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This paper presents a “bottom-up” perspective on how the formal structures of American research universities might affect the outcomes from their decision-making processes. It is posited that different ways of structuring the university will affect the bottom-up flow of information, advice, and conflicts over policy implementation in predictable ways. In particular, different structures will bring different kinds of information, different packages of advice, and different sets of conflicts to the top-level administrator. A top-level administrator who is designing a formal structure for her university will thus want to design a structure which brings to her the kinds of information, advice, and conflicts which she considers most important.

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