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Path dependence in management behaviour and decision-making: theoretical perspectives on causal ambiguity throughout strategy change processes

Tom Schamp (UGent) and Aimé Heene (UGent)
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Keywords
decision-making, strategy

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Citation

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Chicago
Schamp, Tom, and Aimé Heene. 2001. “Path Dependence in Management Behaviour and Decision-making: Theoretical Perspectives on Causal Ambiguity Throughout Strategy Change Processes.” In Proceedings DSI Annual Meeting, 933–939. DSI Institute.
APA
Schamp, T., & Heene, A. (2001). Path dependence in management behaviour and decision-making: theoretical perspectives on causal ambiguity throughout strategy change processes. Proceedings DSI Annual Meeting (pp. 933–939). Presented at the 32nd Decision Science Institute Annual Meeting, DSI Institute.
Vancouver
1.
Schamp T, Heene A. Path dependence in management behaviour and decision-making: theoretical perspectives on causal ambiguity throughout strategy change processes. Proceedings DSI Annual Meeting. DSI Institute; 2001. p. 933–9.
MLA
Schamp, Tom, and Aimé Heene. “Path Dependence in Management Behaviour and Decision-making: Theoretical Perspectives on Causal Ambiguity Throughout Strategy Change Processes.” Proceedings DSI Annual Meeting. DSI Institute, 2001. 933–939. Print.
@inproceedings{1030431,
  author       = {Schamp, Tom and Heene, Aim{\'e}},
  booktitle    = {Proceedings DSI Annual Meeting},
  issn         = {N/A},
  keyword      = {decision-making,strategy},
  language     = {eng},
  location     = {San Francisco (USA)},
  pages        = {933--939},
  publisher    = {DSI Institute},
  title        = {Path dependence in management behaviour and decision-making: theoretical perspectives on causal ambiguity throughout strategy change processes},
  year         = {2001},
}