Interdisciplinary Models of Decision Making

Abstract

Takes the view that managerial decisions are made in a diversity of organizational settings which can best be explained and evaluated in the context of conceptual interdisciplinary decision‐making models, and that such models constitute an appropriate vehicle for explaining the eclectic aspects of managerial decision making in all types of formal organization. Presents a typology of conceptual decision‐making models and evaluates their similarities and differences along with their respective efficacies in various managerial decision‐making contexts. Advances the process model of managerial decision making as the ideal choice for decisions which have significant long‐term consequences for the whole organization.

Citation

Harrison, E.F. (1993), "Interdisciplinary Models of Decision Making", Management Decision, Vol. 31 No. 8. https://doi.org/10.1108/00251749310047124