Results 231 to 240 of about 6,503,433 (295)

Organizational Decision-Making

2017
This chapter outlines the decision-making approach to the analysis of organization. It is done in the tradition of the descriptive rather than the normative orientation in that the chapter presents some ideas on how individuals (probably) make decisions rather than on how they should make them.
Ron Meyer, Ronald Meijers
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Strategic Organizational Decision-Making

2021
This chapter explores how the decomposition of individual differences in personality provides theoretical and practical implications for employers. The key issues and findings of the causal relationship between excessive extrinsic rewards and cooperation are further examined.
Andrei O. J. Kwok, Motoki Watabe, Pervaiz K. Ahmed   +2 more
openaire   +1 more source

Antecedents of Irrationality in Organizational Decision Making

International Journal of Sociotechnology and Knowledge Development, 2019
All other things being equal, it is the quality of decisions which decide the fate of any organization. Hence, decision-making is critical to the success and growth of any organization. Yet the decisions in organization are many times irrational. Previous research has suggested that billion dollars are lost due to irrational decisions.
Michael Sony, Neeta Baporikar
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Expert systems and organizational decision-making

Information & Management, 1993
Abstract Expert systems incorporate decision-making processes, and can be considered as the mechanization of human thinking. Whereas they are attributed many advantages such as improved decision-making and productivity increases, managers need to realize that such gains are unlikely to be realized unless ample attention is paid to the organizational ...
Jos Benders, Frank Manders
openaire   +1 more source

Organizational justice and decision making

Management Decision, 2005
PurposeThe purpose of this paper is to examine organizational justice, decision making, and the unintended consequences of cognitive biases and errors. Managers, and other leaders, are often subject to simple, but serious, biases and errors when making important organizational decisions.
Richard Eberlin, B. Charles Tatum
openaire   +1 more source