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Debating Rationality
Nonrational Aspects of Organizational Decision Making
Jennifer J. Halpern (Edited by), Robert C. Stern (Edited by)
9780801433788
Hardback, published 17 February 1998
296 pages
22.9 x 15.2 x 2.7 cm, 0.907 kg
Several fine scholars provide interesting reviews of differing literatures. The bottom line is that this fine book represents an achievement by all of its authors as well as an invitation to move away from traditional, singular models of economic rationality.
"Debating Rationality is a terrific collection of essays written by an obviously first rate set of scholars. Several recent books have attempted to make similar points, but this volume pushes the ideas in new directions, rather than simply restating what are now established themes."—Roderick M. Kramer, co-author of Trust in OrganizationsDecision makers strive to be rational. Traditionally, rational decisions maximize an appropriate return. The contributors to this book challenge the common assumption that good decisions must be rational in this economic sense. They emphasize that the decision-making process is influenced by social, organizational, and psychological considerations as well as by economic concerns. Relationships, time pressure, external demands for specific types of performance, contractual expectations, human biases, and reactions to unfair treatment alter the decision-making context and the resulting decision outcomes.