The Consequences of Decision-Making

Hardcover | February 18, 2007

byNils Brunsson

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Nils Brunsson is one of the leading European organization theorists who has written and researched decision-making in organizations. He has often questioned the rationality of decision-making, and argued that it is as important to understand other consequences of decision-making apart fromchoice - such things as mobilizing action, allocating responsibility, and legitimizing organizations. These consequences of decisions can influence decision-making and the assumptions about feasible norms that provide their context. Decisions often run counter to actions and are part of what Brunsson calls organizational hypocrisy. Decisions can substitute for action, or decrease the probability ofthe action they call for. The norm of rationality is far from obvious: sometimes decision-makers can recommend systematic irrationality.This book collects together a wide-range of Nils Brunsson's most important writing on decision-making, brought together in one volume for the first time, with an introduction from the author.

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Nils Brunsson is one of the leading European organization theorists who has written and researched decision-making in organizations. He has often questioned the rationality of decision-making, and argued that it is as important to understand other consequences of decision-making apart fromchoice - such things as mobilizing action, allo...

Nils Brunsson is a Professor at the Stockholm School of Economics, where he holds the City of Stockholm Chair in Management. He is the chairman of the Stockholm Centre for Organizational Research (Score). He has published numerous books and articles in the field of organizations. His main research focus has been decision theory and th...

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Format:HardcoverDimensions:176 pages, 9.21 × 6.14 × 0.59 inPublished:February 18, 2007Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0199206287

ISBN - 13:9780199206285

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Table of Contents

1. Decision as Institution2. Deciding for Responsibility and Legitimation: Alternative Interpretations of Organizational Decision-Making3. The Irrationality of Action and Action Rationality: Decisions, Ideologies, and Organizational Actions4. Implementing Reforms5. Responsibility as an Impediment to Influence - The Case of Budgeting6. Industrial Policy as Implementation or Legitimation7. Organized Hypocrisy8. Ideas and Actions: Justification and Hypocrisy as Alternatives to Control