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Titlebook: Decision Making Structures; Dealing with Uncerta Mario S. Catalani,Giuseppe F. Clerico Book 1996 Department of Economics, University of Tor

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书目名称Decision Making Structures
副标题Dealing with Uncerta
编辑Mario S. Catalani,Giuseppe F. Clerico
视频video
丛书名称Contributions to Management Science
图书封面Titlebook: Decision Making Structures; Dealing with Uncerta Mario S. Catalani,Giuseppe F. Clerico Book 1996 Department of Economics, University of Tor
描述This book is the cuhnination of many years‘ research inspired by the pioneering and seminal works of Sah and Stiglitz. We gratefully acknowledge the influence of these two authors, whose ideas and contributions have brought us together on this collabo­ ration, despite our divergent scientific backgrounds (while Catalani is interested in quantitative methods, Clerico is a non-quantitative economist) . We thank the Editor of the Rivista Internazionale di Scienze Economiche e Commerciali for permission to use slightly modified versions of papers published in that Review (they are the content of Chapters I and III of Part I, and of Chapter I of Part II). We heartily thank Ms. Laura McLean for carefully revising our English. The publication of this book has been made possible by a grant from the Department of Economics, University of Turin, Italy. Torino, July 1995 Mario S. Catalani Giuseppe F. CIeri co CONTENTS Introduction 1 PART I Some models of decision making structures I. How and when unanimity is a superior decision rule 15 II. Majority rules and efficiency of the decision process 31 III. Team cooperation vs. independent assessment 41 IV. Leadership and dependence 59 V. The decis
出版日期Book 1996
关键词Decision; Entscheidung; Entscheidungstheorie; Organisationstheorie; Organization Theory; cooperation; deci
版次1
doihttps://doi.org/10.1007/978-3-642-50138-8
isbn_softcover978-3-7908-0895-7
isbn_ebook978-3-642-50138-8Series ISSN 1431-1941 Series E-ISSN 2197-716X
issn_series 1431-1941
copyrightDepartment of Economics, University of Torino 1996
The information of publication is updating

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https://doi.org/10.1007/978-3-319-95092-1ecision body normally does not choose according to a simple majority, but according to a special (qualified) majority, or unanimity. For example. Democratic Parliaments act mostly according to a qualified majority in the case of amendments of the Constitutional Chart, as does the Board of Directors
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https://doi.org/10.1007/978-981-15-5830-6the jury in criminal trials). Typically the decision is of a dichotomous type such as whether to accept or reject a project or to absolve or convict a defendant. There is a good deal of literature on the different facets of this problem. Here, more than usual, it is very important to clarify the ass
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Sudhriti Sengupta,Neetu Mittal,Megha Modinumber of elements not greater than that of the level immediately below. If the decision to be made is of a dichotomous type, for example whether to accept or to reject a project, then each level behaves as a polyarchy, that is the level accepts the project if at least one of its members accepts it.
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Mariam Rehman,Mehran Rasool,Sadaf Safderhe presence of uncertainty, the existence of asymmetric information, the skills of the decisors, the time necessary to reach a decision and the level of identification of the decisors with the goal pursued by the organization. In fact, these elements can be considered inputs for the production of th
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