Article

Linking Rationality, Politics, and Routines in Organizational Decision Making

Isabelle Royer and Ann Langley

in The Oxford Handbook of Organizational Decision Making

Published in print March 2008 | ISBN: 9780199290468
Published online September 2009 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199290468.003.0013

Series: Oxford Handbooks in Business and Management C

 Linking Rationality, Politics, and Routines in Organizational Decision Making

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The first section of this article introduces a “static” perspective on decision making that views rationality and politics as alternatives whose appropriateness depends on a key contingency: uncertainty. This section considers classic prescriptions from the literature and shows how and why descriptive decision behavior may diverge from them. The second section takes a more “dynamic” perspective, viewing uncertainty no longer as a fixed contingency, but as a contextual variable that evolves over time. The third section adds consideration of the role of routines from both a prescriptive and a descriptive angle, drawing on recent contributions that discuss their “ostensive and performative” dimensions. The article concludes with implications for future research and practice.

Keywords: rationality; politics; organizational decision making; ostensive dimension; performative dimension; routines

Article.  7897 words. 

Subjects: Business and Management ; Organizational Theory and Behaviour ; Business Strategy

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