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  • 1
    Electronic Resource
    Electronic Resource
    Leaching of cadmium from pigmented plastics in a landfill site (1982)
    s.l. : American Chemical Society
    Environmental science & technology 16 (1982), S. 560-566 
    Details
    ISSN: 1520-5851
    Source: ACS Legacy Archives
    Topics: Chemistry and Pharmacology , Energy, Environment Protection, Nuclear Power Engineering
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1021/es00103a005
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  • 2
    Electronic Resource
    Electronic Resource
    A class of positive trigonometric sums. II (1989)
    Springer
    Mathematische Annalen 285 (1989), S. 57-74 
    Details
    ISSN: 1432-1807
    Source: Springer Online Journal Archives 1860-2000
    Topics: Mathematics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1007/BF01442671
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  • 3
    Electronic Resource
    Electronic Resource
    An isomorphism theorem between the 7-adic integers and a ring associated with a hexagonal lattice (1991)
    Springer
    Applicable algebra in engineering, communication and computing 2 (1991), S. 105-118 
    Details
    ISSN: 1432-0622
    Keywords: p-adic integers ; Hexagonal tilings ; Isomorphism
    Source: Springer Online Journal Archives 1860-2000
    Topics: Computer Science , Mathematics , Technology
    Notes: Abstract The primary goal of this paper is to prove that a ring defined by L. Gibson and D. Lucas is isomorphic to the ring of 7-adic integers. The ring, denoted byR 2, arises naturally as an algebraic structure associated with a hexagonal lattice. The elements ofR 2 consist of all infinite sequences in ℤ/(7). The addition and multiplication operations are given in terms of remainder and carries tables. The Generalized Balanced Ternary, denoted byG, is the subring ofR 2 consisting of all the finite sequences ofR 2. IfI k ′ is the ideal ofG consisting of all those sequences whose firstk digits are zero, then the second goal of the paper is to show that the inverse limit ofG/I k ′ is also isomorphic to the 7-adic integers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1007/BF01810571
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  • 4
    Electronic Resource
    Electronic Resource
    COMPLEXITY AND CLEAVAGE: DUAL EXPLANATIONS OF STRATEGIC DECISION-MAKING [I] (1982)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 19 (1982), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper presents a framework for the comparative analysis of strategic decision-making processes. It draws together and integrates predominant but previously disparate theories of decision-making. Examples are given of how decision-making processes may be characterized and, hence, facilitate comparison across all types of strategic decisions. Explanation of why decision processes may differ is from two perspectives. First, the complexity of the topic may lead to particular characteristics of the decision process. Secondly, the cleavage of interests which a topic arouses may also lead to particular aspects of decision processes. We argue that each decision topic has varying levels of both complexity and cleavage and four examples of strategic decisions are analyzed on these dimensions. We identify four profiles of decision-making processes associated with varying levels of complexity and cleavage and we finally suggest that our model may explain and empirically demonstrate variations across a large number of diverse strategic decisions.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1982.tb00114.x
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  • 5
    Electronic Resource
    Electronic Resource
    EXPLAINING DECISION PROCESSES (1991)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 28 (1991), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1991.tb00946.x
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  • 6
    Electronic Resource
    Electronic Resource
    SPORADIC, FLUID AND CONSTRICTED PROCESSES: THREE TYPES OF STRATEGIC DECISION MAKING IN ORGANIZATIONS[1] (1988)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 25 (1988), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Using 136 cases of strategic decision-making described by a number of variables drawn from the literature, three distinct types of decision-making processes are found. These are termed sporadic, fluid and constricted processes. They are parsimonious characterizations of decision-making processes which, given the variety of the 30 organizations from which the cases are drawn, should be generalizable to a wide range of contexts.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1988.tb00020.x
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  • 7
    Electronic Resource
    Electronic Resource
    IMPLANTED DECISION-MAKING: AMERICAN OWNED FIRMS IN BRITAIN [I] (1983)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 20 (1983), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: decision-making processes are compared in American and British subsidiaries in Britain to investigate how far processual characteristics as distinct from structural features, may be implanted in subsidiaries abroad. Managements in the British owned subsidiaries tend to route their biggest decisions through the formalities of standing committees in conformity with customary procedures, taking a comparatively long time to do so. Managements in the American owned subsidiaries tend to rely on informally assembled working groups which help to arrive at a decision comparatively rapidly through a process which does not ostensibly follow any recognized procedure. The British mode is formal within a non-formalized customary pattern, the American mode informal within a formalized frame.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1983.tb00204.x
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  • 8
    Electronic Resource
    Electronic Resource
    VOLUNTARY ORGANIZATIONS IN ACTION: STRATEGY IN THE VOLUNTARY SECTOR (1986)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 23 (1986), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Organizations in the voluntary sector have received relatively little attention from researchers in the field of organizational analysis. In particular, the strategy of organizations in the voluntary sector has been assumed to be passive, concentrating on a co-operative role with commercial or public agencies. This article argues that such a picture is not necessarily accurate and examines the strategies of four leading British voluntary organizations. Data suggest that co-operation is but one of many strategies pursued by some voluntary organizations. Two of the sample organizations deviate markedly from the stereo-typical image of co-operation, and variation in their strategy choice is argued to emanate from dependence relations created by organizational links. The paper argues that the influences which shape the choice of strategy in voluntary organizations are primarily those created by inter-dependence, and that aspects of task and ambiguity are secondary sources of influence.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1986.tb00435.x
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  • 9
    Electronic Resource
    Electronic Resource
    MANAGERIALLY PERCEIVED INFLUENCE OVER INTRADEPARTMENTAL DECISIONS (1985)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 22 (1985), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The perceived importance of seven power factors to two types of intradepartmental decision are examined: those which a manager takes alone and those which are taken in a group composed of departmental members only. the major findings from this examination are that while formal authority is important in the former situation it is of lesser importance in the latter situation; the reverse is true for personality. We conclude that decision method has a pronounced effect upon the relative importance of power factors. Secondary analysis of the data suggests that group composition also has a marked effect but that issue domain has a negligible effect. Nevertheless, managerial expertise remains dominantly important throughout the whole range of decision-making situations; this finding also concurs with the results from our companion paper (Kenny and Wilson, 1984).
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1985.tb00070.x
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  • 10
    Electronic Resource
    Electronic Resource
    THE INTERDEPARTMENTAL INFLUENCE OF MANAGERS: INDIVIDUAL AND SUB-UNIT PERSPECTIVES (1984)
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 21 (1984), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper examines the extent to which managerial influence over group-interdepartmental decisions is derived from sub-unit contingencies or is due to more individualistic characteristics of the manager. Both individual and sub-unit perspectives are presented in a framework composed of seven power factors each of which is investigated empirically. The major finding from a survey of 142 departmental managers is that individual managerial expertise is more important than sub-unit-based power with access to and control of information being of equal importance. We suggest that the investigation of managerial influence from a sub-unit perspective alone may be insufficient and that, in certain circumstances, both individualistic and sub-unit perspectives should be taken into account.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.1984.tb00236.x
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