Dynamics Rules Change Written by March James (25 results)

paperback. Condition: New.

Hardcover. Condition: Very Good. Very Good - Crisp, clean, unread book with some shelfwear/edgewear, may have a remainder mark - NICE Standard-sized.

Hardcover. Condition: Very Good - Cash. Unmarked text and secure binding. Minor wear to corners, end, and edges. Minor surface and edgewear to the DJ. Label with numbers taped on base of spine of dust jacket. Stock photos may not look exactly like the book.

Condition: very_good. This book is in Very good condition. There may be a few flaws like shelf wear and some light wear.

Condition: new.

Condition: New. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning. Num Pages: 248 pages, 1 line diagram 21 tables 13 graphs. BIC Classification: JHBA. Category: (P) Professional & Vocational; (UP) Postgraduate, Research & Scholarly; (UU) Undergraduate. Dimension: 229 x 151 x 18. Weight in Grams: 382. . 2000. 1st Edition. Paperback. . . . . …

Condition: New. pp. 248.

Condition: New. In English.

Paperback / softback. Condition: New. New copy - Usually dispatched within 4 working days.

Condition: New. pp. 248.

Condition: New. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning. Num Pages: 248 pages, 1 line diagram 21 tables 13 graphs. BIC Classification: JHBA. Category: (P) Professional & Vocational; (UP) Postgraduate, Research & Scholarly; (UU) Undergraduate. Dimension: 229 x 151 x 18. Weight in Grams: 382. . 2000. 1st Edition. Paperback. . . . . Books ship from the US and Ireland. …

Paperback. Condition: Brand New. 1st edition. 228 pages. 8.75x5.75x0.75 inches. In Stock.

Paperback. Condition: New. In shrink wrap. Looks like an interesting title.

Taschenbuch. Condition: Neu. The Dynamics of Rules | Change in Written Organizational Codes | James G March (u. a.) | Taschenbuch | Einband - flex.(Paperback) | Englisch | 2000 | Stanford University Press | EAN 9780804739962 | Verantwortliche Person für die EU: Mare Nostrum Group B.V., Doelen 72, 4831 GR BREDA, NIEDERLANDE, gpsr[at]mare-nostrum[dot]co[dot]uk | Anbieter: preigu. …

Hardback. Condition: New. New copy - Usually dispatched within 4 working days.

Condition: new.

Condition: New. In English.

Condition: New. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning. Num Pages: 248 pages, 1 line diagram 21 tables 13 graphs. BIC Classification: JHBA. Category: (P) Professional & Vocational; (UP) Postgraduate, Research & Scholarly; (UU) Undergraduate. Dimension: 5817 x 3887 x 23. Weight in Grams: 540. . 2000. 1st Edition. hardcover. . . . . …

Gebunden. Condition: New. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizatio.

Condition: New. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning. Num Pages: 248 pages, 1 line diagram 21 tables 13 graphs. BIC Classification: JHBA. Category: (P) Professional & Vocational; (UP) Postgraduate, Research & Scholarly; (UU) Undergraduate. Dimension: 5817 x 3887 x 23. Weight in Grams: 540. . 2000. 1st Edition. hardcover. . . . . Books ship from the US and Ireland. …

Hardcover. Condition: Brand New. 228 pages. 9.00x6.25x1.00 inches. In Stock.

Paperback. Condition: Brand New. 1st edition. 228 pages. 8.75x5.75x0.75 inches. In Stock. This item is printed on demand.

Taschenbuch. Condition: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Written rules in formal organizations are distinctive elements of organizational history; they shape organizational change and are in turn shaped by it. These rules are created, revised, and eliminated in ways that leave historical traces, and they have a visibility and durability that elude non-written rules. They thus provide rich data for an empirical probe into the dynamics of organizational history. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning. Organizations respond to problems and react to internal or external pressures by focusing attention on existing and potential rules. The creation, modification, or elimination of a rule, then, is a response to events in the outside environment (such as new government regulations) or to events within the organization (such as alterations in internal government structures). The authors elaborate a simple set of ideas about written rules and their dynamics, emphasizing the interplay among periodic major shocks to the system from outside, experiences with individual rules as they age and are revised, and the spread of effects through an interconnected set of rules. It is a story in which changes introduced in one part of a rule system create adjustments in other parts, including the same rule later in time, as the consequences of the changes are experienced and as rule-making attention is mobilized, satiated, and redirected. These processes involve the full panoply of political negotiation, symbolic competition, discussion, and problem solving that are typical of organizational decision making.…

Hardcover. Condition: Brand New. 228 pages. 9.00x6.25x1.00 inches. In Stock. This item is printed on demand.

Buch. Condition: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Written rules in formal organizations are distinctive elements of organizational history; they shape organizational change and are in turn shaped by it. These rules are created, revised, and eliminated in ways that leave historical traces, and they have a visibility and durability that elude non-written rules. They thus provide rich data for an empirical probe into the dynamics of organizational history. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning. Organizations respond to problems and react to internal or external pressures by focusing attention on existing and potential rules. The creation, modification, or elimination of a rule, then, is a response to events in the outside environment (such as new government regulations) or to events within the organization (such as alterations in internal government structures). The authors elaborate a simple set of ideas about written rules and their dynamics, emphasizing the interplay among periodic major shocks to the system from outside, experiences with individual rules as they age and are revised, and the spread of effects through an interconnected set of rules. It is a story in which changes introduced in one part of a rule system create adjustments in other parts, including the same rule later in time, as the consequences of the changes are experienced and as rule-making attention is mobilized, satiated, and redirected. These processes involve the full panoply of political negotiation, symbolic competition, discussion, and problem solving that are typical of organizational decision making.…