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Adjusting new initiatives to the social environ­ment: Organizational decision making as learning, commitment creating and behavior regulation.

Allwood, Carl Martin LU and Hedelin, I (2005) Naturalistic Decision Making Conference In How professionals make decisions p.223-232
Abstract
In this study we investigated how managers make strategical decisions in complex, dynamic, and real-time environments and in different decision domains. The managers we interviewed were usually ‘in charge’ of the tasks. Our results showed that the informants mostly constructed only one or two decision alternatives and that they did this to a large extent through communication with other persons, within and outside the organization. In this way the decision makers accomplished many effects: for example learning about the decision and the constructed alterna­tive/s, selling in the decision, increasing the chances that the decision would be formally accepted by the board and increasing the chances for its implementation. In addition, more... (More)
In this study we investigated how managers make strategical decisions in complex, dynamic, and real-time environments and in different decision domains. The managers we interviewed were usually ‘in charge’ of the tasks. Our results showed that the informants mostly constructed only one or two decision alternatives and that they did this to a large extent through communication with other persons, within and outside the organization. In this way the decision makers accomplished many effects: for example learning about the decision and the constructed alterna­tive/s, selling in the decision, increasing the chances that the decision would be formally accepted by the board and increasing the chances for its implementation. In addition, more than a quarter of our informants thought that selling-in (our translation of the Swedish word ”förankring”) was the most difficult part of the decision process. (Less)
Please use this url to cite or link to this publication:
author
organization
publishing date
type
Chapter in Book/Report/Conference proceeding
publication status
published
subject
in
How professionals make decisions
editor
Montgemery, Henry; Lipshitz, Raanan and Brehmer, Berndt
pages
223 - 232
publisher
Lawrence Erlbaum Associates
conference name
Naturalistic Decision Making Conference
external identifiers
  • WOS:000225081200015
ISBN
1410611728
language
English
LU publication?
yes
id
86b32c8f-82e5-4f5a-993f-4fbecf2b7c8e (old id 833357)
date added to LUP
2008-01-09 14:42:04
date last changed
2016-04-16 07:49:25
@misc{86b32c8f-82e5-4f5a-993f-4fbecf2b7c8e,
  abstract     = {In this study we investigated how managers make strategical decisions in complex, dynamic, and real-time environments and in different decision domains. The managers we interviewed were usually ‘in charge’ of the tasks. Our results showed that the informants mostly constructed only one or two decision alternatives and that they did this to a large extent through communication with other persons, within and outside the organization. In this way the decision makers accomplished many effects: for example learning about the decision and the constructed alterna­tive/s, selling in the decision, increasing the chances that the decision would be formally accepted by the board and increasing the chances for its implementation. In addition, more than a quarter of our informants thought that selling-in (our translation of the Swedish word ”förankring”) was the most difficult part of the decision process.},
  author       = {Allwood, Carl Martin and Hedelin, I},
  editor       = {Montgemery, Henry and Lipshitz, Raanan and Brehmer, Berndt},
  isbn         = {1410611728},
  language     = {eng},
  pages        = {223--232},
  publisher    = {ARRAY(0xa6e9a20)},
  series       = {How professionals make decisions},
  title        = {Adjusting new initiatives to the social environ­ment: Organizational decision making as learning, commitment creating and behavior regulation.},
  year         = {2005},
}