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Getting what you want - even if you are the boss - isn't always
easy. Almost every organization, big or small, works among a
network of competing interests. Whether it's governments pushing
through policies, companies trying to increase profits, or even
families deciding where to move house, rarely can decisions be made
in isolation from competing interests both within the organization
and outside it. In this accessible and straightforward account,
Hans de Bruijn and Ernst ten Heuvelhof cast light on
multi-stakeholder decision-making. Using plain language, they
reveal the nuts and bolts of decision-making within the numerous
dilemmas and tensions at work. Drawing on a diverse range of
illustrative examples throughout, their perceptive analysis
examines how different interests can either support or block
change, and the strategies available for managing a variety of
stakeholders. The second edition of Management in Networks
incorporates a wider spread of international cases, a new chapter
giving an overview of different network types, and a new chapter
looking at digital governance and the impact of big data on
networks. This insightful text is invaluable reading for students
of management and organizational studies, plus practitioners - or
actors - operating in a range of contexts.
This in-depth book explains how institutional changes such as the
privatization and liberalization of network industries, for example
transport, energy or telecommunications, can frequently be
disappointing. The expected benefits such as lower prices,
innovation and better services fail to materialize, often because
the number of competitors is low. The authors demonstrate how
strategic actor behaviour of one or more of the firms involved can
help explain these disappointing results. This book elucidates the
concept of 'strategic behaviour' and portrays it in real-life
examples to aid our understanding of this important phenomenon in
terms of policy and organizational decision-making. It clearly
demonstrates the adverse effects strategic behaviour can exert on
the quality of infrastructure provision after liberalization. The
theoretical sections are backed by empirical examples from
throughout the world. The unique multidisciplinary approach will
ensure a broad readership among students, researchers and
policy-makers with an interest in the economics, politics and
management of infrastructure and network industries.
* End: pro?t and loss account. As a result, there will be a stage
at which the parties have developed relations and prospects of
gain, while there are still a number of problems that are dif?cult
to solve and that fail to evoke consensus. Each party will then
draw up a pro?t and loss account. On the positive side of the
balance are the relations developed and the gains collected, on the
negative side there are the losses and the unsolved problems. For
particular parties, who have no interest in the problem, the latter
side is uninteresting; for others, who have an interest in a
particular solution of this problem, it represents a form of loss.
* Pro?t and loss balance positive for a critical mass: speed. The
speed of the process will increase if the pro?t and loss account
shows a positive balance for a critical mass of parties. They wish
to collect their gains and therefore to make ?nal decisions. At
this point there will be an important psychological mec- nism:
parties tend to anticipate on collecting their gains, which
increases their urge to speed up the process. It is clear from the
above, however, that the end of a process is dif?cult to predict.
* End: pro?t and loss account. As a result, there will be a stage
at which the parties have developed relations and prospects of
gain, while there are still a number of problems that are dif?cult
to solve and that fail to evoke consensus. Each party will then
draw up a pro?t and loss account. On the positive side of the
balance are the relations developed and the gains collected, on the
negative side there are the losses and the unsolved problems. For
particular parties, who have no interest in the problem, the latter
side is uninteresting; for others, who have an interest in a
particular solution of this problem, it represents a form of loss.
* Pro?t and loss balance positive for a critical mass: speed. The
speed of the process will increase if the pro?t and loss account
shows a positive balance for a critical mass of parties. They wish
to collect their gains and therefore to make ?nal decisions. At
this point there will be an important psychological mec- nism:
parties tend to anticipate on collecting their gains, which
increases their urge to speed up the process. It is clear from the
above, however, that the end of a process is dif?cult to predict.
Getting what you want - even if you are the boss - isn't always
easy. Almost every organization, big or small, works among a
network of competing interests. Whether it's governments pushing
through policies, companies trying to increase profits, or even
families deciding where to move house, rarely can decisions be made
in isolation from competing interests both within the organization
and outside it. In this accessible and straightforward account,
Hans de Bruijn and Ernst ten Heuvelhof cast light on
multi-stakeholder decision-making. Using plain language, they
reveal the nuts and bolts of decision-making within the numerous
dilemmas and tensions at work. Drawing on a diverse range of
illustrative examples throughout, their perceptive analysis
examines how different interests can either support or block
change, and the strategies available for managing a variety of
stakeholders. The second edition of Management in Networks
incorporates a wider spread of international cases, a new chapter
giving an overview of different network types, and a new chapter
looking at digital governance and the impact of big data on
networks. This insightful text is invaluable reading for students
of management and organizational studies, plus practitioners - or
actors - operating in a range of contexts.
This book deals with the practice of enforcement. It focuses on the
position of enforcement professionals: inspectors attempting to
induce inspectees to adopt norm-compliant behaviour. What
strategies do inspectees use to evade rules and enforcement? How do
inspectors respond? What are 'counter-strategies? In addition to
this game between inspectors and inspectees, there is the game
between inspectors, managers and politicians. What influence do
politicians and managers have on inspectors and what patterns do we
see developing in this relationship? The book also covers a number
of themes surrounding enforcement: zero tolerance,
information-sharing between inspectors, regulation in network-based
sectors and the meaning of several types of risks in risk analyses.
The book discusses the reality of professionals rather than policy
and policy plans. It is highly suitable for those who want to
understand the reality of enforcement, such as policy makers,
inspectors, regulators, enforcement organizations and educational
institutions, but also for those facing an enforcing government.
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