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.

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Year of publication:	1994
Authors:	Heracleous, Loizos Th.
Published in:	Management Development Review. - MCB UP Ltd, ISSN 1758-8219, ZDB-ID 2062804-3. - Vol. 7.1994, 4, p. 16-23
Publisher:	MCB UP Ltd
Subject:	Corporate culture \| Decision making \| Effectiveness \| Learning organizations \| Management \| Management development \| Organizational politics \| Subjectivity

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Type of publication:	Article
Type of publication (narrower categories):	research-article
Language:	English
Other identifiers:	10.1108/09622519410771628 [DOI]
Source:	Other ZBW resources

Persistent link: https://www.econbiz.de/10014936554