Ambiguity and Choice in Organizations |
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Page 22
... Olsen , 1972 ) . Second , we need a theory of organizational attention . Such a theory should treat the allocation of attention by potential participants as problematic . Where will they appear ? What are the structural limits on their ...
... Olsen , 1972 ) . Second , we need a theory of organizational attention . Such a theory should treat the allocation of attention by potential participants as problematic . Where will they appear ? What are the structural limits on their ...
Page 68
... Olsen ( 1975 ) . 2 A recent exception is Axelrod ( 1973 ) , March and Cohen ( 1974 ) discuss the relevance of superstitious learning as an organizational phenomenon , see also Weick ( 1969 ) . Olsen ( 1970 ) shows that a decision ...
... Olsen ( 1975 ) . 2 A recent exception is Axelrod ( 1973 ) , March and Cohen ( 1974 ) discuss the relevance of superstitious learning as an organizational phenomenon , see also Weick ( 1969 ) . Olsen ( 1970 ) shows that a decision ...
Page 381
James G. March, Johan P. Olsen. Such uses of decision processes are common to all organizations ( Edelman , 1964 ; Olsen , 1970a ) . They become particularly over- powering when the organization is culturally deviant , committed to ...
James G. March, Johan P. Olsen. Such uses of decision processes are common to all organizations ( Edelman , 1964 ; Olsen , 1970a ) . They become particularly over- powering when the organization is culturally deviant , committed to ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
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academic accepted action active administrative allocation alternative ambiguity arena assembly attention attitudes behavior beliefs candidates chairman choice opportunities choice situations concerns conflict consider criteria deadline dean decision process decision-making demands desegregation discussion District educational effects enrollment expect faculty members full professors garbage garbage can model goals Hedmark house meeting ideology illegitimacy implementation important individual interest interpretation involved issues junior faculty leaders leadership less level of aspiration major ment non-leaders non-tenured faculty norms Norway observed October 29 Olsen Oppland organization organizational choice outcomes parents perceived percent political position possible presidents problems and solutions procedures professional proposal question rational relatively relevant reorganization response result school committee search committee self-ratings social structure teacher group Telemark tenure theory tion Tromsø Trondheim University of Bergen University of Oslo values variables Vest-Agder Vestfold Vice-Chancellor vote