This book investigates whether and why social structure influences cooperative organizational strategic decision making in an international relations context. It looks in particular at the United Nations General Assembly (UNGA).
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List of Figures List of Tables Foreward Preface Acknowledgements Introduction PART I: UNDERSTANDING EMBEDDEDNESS The Embeddedness View and Network Analysis International Trade Networks Military Alliance Networks Diplomatic Networks International Governmental Organizations (IGOS) PART II: DYNAMICS OF INTERNATIONAL COOPERATIVE DECISION MAKING Previous Research in International Relations Examples of Diplomatic Behavior: Backroom Bargaining and Negotiations PART III: THE UNITED NATIONS CONTEXT The United Nations and its General Assembly (UNGA) History of Decision Making in the UNGA PART IV: THE RESEARCH STUDY Research Hypotheses Data and Methods Results Economic Embeddedness Institutional Embeddedness Discussion of Results PART V: IMPLICATIONS Contributions to Political Science and International Relations For Political Scientists and Policy Makers Contributions to Strategic Management and Organizational Theory For Strategic Management Scholars and Managers Appendix A: Additional Analyses Bibliography IndexSobre el autor
DEBORAH E. DE LANGE Assistant Professor of Strategy and Business, Sawyer Business School, Suffolk University, UK.
Idioma Inglés ● Formato PDF ● Páginas 268 ● ISBN 9780230115545 ● Tamaño de archivo 2.4 MB ● Editorial Palgrave Macmillan US ● Ciudad New York ● País US ● Publicado 2010 ● Descargable 24 meses ● Divisa EUR ● ID 4892887 ● Protección de copia DRM social
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