"Written rules are distinctive elements of organizational history. They are created, revised, and eliminated in ways that leave historical traces, and thus provide rich data for the study of organizational history. This quantitative study uses the history of 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. 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. These processes involve the full panoply of political negotiation, symbolic competition, discussion, and problem solving that are typical of organizational decision making."
"Written rules are distinctive elements of organizational history. They are created, revised, and eliminated in ways that leave historical traces, and thus provide rich data for the study of organizational history. This quantitative study uses the history of Stanford University to develop speculations about the ways in which written rules change. It contributes bothto a theory of rules and to theories of organizational decision-making, change, and learning. 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. These processes involve the full panoply of political negotiation, symbolic competition, discussion, and problem solving that are typical of organizational decision making."
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Changement organisationnel États-Unis Cas, Études de.
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