This book presents a major longitudinal comparative analysis of decision-making in seven organizations in the United Kingdom, Yugoslavia and the Netherlands. Although studies of decision-making and power relations within organizations are not new, Decisions in Organizations breaks new ground because it uses an original combination of qualitative and quantitative methods for assessing operational, tactical and strategic decisions. The result is a theoretical model which throws fresh light on the complexities of organizational events and helps to explain the main ingredients of power, and the role and limitation of participative decision-making.