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Building on lecture notes from his acclaimed course at Stanford University, James March provides a brilliant introduction to decision making, a central human activity fundamental to individual, group, organizational, and societal life. March draws on research from all the disciplines of social and behavioral science to show decision making in its broadest context. By emphasizing how decisions are actually made -- as opposed to how they should be made -- he enables those involved in the process to understand it both as observers and as participants.

March sheds new light on the decision-making process by delineating four deep issues that persistently divide students of decision making: Are decisions based on rational choices involving preferences and expected consequences, or on rules that are appropriate to the identity of the decision maker and the situation? Is decision making a consistent, clear process or one characterized by ambiguity and inconsistency? Is decision making significant primarily for its outcomes, or for the individual and social meanings it creates and sustains? And finally, are the outcomes of decision processes attributable solely to the actions of individuals, or to the combined influence of interacting individuals, organizations, and societies? March's observations on how intelligence is -- or is not -- achieved through decision making, and possibilities for enhancing decision intelligence, are also provided.

March explains key concepts of vital importance to students of decision making and decision makers, such as limited rationality, history-dependent rules, and ambiguity, and weaves these ideas into a full depiction of decision making.

He includes a discussion of the modern aspects of several classic issues underlying these concepts, such as the relation between reason and ignorance, intentionality and fate, and meaning and interpretation.

This valuable textbook by one of the seminal figures in the history of organizational decision making will be required reading for a new generation of scholars, managers, and other decision makers.

정보제공 :

CONTENTS
Acknowledgments = ⅴ
Preface = ⅶ
1 Limited Rationality = 1
 The Idea of Rational Choice = 1
 Limited (or Bounded) Rationality = 8
 Theories of Attention and Search = 23
 Risk and Risk Taking = 35
2 Rules Following = 57
 Decision Making as Rules Following = 57
 Rules, Identities, and Action = 59
 Rule Development and Change = 76
 Appropriate Rules or Consequential Choice? = 100
3 Multiple Actors : Teams and partners = 103
 Interpersonal Consistency and Teams = 104
 Interpersonal Inconsistencies = 105
 Social Bases of Inconsistencies = 111
 Uneasy Partners = 120
4 Multiple Actors : Conflict and Politics = 139
 Decisions and Power = 140
 Decisions and Coalitions = 151
 Participation and Decision Instabilities = 160
 Single Actors and Multiple Actors = 172
5 Ambiguity and Interpretation = 175
 Order and Ambiguity in Decision Making = 175
 Ambiguous Bases of Decision Making = 180
 Loose Coupling in Organizations = 192
 Garbage Can Decision Process = 198
 Decision Making and the Construction of Meaning = 207
 Ambiguity and Understanding = 218
6 Decision Engineering = 221
 Defining Decision Intelligence = 222
 Improving Adaptiveness = 234
 Using Knowledge = 240
 Creating Meaning = 258
Notes = 273
Additional Reading = 275
Index = 283
About the Author = 290