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 xiii
... specific combinatorics amongst different (i) organizational conventions, (ii) mechanism of transmission of information, and (iii) distributions of competences and scope of action across organizational members. A straightforward ...
... specific combinatorics amongst different (i) organizational conventions, (ii) mechanism of transmission of information, and (iii) distributions of competences and scope of action across organizational members. A straightforward ...
Página xv
... specific bodies of knowledge relatively invariant vis-à-vis diverse economic conditions? Thus, for example, are there classes of technological problems which are intrinsically 'simpler' or 'harder' (Nelson, 2002)? Finally, can one ...
... specific bodies of knowledge relatively invariant vis-à-vis diverse economic conditions? Thus, for example, are there classes of technological problems which are intrinsically 'simpler' or 'harder' (Nelson, 2002)? Finally, can one ...
Página xvii
... specific and novel accounting practices matching such an organizational structure; and (iii) a factory system that, whenever possible, incorporated tayloristic principles of division of labor and governance of production.3 Such a ...
... specific and novel accounting practices matching such an organizational structure; and (iii) a factory system that, whenever possible, incorporated tayloristic principles of division of labor and governance of production.3 Such a ...
Página xviii
... specific institutions shape the rates and directions of 'experimentation'? And, do they influence the types of technologies and organizational forms which are ultimately selected? A crucial angle of investigation focuses upon the ...
... specific institutions shape the rates and directions of 'experimentation'? And, do they influence the types of technologies and organizational forms which are ultimately selected? A crucial angle of investigation focuses upon the ...
Página 16
... specific form of the utility function represents not only the DM's preference ranking of consequences, but also his attitude towards risk. Thus the Savage axioms put no restrictions on the DM's attitude towards risk—he can be averse to ...
... specific form of the utility function represents not only the DM's preference ranking of consequences, but also his attitude towards risk. Thus the Savage axioms put no restrictions on the DM's attitude towards risk—he can be averse to ...
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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