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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