Paul C Nutt
Biographic Data
| ID | 2248984 |
|---|---|
| NAME | Paul C Nutt |
| GIVEN NAMES | Paul C |
| FAMILY NAME | Nutt |
| SIGNATURE | NUTT P C |
| AFFILIATIONS | The Ohio State University |
| VERIFIED | No |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 117 |
| AUTHOR COUNT | 6 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1984 |
| LATEST PUBLICATION YEAR | 2006 |
| H-INDEX | 4 |
Comparing Public and Private Sector Decision-Making Practices
Public and private sector decision making is studied with an experiment. The study compares decision making in a tax-supported general purpose governmental agency with that done by a business firm selling to a market, using a simulation to capture differences in the preferences and practices of mid-level managers working in the two sectors. The simulation calls for participating managers to assess the risk and prospect of adopting budgets tailore…
Public-Private Differences and the Assessment of Alternatives for Decision Making
Decision making in public, private, and third-sector organizations was examined to isolate the practices used to assess alternatives and compare them with the analytical, judgmental, and bargaining tactics discussed in the decision-making literature. The assessment practices of decision makers and their outcomes were uncovered from 317 strategic decisions. Sector was included to qualify the findings. Decision makers in public organizations were f…
Strategy for Public and Third-Sector Organizations
This article presents a framework in which types of strategies for public and third-sector organizations are matched to environments that are determined by the need for action and responsiveness. Strategic leaders are asked to balance need with responsiveness as they fashion a strategy. The amount of change that is desirable increase, as need and responsiveness increase, first calling for bureaucratic and then for compromisor types of strategy. I…
Action Theory in Leadership
Journal Article Action Theory in Leadership Get access Robert W. Terry. Authentic Leadership: Courage in Action. San Francisco: Jossey-Bass, 1993. Paul C. Nutt Paul C. Nutt College of Business, The Ohio State University Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 4, Issue 2, April 1994, Pages 269–272, https://doi.org/10.1093/oxfordjournals.jpart.a037209 Publ…
Organizational Publicness And Its Implications For Strategic Management
This article addresses differences between the public sector, the third sector (private, nonprofit), and the private sectors and how these differences influence the content and process of strategic management. These differences make approaches to strategic management developed for private organizations somewhat incomplete and potentially misleading when applied in public settings. Practices that can be useful for organizations with significant am…
Decision-modeling Methods Used to Design Decision Support Systems for Staffing
This paper explores the merits of two methods that extract the decision models of experts to serve as a decision support mechanism for staffing. One method has experts make judgments about hypothetical cases and the other has experts decompose the decision into criteria weighting and scaling. Staffing models were developed for each method using nurses who work in neonatology wards in two large hospitals. The four decision models were used to pred…
Comparing Public and Private Sector Decision-Making Practices
Public and private sector decision making is studied with an experiment. The study compares decision making in a tax-supported general purpose governmental agency with that done by a business firm selling to a market, using a simulation to capture differences in the preferences and practices of mid-level managers working in the two sectors. The simulation calls for participating managers to assess the risk and prospect of adopting budgets tailore…
Organizational Publicness And Its Implications For Strategic Management
This article addresses differences between the public sector, the third sector (private, nonprofit), and the private sectors and how these differences influence the content and process of strategic management. These differences make approaches to strategic management developed for private organizations somewhat incomplete and potentially misleading when applied in public settings. Practices that can be useful for organizations with significant am…
Public-Private Differences and the Assessment of Alternatives for Decision Making
Decision making in public, private, and third-sector organizations was examined to isolate the practices used to assess alternatives and compare them with the analytical, judgmental, and bargaining tactics discussed in the decision-making literature. The assessment practices of decision makers and their outcomes were uncovered from 317 strategic decisions. Sector was included to qualify the findings. Decision makers in public organizations were f…
Strategy for Public and Third-Sector Organizations
This article presents a framework in which types of strategies for public and third-sector organizations are matched to environments that are determined by the need for action and responsiveness. Strategic leaders are asked to balance need with responsiveness as they fashion a strategy. The amount of change that is desirable increase, as need and responsiveness increase, first calling for bureaucratic and then for compromisor types of strategy. I…
Decision-modeling Methods Used to Design Decision Support Systems for Staffing
This paper explores the merits of two methods that extract the decision models of experts to serve as a decision support mechanism for staffing. One method has experts make judgments about hypothetical cases and the other has experts decompose the decision into criteria weighting and scaling. Staffing models were developed for each method using nurses who work in neonatology wards in two large hospitals. The four decision models were used to pred…
Organizational Publicness And Its Implications For Strategic Management
This article addresses differences between the public sector, the third sector (private, nonprofit), and the private sectors and how these differences influence the content and process of strategic management. These differences make approaches to strategic management developed for private organizations somewhat incomplete and potentially misleading when applied in public settings. Practices that can be useful for organizations with significant am…
Action Theory in Leadership
Journal Article Action Theory in Leadership Get access Robert W. Terry. Authentic Leadership: Courage in Action. San Francisco: Jossey-Bass, 1993. Paul C. Nutt Paul C. Nutt College of Business, The Ohio State University Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 4, Issue 2, April 1994, Pages 269–272, https://doi.org/10.1093/oxfordjournals.jpart.a037209 Publ…
Strategy for Public and Third-Sector Organizations
This article presents a framework in which types of strategies for public and third-sector organizations are matched to environments that are determined by the need for action and responsiveness. Strategic leaders are asked to balance need with responsiveness as they fashion a strategy. The amount of change that is desirable increase, as need and responsiveness increase, first calling for bureaucratic and then for compromisor types of strategy. I…
Public-Private Differences and the Assessment of Alternatives for Decision Making
Decision making in public, private, and third-sector organizations was examined to isolate the practices used to assess alternatives and compare them with the analytical, judgmental, and bargaining tactics discussed in the decision-making literature. The assessment practices of decision makers and their outcomes were uncovered from 317 strategic decisions. Sector was included to qualify the findings. Decision makers in public organizations were f…
Comparing Public and Private Sector Decision-Making Practices
Public and private sector decision making is studied with an experiment. The study compares decision making in a tax-supported general purpose governmental agency with that done by a business firm selling to a market, using a simulation to capture differences in the preferences and practices of mid-level managers working in the two sectors. The simulation calls for participating managers to assess the risk and prospect of adopting budgets tailore…
Business (4 works) · Economics (4 works) · Political science (4 works) · Marketing (3 works) · Public relations (3 works) · Public sector (3 works) · Action (physics (2 works) · Computer Science (2 works) · Decision-Making and Behavioral Economics (2 works) · Economic growth (2 works)