Knowledge that Transforms

A review of decision research suggests that the design stage is a neglected aspect of the decision-making pro- cess. This study develops a conceptual model for analyzing the design of alternatives in organizations, and applies it in three case studies. The model has two basic dimensions which may affect the range and quality of options generated in the design process. One is the mix and type of creativity and search; the other is the degree and type of closure to other phases of decision making. Comparative analysis of the cases offers qualified support for the hypotheses, and clear evidence that the im- pact of alternatives design on decision outcomes warrants greater attention to this stage of the decision- making process.

March 1 979,volume 24 This paper examines differences in the degree of bureaucratization and professionalization in industries in Canada and the United States. Three hypotheses are tested with census data from both countries. The first provides a comparative test of the hypothesis that structural characteristics of an industry at the period of its development persist over time. The second hypothesizes that cultural factors produce structural differences in industries in the two countries. The third argues that foreign ownership of corporations results in greater bureaucracy and less professionalization in Canadian industries than in American industries. The results provide general support for the persistence of structural characteristics, no support for the structural effects of cultural differences, and some support for the structural effects of foreign control.