
Hypocrisy Revisited	p. 111
Talk as Output-How Hypocrisy Works	p. 117
Conflicting Demands-How Hypocrisy Arises	p. 120
Meta-Hypocrisy	p. 124
Stable and Unstable Hypocrisy	p. 126
Evaluating Hypocrisy	p. 131
Ideas and Actions: Justification and Hypocrisy as Alternatives to Control	p. 135
The Problem of Consistency: What Can Be Said But Not Done And What Can Be Done But Not Said	p. 137
Ideas and Action-The Problem of Control	p. 144
Combining Consistency and Control-The Problem of Time	p. 147
Solutions-Justification and Hypocrisy	p. 151
The Practical Effects of Impractical Models	p. 156
Index	p. 161
Table of Contents provided by Ingram. All Rights Reserved.

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The Consequences of Decision-making

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