Ernst Ten Heuvelhof – författare

Getting what you want – even if you are the boss – isn’t always easy. Almost every organization, big or small, works among a network of competing interests. Whether it’s governments pushing through policies, companies trying to increase profits, or even families deciding where to move house, rarely can decisions be made in isolation from competing interests both within the organization and outside it.In this accessible and straightforward account, Hans de Bruijn and Ernst ten Heuvelhof cast light on multi-stakeholder decision-making. Using plain language, they reveal the nuts and bolts of decision-making within the numerous dilemmas and tensions at work. Drawing on a diverse range of illustrative examples throughout, their perceptive analysis examines how different interests can either support or block change, and the strategies available for managing a variety of stakeholders.The second edition of Management in Networks incorporates a wider spread of international cases, a new chapter giving an overview of different network types, and a new chapter looking at digital governance and the impact of big data on networks.This insightful text is invaluable reading for students of management and organizational studies, plus practitioners – or actors – operating in a range of contexts.

Getting what you want – even if you are the boss – isn’t always easy. Almost every organization, big or small, works among a network of competing interests. Whether it’s governments pushing through policies, companies trying to increase profits, or even families deciding where to move house, rarely can decisions be made in isolation from competing interests both within the organization and outside it.In this accessible and straightforward account, Hans de Bruijn and Ernst ten Heuvelhof cast light on multi-stakeholder decision-making. Using plain language, they reveal the nuts and bolts of decision-making within the numerous dilemmas and tensions at work. Drawing on a diverse range of illustrative examples throughout, their perceptive analysis examines how different interests can either support or block change, and the strategies available for managing a variety of stakeholders.The second edition of Management in Networks incorporates a wider spread of international cases, a new chapter giving an overview of different network types, and a new chapter looking at digital governance and the impact of big data on networks.This insightful text is invaluable reading for students of management and organizational studies, plus practitioners – or actors – operating in a range of contexts.

This in-depth book explains how institutional changes such as the privatization and liberalization of network industries, for example transport, energy or telecommunications, can frequently be disappointing. The expected benefits such as lower prices, innovation and better services fail to materialize, often because the number of competitors is low. The authors demonstrate how strategic actor behaviour of one or more of the firms involved can help explain these disappointing results. This book elucidates the concept of 'strategic behaviour' and portrays it in real-life examples to aid our understanding of this important phenomenon in terms of policy and organizational decision-making. It clearly demonstrates the adverse effects strategic behaviour can exert on the quality of infrastructure provision after liberalization. The theoretical sections are backed by empirical examples from throughout the world.The unique multidisciplinary approach will ensure a broad readership among students, researchers and policy-makers with an interest in the economics, politics and management of infrastructure and network industries.

• End: pro?t and loss account. On the positive side of the balance are the relations developed and the gains collected, on the negative side there are the losses and the unsolved problems. The speed of the process will increase if the pro?t and loss account shows a positive balance for a critical mass of parties.