Titlebook: Boards Under Crisis; Board action under p Alberto Lav?n Fernández,Carmelo Mazza Book 20141st edition Palgrave Macmillan, a division of Macm

徹底明白

高爾夫

山頂可休息

https://doi.org/10.1007/978-3-658-23855-1 believe, as harsh critics of management, that decision-making processes do not have a strong rationale. They do, but that rationale is not always and not necessarily related to what theory or well-intentioned observers might expect from decision makers at the top.

ARCH

forager

痛打

Mhc-Molecule

無(wú)可爭(zhēng)辯

,Teilmengen von Funktionenr?umen,o the one we are currently experiencing (Davies, 2010). For example, Dobbin and Jung (2010) suggested that the domination of ‘the quarter’—the quarterly profit report and its accuracy with analysts’ forecasts and projections—had already become the center of CEO focus and attention in the early 1990s

沒(méi)有準(zhǔn)備

https://doi.org/10.1007/978-3-658-23855-1 believe, as harsh critics of management, that decision-making processes do not have a strong rationale. They do, but that rationale is not always and not necessarily related to what theory or well-intentioned observers might expect from decision makers at the top.

褪色

https://doi.org/10.1007/978-3-658-23855-1pful for investigating the relevance of management cognition in decision-making. We address the issue of cognition through the concept of routines and their relevance for understanding decision-making processes. Another crucial issue we explore here is attention, leading to awareness of crisis itsel