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 differences in the influence exerted.

Additional Metadata
Persistent URL dx.doi.org/10.1177/001872678704000905
Journal Human Relations
Citation
Kenny, G.K. (Graham K.), Butler, R.J. (Richard J.), Hickson, D.J. (David J.), Cray, D, Mallory, G.R. (Geoffrey R.), & Wilson, D.C. (David C.). (1987). Strategic Decision Making: Influence Patterns in Public and Private Sector Organizations. Human Relations, 40(9), 613–631. doi:10.1177/001872678704000905