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|All Authors / Contributors:||
William H Starbuck
|Contents:||Preface: Realistic Perspectives on Organizing and Strategizing; ORGANIZATIONAL GROWTH AND DEVELOPMENT AND ENVIRONMENTAL RELATIONS; 1. Organizational growth and development; 2. Organizations and their environments; 3. Camping on seesaws: Prescriptions for a self-designing organization; ORGANIZATIONAL LEARNING AND STRATEGIZING PART 1; 4. Responding to crises; 5. Organizations as action generators; 6. To avoid organizational crises, unlearn; 7. Acting first and thinking later: Theory versus reality in strategic change; PERCEPTIONS AND LEARNING PART 1; 8. Organizational facades; 9. Executives' perceptual filters: What they notice and how they make sense; 10. Challenger: Changing the odds until something breaks; ORGANIZING AND STRATEGIZING IN KNOWLEDGE-INTENSIVE FIRMS, CONTROL SYSTEMS PART 1; 11. When is play productive?; 12. Learning by knowledge-intensive firms; 13. Keeping a butterfly and an elephant in a house of cards: The elements of exceptional success; 14. How organizations channel creativity; STRATEGIZING PART 2; 15. Strategizing realistically in competitive environments; 16. Trying to help S&Ls: How organizations with good intentions jointly enacted disaster; 17. Unlearning ineffective or obsolete technologies; ANCIENT ISSUES IN ORGANIZING, CONTROL SYSTEMS PART 2; 18. Distrust in dependence: The ancient challenge of superior-subordinate relations; 19. Ancient Chinese theories of control; PERCEPTIONS AND LEARNING PART 2; 20. How organizations learn from success and failure; 21. The accuracy of managers' perceptions: A dimension missing from theories about firms; 22. Studying the accuracy of managers' perceptions: A research odyssey; STRATEGIZING PART 3; 23. Which dreams come true? Endogeneity, industry structure, and forecasting accuracy.|