1 - 2
Number of results to display per page
- Cambridge ; New York : Cambridge University Press, 2011.
- Description
- Book — 1 online resource (xix, 452 pages) : illustrations
- Summary
-
- Preface / Raymond E. Levitt and Ryan J. Orr
- Introduction: studying global projects / W. Richard Scott
- Part I. Foundational Themes: 1. Global projects: distinguishing features, drivers, and challenges / Ryan J. Orr, W. Richard Scott, Raymond E. Levitt, Karlos Artto, and Jaakko Kujala; 2. The institutional environment of global projects / W. Richard Scott; 3. Social movements and the growth in opposition to global projects / Doug McAdam
- Part II. Institutional Differences and Global Projects: Empirical Studies: 4. Rules versus results: sources and resolution of institutional conflicts on Indian Metro Railway projects / Ashwin Mahalingam, Raymond E. Levitt, and W. Richard Scott; 5. Institutional exceptions on global projects: a process model / Ryan J. Orr and W. Richard Scott; 6. Local embeddedness of firms and strategies for dealing with uncertainty in global projects / Ryan J. Orr and Raymond E. Levitt; 7. Who needs to know what? Institutional knowledge and global projects / Amy Javernick-Will and W. Richard Scott
- Part III. Political Conflicts and Global Projects: 8. "Site fights": explaining opposition to pipeline projects in the developing world / Doug McAdam, Hilary Schaffer Boudet, Jennifer Davis, Ryan J. Orr, W. Richard Scott, and Raymond E. Levitt; 9. To talk or to fight? Effects of strategic, cultural, and institutional factors on renegotiation approaches in public-private concessions / Henry Chan and Raymond E. Levitt
- Part IV. Governance Strategies and Structures: 10. Network-based strategies and competencies for political and social risk management in global projects / Witold J. Henisz; 11. Organizations enabling public-private partnerships: an organization field approach / Stephen F. Jooste and W. Richard Scott.
(source: Nielsen Book Data)
CEE-242-01
- Course
- CEE-242-01 -- Organization Design for Projects and Companies
- Instructor(s)
- Peterman, Andrew Samuel
- Doyle, Michael.
- Berkley trade pbk. ed. - New York : Berkley Books, 1993.
- Description
- Book — x, 301 p. : ill. ; 21 cm.
- Summary
-
The interaction method is a new, tested way to stop wasting time and get things done at meetings. The interaction method: -Increases productivity up to 15 percent; -Works whether you're in a hierarchical (authoritarian) or horizontal (democratic) organization; -Gives everybody a feeling of greater participation and influence; -Helps you whether you're a decision maker, leader, or rank-and-file meeting-goer; -Analyzes 16 types of problem people at meetings and tells you what to do about them; -Tells you how to develop agendas and arrange meeting rooms and even seats in specific ways that make meetings pay off; -Shows you how a facilitator, a recorder, and a group memory help generate more and better solutions to problems, and... -Even tells you seven reasons for not having a meeting!.
(source: Nielsen Book Data)
- Online
Law Library (Crown)
Law Library (Crown) | Status |
---|---|
Find it Basement | Request (opens in new tab) |
HF5718 .D68 1993 | Unavailable Checked out - Overdue |
HF5718 .D68 1993 | Unknown |
CEE-242-01
- Course
- CEE-242-01 -- Organization Design for Projects and Companies
- Instructor(s)
- Peterman, Andrew Samuel