The Garbage Can Model of Organizational Choice [electronic resource]: Looking Forward at Forty
Harrison, Richard Editor
imprint
Bingley : Emerald Group Publishing Limited Nov. 2012
description
458 p. 23.400x15.600 cm.
ISBN
1780527128 (Trade Cloth), 9781780527123
format(s)
Book
More Details
imprint
Bingley : Emerald Group Publishing Limited Nov. 2012
isbn
1780527128 (Trade Cloth)
9781780527123
restrictions
Licensed for access by U. of T. users.
catalogue key
8712429
target audience
Scholarly & Professional Emerald Group Publishing Limited
A Look Inside
Summaries
Main Description
The year 2012 is the 40th anniversary of the publication of Cohen, March, and Olsen's influential article "The Garbage Can Model of Organizational Choice", which offered a major new perspective on organizational decision making. To celebrate this enduring paradigm, its impact on our understanding of organizational decision making, and the broad streams of research it has influenced, this collection of papers provides a rich demonstration of the influence that the GCM is continuing to have on current research. The chapters make original contributions to research on organizational decision making by developing new models and theoretical extensions based on or inspired by prior garbage can work, by applying garbage can concepts and interpretations to new problems and novel settings.
Table of Contents
List of Contributorsp. ix
Advisory Boardp. xi
Introduction
The Garbage Can Model of Organizational Choice: Looking Forward at Fortyp. 3
"A Garbage Can Model" At Forty: A Solution that Still Attracts Problemsp. 19
Preferences
Turn-Taking and Geopolitics in the Making of Decisionsp. 33
Mechanisms Generating Context-Dependent Choicesp. 65
Chance, Preferences, and Predictions in Garbage Can Theoryp. 99
Decision Technology
Garbage Can Ecologies: An Agent-Based Explorationp. 141
Aspects of Garbage Can Processes: Temporal Order and the Role of Expeditingp. 165
Garbage Can in the Labp. 189
Participation
Team Formation in the Garbage Canp. 229
Modeling Formal and Informal Ties within an Organization: A Multiple Model Integrationp. 253
Situated Attention, Loose and Tight Coupling, and the Garbage Can Modelp. 293
Structure, Skill, and Ambition in Organizational Problem Solvingp. 319
Organizations
From the Ivy Tower to the C-Suite: Garbage Can Processes and Corporate Strategic Decision Makingp. 349
Organized Anarchies and the Network Dynamics of Decision Opportunities in an Open Source Software Projectp. 363
Organizational Decision Mechanisms in an Architectural Competitionp. 399
Geopolitics and Garbage Cans: Understanding the Essence of Decision Making in an Interdisciplinary and Psycho-Cultural Perspectivep. 431
Table of Contents provided by Ingram. All Rights Reserved.

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