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|a Organizational decision making /
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|a Includes bibliographical references and indexes.
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|a Understanding how decisions happen in organizations / James G. March -- Trying to help S & Ls : how organizations with good intentions jointly enacted disaster / William H. Starbuck and P. Narayan Pant -- Organizational choice under ambiguity : decision making in the chemical industry following Bhopal / Howard Kunreuther and Jacqueline Meszaros -- Strategic agenda building in organizations / Jane E. Dutton -- The social ideologies of power in oragnizational decisions / Gerald Robert Salancik and Margaret Cooper Brindle -- Managerial incentives in organizations : economic, political, and symbolic perspectives / Edward J. Zajac and James D. Westphal -- Coordination in organizations : a game-theoretic perspective / Colin Camerer and Marc Knez -- The escalation of commitment : an update and appraisal / Barry M. Staw -- The possibility of distributed decision making / Baruch Fischhoff and Stephen Johnson -- Aligning the residuals : risk, return, responsibility, and authority / Raghu Garud and Zur Shapira -- Organizational decision making as rule following / Xueguang Zhou -- Naturalistic decision making and the new organizational context / Terry Connolly and Ken Koput -- Telling decisions : the role of narrative in organizational decision making / Ellen S. O'Connor -- Bounded rationality, indeterminacy, and the managerial theory of the firm / Roy Radner -- The scarecrow's search : a cognitive psychologist's perspective on organizational decision making / John W. Payne.
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|a Decision making in organizations is often pictured as a coherent and rational process in which alternative interests and perspectives are considered in an orderly manner until the optimal alternative is selected. Yet, as many members of organizations have discovered from their own experience, real decision processes in organizations only seldom fit such a description. This book brings together researchers who focus on cognitive aspects of decision processes, on the one hand, and those who study organizational aspects such as conflict, incentives, power, and ambiguity, on the other. It draws from the tradition of Herbert Simon, who studied organizational decision makers' pervasive use of heuristics of reasoning and described them as boundedly rational. These multiple perspectives may further our understanding of organizational decision making.
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|a Decision making.
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|a Prise de décision.
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|a Shapira, Zur.
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|i Print version:
|t Organizational decision making.
|d Cambridge ; New York, NY : Cambridge University Press, 1997
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