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 ix
... rules and supervisory actions embedded in hierarchical constraints upon 'impulsive' individual behaviors in many organizational settings; (v) the nature and evolution of exchange, power, and authority ix INTRODUCTION.
... rules and supervisory actions embedded in hierarchical constraints upon 'impulsive' individual behaviors in many organizational settings; (v) the nature and evolution of exchange, power, and authority ix INTRODUCTION.
Página xii
... rules of thumbs, routines, heuristics, and strategies) include the degrees of automaticity by which particular action patterns are elicited, the informational complexity of the decision rules, and the 'location' within the organization ...
... rules of thumbs, routines, heuristics, and strategies) include the degrees of automaticity by which particular action patterns are elicited, the informational complexity of the decision rules, and the 'location' within the organization ...
Página xvii
... rules for most multiproduct multimarket firms, but Chandler's analysis points at the challenges that new technologies and new relationships between finance and industry are posing to the long-term governance of knowledge accumulation in ...
... rules for most multiproduct multimarket firms, but Chandler's analysis points at the challenges that new technologies and new relationships between finance and industry are posing to the long-term governance of knowledge accumulation in ...
Página 12
... rules of thumb', 'routines', etc.3 The development of these approaches has also had some interesting and close connections with the field of artificial intelligence, and Simon himself was an early contributor to both fields (e.g. Simon ...
... rules of thumb', 'routines', etc.3 The development of these approaches has also had some interesting and close connections with the field of artificial intelligence, and Simon himself was an early contributor to both fields (e.g. Simon ...
Página 16
... Rule'. Hence the updating of beliefs by a DM who conforms to the Savage axioms is sometimes called Bayesian learning. A simple example will illustrate the strength of the EUH in this context. Suppose that a 'black box' produces a ...
... Rule'. Hence the updating of beliefs by a DM who conforms to the Savage axioms is sometimes called Bayesian learning. A simple example will illustrate the strength of the EUH in this context. Suppose that a 'black box' produces a ...
Otras ediciones - Ver todas
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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