Article

What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making

Eric Abrahamson and Philippe Baumard

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/9780199290468.003.0023

Series: Oxford Handbooks in Business and Management C

 What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making

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The article's first section describes the case. Then, the second section discusses the conclusions drawn from the case. As becomes apparent, this case study undermined many aspects of the orienting framework. The study suggested that façades, far from being unitary, have different facets serving very different roles with respect to stakeholders' decision making. Moreover, the case study revealed that not only entire organizations, but also headquarters, departments, small units, even individuals decide to display façades. Finally, the case study demonstrated that façades do not only serve to legitimize organizations—they serve many other functions. Some of these functions do in fact deceive stakeholders, but this deception, as well as façades other functions, can also benefit stakeholders.

Keywords: decision making; organizational façades; stakeholders; organizational decision making; organizations; organizational legitimacy

Article.  6547 words. 

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

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