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). DEBORAH E. DE LANGE Assistant Professor of Strategy and Business, Sawyer Business School, Suffolk University, UK. INDICE: 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 ofResults - 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 ManagementScholars and Managers - Appendix A: Additional Analyses - Bibliography - Index
- ISBN: 978-0-230-10516-4
- Editorial: Palgrave MacM
- Encuadernacion: Cartoné
- Páginas: 290
- Fecha Publicación: 19/01/2011
- Nº Volúmenes: 1
- Idioma: Desconocido