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Rational Decision Making: Myth or Reality?

Rational Decision Making: Myth or Reality? Considers the “rational” decision‐making model and argues that it neither describes actual decision‐making processes nor can be used as an adequate guide to effective decision making as it ignores potent social, political and cognitive influences. Suggests that the main assumptions of the model are, in practice, unrealistic, and offers an alternative framework, emphasizing cultural, structural and processual factors, as a more useful guide to effective decision making. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Development Review Emerald Publishing

Rational Decision Making: Myth or Reality?

Management Development Review , Volume 7 (4): 8 – Aug 1, 1994

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References (18)

Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0962-2519
DOI
10.1108/09622519410771628
Publisher site
See Article on Publisher Site

Abstract

Considers the “rational” decision‐making model and argues that it neither describes actual decision‐making processes nor can be used as an adequate guide to effective decision making as it ignores potent social, political and cognitive influences. Suggests that the main assumptions of the model are, in practice, unrealistic, and offers an alternative framework, emphasizing cultural, structural and processual factors, as a more useful guide to effective decision making.

Journal

Management Development ReviewEmerald Publishing

Published: Aug 1, 1994

Keywords: Corporate culture; Decision making; Effectiveness; Learning organizations; Management; Management development; Organizational politics; Subjectivity

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