Rational Decision Making: Myth or Reality?
Loizos Th. Heracleous
(Currently carrying out doctoral research at the
Judge Institute of Management Studies, University of Cambridge, on the
role of discourse as a facilitating factor of organizational strategic
change processes through its cognitive effects on organizational
participants.)
17735
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.
Keywords
Citation
Heracleous, L.T. (1994), "Rational Decision Making: Myth or Reality?", Management Development Review, Vol. 7 No. 4, pp. 16-23. https://doi.org/10.1108/09622519410771628
Publisher
:MCB UP Ltd
Copyright © 1994, MCB UP Limited