000 03209nam a22004455i 4500
001 978-1-4419-7542-3
003 DE-He213
005 20140220083724.0
007 cr nn 008mamaa
008 130607s2011 xxu| s |||| 0|eng d
020 _a9781441975423
_9978-1-4419-7542-3
024 7 _a10.1007/978-1-4419-7542-3
_2doi
050 4 _aHD28-70
072 7 _aKJU
_2bicssc
072 7 _aBUS063000
_2bisacsh
082 0 4 _a658.1
_223
100 1 _aSecchi, Davide.
_eauthor.
245 1 0 _aExtendable Rationality
_h[electronic resource] :
_bUnderstanding Decision Making in Organizations /
_cby Davide Secchi.
264 1 _aNew York, NY :
_bSpringer New York :
_bImprint: Springer,
_c2011.
300 _aXIX, 161 p.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 1 _aOrganizational Change and Innovation ;
_v1
520 _a“How do people make decisions in organizations?” is the question at the core of this book. Do people act rationally? Under what conditions can information and knowledge be shared to improve decision making? Davide Secchi applies concepts and theories from cognitive science, organizational behavior, and social psychology to explore the dynamics of decision making. In particular, he integrates “bounded rationality” (people are only partly rational; they have (a) limited computational capabilities and (b) limited access to information) and “distributed cognition” (knowledge is not confined to an individual, but is distributed across the members of a group) to build upon the pioneering work of Herbert Simon (1916-2001) on rational decision making and contribute fresh insights. This book is divided into two parts. The first part (Chapters 2 to 5) explores how recent studies on biases, prospect theory, heuristics, and emotions provide the so-called “map” of bounded rationality. The second part (Chapter 6 to 8) presents the idea of extendable rationality. In this section, Secchi identifies the limitations of bounded rationality and focuses more heavily on socially-based decision processes and the role of “docility” in teaching, managing, and executing decisions in organizations. The practical implications extend broadly to issues relating to change and innovation, as organizations adapt to evolving market conditions, implementing new systems, and effectively managing limited resources. The final chapter outlines an agenda for future research to help understand the decision making characteristics and capabilities of an organization.
650 0 _aEconomics.
650 0 _aBusiness planning.
650 0 _aApplied psychology.
650 1 4 _aEconomics/Management Science.
650 2 4 _aOrganization/Planning.
650 2 4 _aIndustrial, Organisational and Economic Psychology.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9781441975416
830 0 _aOrganizational Change and Innovation ;
_v1
856 4 0 _uhttp://dx.doi.org/10.1007/978-1-4419-7542-3
912 _aZDB-2-SBE
999 _c105793
_d105793