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MLA
“Corporate Autonomy and Institutional Control: In the Provincial Chapters, We Sought to Establish a Particular Historical Context within Which to Examine How Different Crown-Corporation Organization Designs Gave Rise to Different Outcomes in the Balancing of Corporate Autonomy and Institutional Control. But by Focusing on Our Prime Analytical Task—to Demonstrate How These Designs Resulted in Different Balancing Outcomes—We May Have Created the Impression That Such Designs Were ‘Independent Variables," Rather than Creatures of Context. This Was Not Our Intent. Our Crown-Corporation Organization Designs Might Be a Potent Explanator of Behaviour and Balancing Outcomes within the Internal Political Economy of the Crown-Corporation Decision-Making Process. But, for Those Who Consider This to Be an Overly Narrow Focus, Their Reaction Might Almost Be: So What? This Chapter Is Directed at Those Who Are More Interested in the Context of the Analysis than the Analysis Itself. That Is, How Did Basic Factors within the External Political Economy Give Rise to the Particular Features of Each Crown-Corporation Organization Design? Why Were There Differ.” Corporate Autonomy and Institutional Control: The Crown Corporation as a Problem in Organization Design, by DOUGLAS F. STEVENS, McGill-Queen's University Press, Montreal; Kingston; London; Buffalo, 1993, pp. 180–186, www.jstor.org/stable/j.ctt81c4d.10. Accessed 13 Aug. 2020.
APA
STEVENS, D. (1993). Corporate Autonomy and Institutional Control: In the provincial chapters, we sought to establish a particular historical context within which to examine how different Crown-corporation organization designs gave rise to different outcomes in the balancing of corporate autonomy and institutional control. But by focusing on our prime analytical task—to demonstrate how these designs resulted in different balancing outcomes—we may have created the impression that such designs were "independent variables," rather than creatures of context. This was not our intent. Our Crown-corporation organization designs might be a potent explanator of behaviour and balancing outcomes within the internal political economy of the Crown-corporation decision-making process. But, for those who consider this to be an overly narrow focus, their reaction might almost be: So what? This chapter is directed at those who are more interested in the context of the analysis than the analysis itself. That is, how did basic factors within the external political economy give rise to the particular features of each Crown-corporation organization design? Why were there differ. In Corporate Autonomy and Institutional Control: The Crown Corporation as a Problem in Organization Design (pp. 180-186). Montreal; Kingston; London; Buffalo: McGill-Queen's University Press. Retrieved August 13, 2020, from www.jstor.org/stable/j.ctt81c4d.10
CHICAGO
STEVENS, DOUGLAS F. "Corporate Autonomy and Institutional Control: In the Provincial Chapters, We Sought to Establish a Particular Historical Context within Which to Examine How Different Crown-corporation Organization Designs Gave Rise to Different Outcomes in the Balancing of Corporate Autonomy and Institutional Control. But by Focusing on Our Prime Analytical Task—to Demonstrate How These Designs Resulted in Different Balancing Outcomes—we May Have Created the Impression That Such Designs Were "independent Variables," Rather than Creatures of Context. This Was Not Our Intent. Our Crown-corporation Organization Designs Might Be a Potent Explanator of Behaviour and Balancing Outcomes within the Internal Political Economy of the Crown-corporation Decision-making Process. But, for Those Who Consider This to Be an Overly Narrow Focus, Their Reaction Might Almost Be: So What? This Chapter Is Directed at Those Who Are More Interested in the Context of the Analysis than the Analysis Itself. That Is, How Did Basic Factors within the External Political Economy Give Rise to the Particular Features of Each Crown-corporation Organization Design? Why Were There Differ." In Corporate Autonomy and Institutional Control: The Crown Corporation as a Problem in Organization Design, 180-86. Montreal; Kingston; London; Buffalo: McGill-Queen's University Press, 1993. Accessed August 13, 2020. www.jstor.org/stable/j.ctt81c4d.10.

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