Debating rationality
Subtitle: nonrational aspects of organizational decision making
By: edited by Jennifer J. Halpern and Robert N. Stern.
Contributors: Helpern, Jennifer J., 1960-; Stern, Robert N., 1948-
Series: Frank W. Pierce memorial lectureship and conference series -- no. 10
Publisher: ILR Press; Cornell University Press
Published: 1998
Place of publication: Ithaca, N.Y
Language: eng
Number of pages: 283
Subjects: Decision making -- Congresses.; Reasoning -- Congresses.; Management -- Congresses.
Description: Decision makers strive to be rational. Traditionally, rational decisions maximize an appropriate return. The contributors to this book challenge the common assumption that good decisions must be rational in this economic sense.

These essays emphasize that the decision-making process is influenced by social, organizational, and psychological considerations as well as by economic concerns. Relationships, time pressure, external demands for specific types of performance, contractual expectations, human biases, and reactions to unfair treatment alter the decision-making context and the resulting decisions.

These non-economic influences often lead to decisions that appear economically irrational but that may, nevertheless, be good for an organization. These essays reach across disciplinary boundaries to provide innovative insights into how decisions should be made - and how they actually are made - every day.
Notes: Includes bibliographical references (p. [248]-275) and index.