ABSTRACT
This work began with the statement that governments are important to organizations, and then proceeded to detail some specific ways that nonfacilitative governments are important to management, organizations, and the organizational behavior of participants. Governments are critical to understanding organizations, not just because they may impose a regulation or tax that increases costs, but because they establish the framework on which all organizations in their jurisdictions are built. This is a framework with both direct and indirect consequences for these organizations and their participants. This work focused on the situation in which the government framework is hostile, erratic, or weak, in other words nonfacilitative of independent organization. This is by no means the only way of approaching government effects, but it is a place to start. In this chapter, these ideas are brought together, and several of their implications for theory and practice are described. Although these ideas have many implications, only a handful of the theoretical and practical implications are developed in this chapter.
