Bradford Studies of Strategic Decision Making Book

	Acknowledgements
	Series Preface
	Introduction
1	Studying Deciding: An Exchange of Views Between Mintzberg and Waters, Pettigrew, and Butler	3
2	Decision-Making at the Top of Organizations	19
3	Complexity and Cleavage: Dual Explanations of Strategic Decision-Making	47
4	Organization as Power	67
5	Sporadic, Fluid and Constricted Processes: Three Types of Strategic Decision Making in Organizations	115
6	Explaining Decision Processes	143
7	Electricity and Resistance: A Case Study of Innovation and Politics	169
8	The Interdepartmental Influence of Managers: Individual and Sub-unit Perspectives	191
9	Breaking the Bounds of Organization in Strategic Decision Making	211
10	The Limits of Trade Union Power in Organisational Decision Making	235
11	Strategic Investment Decision-Making: Complexities, Politics and Processes	255
12	Strategic Decision Making: Influence Patterns in Public and Private Sector Organizations	279
13	Governmental Influence Upon Decision Making in Organizations in the Private and Public Sectors in Britain	299
14	Voluntary Organizations in Action: Strategy in the Voluntary Sector	309
15	Implanted Decision-Making: American Owned Firms in Britain	335
16	Decision Style in British and Swedish Organizations: A Comparative Examination of Strategic Decision Making	357
17	Sensitivity to Societal Culture in Managerial Decision-Making: An Anglo-Brazilian Comparison	371
18	Success in Decision Making: Different Organizations, Differing Reasons for Success	397
19	Implementing Strategic Decisions: Four Key Success Factors	421
20	How Organizations Can Overbalance: Decision Overreach as a Reason for Failure	447
21	Ruminations on Munificence and Scarcity in Research	465
	Name Index	481