ABSTRACT
The information available about the formal structure of ACT was not detailed enough to formulate specific hypotheses about the expected dominant decision-making mode within ACT. ACT Netherlands has an interesting pattern in its decision-making outcomes regarding the project locations and activities chosen. The decision-making process was characterized by retrospective reasoning, categorization, and obligatory behavior. The fact that ACT resembles the features of Selznick's institution most, compared to the two other organizational forms described fits the conclusion that ACT's preferred mode of decision-making is the logic of appropriateness. The ACT project officers did not use analogies other than the past performance of the partner organizations. The chapter discusses the ending of long-lasting relationships in which arguments referring to long-term commitments often won over effectiveness and efficiency arguments. The commitment towards the partner organizations was therefore strong within ACT. ACT decision-making processes concerning the family can be characterized as both appropriate and consequential.
