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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.)

Management Development Review

ISSN: 0962-2519

Article publication date: 1 August 1994

17748

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

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MCB UP Ltd

Copyright © 1994, MCB UP Limited

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