Understanding Industrial and Corporate ChangeGiovanni Dosi, David J. Teece, Josef Chytry OUP Oxford, 2004 M09 30 - 440 páginas Understanding Industrial and Corporate Change contains pioneering work on technological, organizational, and institutional change from leading theorists and practitioners such as Joseph Stiglitz, Oliver Williamson, Masahiko Aoki, Alfred D. Chandler Jr., and Sidney Winter. Trans-disciplinary in its approach, the book explores three distinct themes: Markets and Organizations; Evolutionary Theory and Technological Change; and Strategy, Capabilities, and Knowledge Management. The chapters are drawn from the journal Industrial and Corporate Change, reflecting the diverse contributions it has published since 1992 in such areas as business history, industrial organization, strategic management, organizational theory, innovation studies, organizational behavior, economics, political science, social psychology, and sociology. Understanding Industrial and Corporate Change provides an accessible account of recent research and theory on technological, organizational, and institutional change for academics and advanced students of Business and Management, Organization Theory, Technology and Innovation Studies, and Industrial Economics. |
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Página xvii
... possible, incorporated tayloristic principles of division of labor and governance of production.3 Such a multidivisional multitechnology structure—as Chandler has been arguing in many of his works—has fostered the exploitation of both ...
... possible, incorporated tayloristic principles of division of labor and governance of production.3 Such a multidivisional multitechnology structure—as Chandler has been arguing in many of his works—has fostered the exploitation of both ...
Página xix
... possible worlds' (pp. 319–20). Let us get back to some of the basic necessary conditions flagged in Rosenberg's article, mentioned above, for technological and organizational experimentations. Certainly, they include some form of ...
... possible worlds' (pp. 319–20). Let us get back to some of the basic necessary conditions flagged in Rosenberg's article, mentioned above, for technological and organizational experimentations. Certainly, they include some form of ...
Página 9
... possible interpretations and potential complexity. I shall discuss these in more detail in subsequent sections, but here I shall allude only to a few of them. First, the decision-maker (DM) is assumed to have preferences among acts ...
... possible interpretations and potential complexity. I shall discuss these in more detail in subsequent sections, but here I shall allude only to a few of them. First, the decision-maker (DM) is assumed to have preferences among acts ...
Página 14
... possible (in principle) for him to infer his preferences among complicated acts (e.g. strategies) from his preferences among relatively simple ones. Taken together, these assumptions express the idea that the DM's tastes 14 Rationality ...
... possible (in principle) for him to infer his preferences among complicated acts (e.g. strategies) from his preferences among relatively simple ones. Taken together, these assumptions express the idea that the DM's tastes 14 Rationality ...
Página 19
... possible information for any one decision or group of related decisions. This in turn implies that, in an efficient organization, different decisions or groups of related decisions will be based on different sets of information. Hence ...
... possible information for any one decision or group of related decisions. This in turn implies that, in an efficient organization, different decisions or groups of related decisions will be based on different sets of information. Hence ...
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Understanding Industrial and Corporate Change Giovanni Dosi,David J. Teece,Josef Chytry Vista previa limitada - 2005 |
Understanding Industrial and Corporate Change Giovanni Dosi,David J. Teece,Josef Chytry Vista previa limitada - 2004 |
Understanding Industrial and Corporate Change Giovanni Dosi,David J. Teece,Josef Chytry Sin vista previa disponible - 2005 |
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