- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
This article argues that the primary effects of cultures in decision making take the form of limitations on decision makers' rationality. Simon pointed out that decision making reflects the limitations of human brains. Subsequently, scholars have written many words about the psychological limitations on rationality. However, rationality also confronts cultural limitations that both augment and dominate the psychological ones. The article begins by summarizing some of the writing about national, occupational, and organizational cultures. It then considers the implications of these writings for organizational decision making.
Jacques Rojot is Professor Emeritus at the University of Paris II. He has served as a consultant and scientific advisor to the OECD, the EU, the World Bank and the European Foundation in Dublin as well as to several corporations, French ministries, and public bodies. He is the author and co‐author of 12 books and more than 120 papers in French and journals of various other countries, is the French foreign correspondent to the US National Academy of Arbitrators, has been a visiting professor in several universities internationally, sits on the editorial boards of several academic journals and the management board of professional societies, nationally and internationally, is a board member of the French Foundation for the Teaching of Management, and is the President of the French Society of University Professors of Management. He is a knight in the national order of the Legion of Honour.
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