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Management science for decision makers
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ISBN: 0314012435 Year: 1993 Publisher: Saint-Paul West publishing Co.

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Periodical
Portuguese journal of management studies.
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Year: 1993 Publisher: Lisboa : Instituto Superior de Economia e Gestão,

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Book
Introduction to management science
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ISBN: 0134857070 9780134857077 Year: 1993 Publisher: Englewood Cliffs (N.J.) : Prentice Hall,

Perspectives on strategic change
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ISBN: 0585272905 0792393260 Year: 1993 Publisher: Boston ; Dordrecht ; London : Kluwer Academic Publishers,

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Luca Zan, Stefano Zambon, Andrew M. Pettigrew This book has developed from an international research workshop organ­ ized by the Dipartimento di Economia e Direzione Aziendale, University of Venice, and the Centre for Corporate Strategy and Change, Warwick Business School, University of Warwick. The purpose of the workshop was to foster the growth of a European network of scholars and to help create a "European perspective" in studying strategic change. The ten chapters in this book were first presented in Venice in May 1991 and have been substantially revised since then. The ten commentaries on the chapters are in most cases substantial developments of the oral responses made at the workshop, as indeed is the final review chapter by Andrew Van de Ven. The theme of this book, the study of strategic change processes, remains as theoretically alive and empirically real in the 1990s as it did in the 1980s. For many organizations in the European and North American context, the 1980s was an era of radical change. In this respect there is a wide array of examples. Structural changes in old industries such as coal, shipbuilding, steel, and heavy engineering led to a great employment loss and the impoverishment of certain regional economies that had remained dependent on those industries. But it was not just the old industries that X INTRODUCTION experienced major change during the 1980s.


Book
When strikes make sense-and why : lessons from Third Republic French coal miners
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ISBN: 0585345880 0306444453 Year: 1993 Publisher: New York, NY : Springer,

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Social scientists have not helped the working class make strategic deci­ sions. Unionists need to know how to carry on industrial conflict so as to provide concrete economic benefits for their members. Should unions strike or not strike? Should losses be avoided at all costs, or can unions afford to take chances? Does economism gut the class power of workers or provide a pragmatic strategy for increasing workers' wage gains? We can say with great confidence that workers should join unions; there is now an exhaustive and compelling literature demonstrating that union membership provides a wide variety of economic benefits. We can say that corporatist class compromises lower income but increase job security and overall employment. Beyond that, however, we cannot say much. In particular, we can do little to advise particular unions in partic­ ular fixed institutional and political environments how they should han­ dle the microtactics of individual confrontations. The United Farm Work­ ers do not need a speech about the miracle of the Swedish industrial relations system. They need to know whether they should strike or not strike, and how their tactics should change if rival Teamsters come into the field. Unfortunately, medical research often has to start with rabbits be­ fore it proceeds to humans, and so it is with research in industrial conflict. The realistic prospects of doing a large sample analysis of con­ temporary American wage settlements that simultaneously estimates the effects of union tactics and economic factors are poor.

Institutional economics : theory, method, policy
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ISBN: 1280956704 9786610956708 0585296049 0792393465 Year: 1993 Publisher: Boston ; Dordrecht ; London : Kluwer Academic Publishers,

Social contracts and economic markets
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ISBN: 0306443910 9786611043032 1281043036 0585281874 Year: 1993 Publisher: New York, New York ; London : Plenum Press,

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The thesis of this book is that people enter into social contracts because they are different from one another and have incentives to cooperate. In economic life, people have identical interests—namely, their own se- interests—so they have an incentive to compete. The social worlds that we create, or map, and those that are already mapped for us are increasingly complex, and thus the tracking of rationality is not so straightforward, although it is everywhere evident. In a sense, this book grew out of two questions: Why hasn't the United States had a second revolution? Or is the revolution yet to come? Many have discussed the current crises that confront contemporary society, such as great economic inequalities, poverty, the declining quality of jobs, the growing power of corporate elites, and racial antago­ nisms. I attempt to understand these problems in terms of the radical restructuring of social life by economic and spatial forces. My specula­ tive thesis is that social organizations must reinforce social contracts and nurture the opportunities for them to be forged. However, contemporary organizations, particularly economic ones, have internalized the princi­ ples of economic markets, thereby inducing competition and easing out cooperation. In defining social contracts, I draw from Rousseau and also from Marx and his analysis of use value. One hopes that new organiza­ tional forms based on principles of democracy and community will evolve. In a diverse, multicultural society, this requires great mutual understanding and cooperation and the recognition of differences.

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