David Cray

Biographic Data

ID5525912
NAMEDavid Cray
GIVEN NAMESDavid
FAMILY NAMECray
SIGNATURECRAY D
AFFILIATIONSCarleton University
VERIFIEDNo
TOTAL WORKS8
TOTAL CITATIONS14
AUTHOR COUNT8
EDITOR COUNT0
FIRST PUBLICATION YEAR1986
LATEST PUBLICATION YEAR2019
H-INDEX2

  • Teaching in Iran: Culture and consequences

    David Cray, Ruth McKay et al.ARTICLEEuropean Journal of Intercultural…2019References: 7

    The purpose of this paper is to examine cultural effects on interactions within a Canadian MBA programme delivered in Iran. The analysis helps illuminate some of the important cultural differences between the countries and their importance for international education. The study also illustrates how single cause explanations often provide simplistic interpretations of culturally influenced behaviours. Results indicate that underlying cultural diff…

  • Strategic Decision Making in Arts Organizations

    David Cray, Loretta May Inglis et al.ARTICLEThe Journal of Arts Management…2011

    Despite the growing economic and cultural importance of artistic institutions, relatively little is known about how aesthetic concerns and the demands of artistic production influence administrative roles. In this article, we investigate the strategic decision-making process in a varied sample of Canadian arts organizations, concentrating on the issues that emerge as crucial for the organization and the individuals and groups that participate in …

  • Public‐sector strategy formulation

    Open AccessWade R Rose, David CrayARTICLECanadian Public Administration2010References: 17

    The public sector encounters challenges in strategy formulation and implementation that are distinct from those faced by the private sector, and these include unique cycles of leadership changes, complex internal and external dynamics, and a variety of stakeholders who have diverse definitions of success and failure. To meet the contingencies generated by these factors, public bodies rely on process timelines based on the election cycle, identify…

  • Managers Managing: The Workings of an Administrative System

    David Cray, Jane HannawayARTICLEContemporary Sociology A Journal…1990

  • Decision and Organization – Processes of Strategic Decision Making and Their Explanation

    Open AccessDavid J Hickson, Ronald J Butler et al.ARTICLEPublic Administration1989Cited by: 2References: 2

    Strategic decisions shape the course taken by an organization, whether it be in the public sector or the private sector. An analysis is reported of 150 cases of the making of such decisions in both publicly and privately owned organizations. Three types of decision‐making process are identified, sporadic, fluid , and constricted. Differences due to the nature of the subject matter under decision, and to the nature of the organization, are examine…

  • Top Decisions: Strategic Decision-Making in Organizations

    Gale Miller, David J Hickson et al.ARTICLEContemporary Sociology A Journal…1987

    How are important decisions made? What influences such decisions - their complexity, the ease with which they can be made, or the political dimension? The more strategic the decision, the more complex the decision making becomes. This book analyzes how that game is played at the top of big organizations - in the private and public sectors. Based on ten years of research at Bradford Management Centre, this book features the results and experience …

  • Strategic Decision Making: Influence Patterns in Public and Private Sector Organizations

    Open AccessGraham K Kenny, Richard J Butler et al.ARTICLEHuman Relations1987Cited by: 5References: 35

    This paper pursues the question of whether differences exist between influence patterns in decision making in public and private sector organizations. Results are reported from an analysis of the interest units appearing in 150 strategic decision-making processes studied in 30 British organizations. We conclude that, while there is an overall similarity in the involvement of types of interest units in the two sectors, there are notable difference…

  • Breaking the Bounds of Organization in Strategic Decision Making

    Open AccessDavid C Wilson, Ronald J Butler et al.ARTICLEHuman Relations1986Cited by: 7References: 33

    This paper examines the exercise of power in organizational decision making. Four case studies are presented in the text and are analyzed in terms of the power plays of senior managers who were centrally involved in the decision-making process. In particular, the analysis distinguishes between bounded and unbounded decisions. In the former case the power plays of interests are constrained by preestablished organizational rules and procedures, whi…