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Theory of Deferred Action

In: Organization and Systems Design

Author

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  • Nandish V. Patel

Abstract

Descriptions of organized action as ‘complex’, ‘problematical’, or ‘difficult’ are reasons for breaking ranks from intellectual traditions to seek further and deeper. They contribute peripherally to knowledge and understanding of design. Theorists should develop theoretical knowledge of the act of design to inform invention of formalism and practice of design, predict or anticipate designed artefacts in social action and detail appropriate epistemology. They should explain formalism, its representational capacity, how it works in actuality, and how it can cater for organization and systems designs for actuality.

Suggested Citation

  • Nandish V. Patel, 2006. "Theory of Deferred Action," Palgrave Macmillan Books, in: Organization and Systems Design, chapter 4, pages 83-107, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-62541-9_4
    DOI: 10.1057/9780230625419_4
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    Cited by:

    1. Alexander Geyda & Igor Lysenko, 2019. "Modeling of Information Operations Effects: Technological Systems Example," Future Internet, MDPI, vol. 11(3), pages 1-17, March.
    2. OLAJIDE Olubayo Thomas & LAWAL Oloyede Raheem, 2020. "Triangulation Method In Management Sciences Research," Annals of University of Craiova - Economic Sciences Series, University of Craiova, Faculty of Economics and Business Administration, vol. 1(48), pages 141-154, August.

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