Patterns of Resource Allocation Decisions in Organisations

Inhaltsverzeichnis

1 Introduction.- 1.1 Problem and research objective.- 1.2 Research design.- 1.3 Structure of the thesis.- 2 Classical and behavioural perspectives on decisions-making.- 2.1 The classical perspective on individual decision-making.- 2.1.1 Assumptions in the classical perspective on decision-making.- 2.1.2 The decision-making process in the classical perspective.- 2.2 The behavioural perspective on individual decision-making.- 2.2.1 Bounded rationality.- 2.2.2 The behavioural process model of individual decision-making.- 2.2.3 Problem identification and information acquisition.- 2.2.3.1 Availability heuristic.- 2.2.3.2 Selective perception.- 2.2.4 Information processing and choice.- 2.2.4.1 Representativeness heuristic.- 2.2.4.2 Anchoring and adjustment and reasoning by analogy.- 2.2.4.3 Schemata and resolving cognitive dissonance.- 2.2.5 Decision-specific factors.- 2.2.6 Organisational and environmental factors.- 2.2.7 Summary and critical evaluation.- 2.3 The behavioural perspective on organisational decision-making.- 2.3.1 The behavioural process model of organisational decision-making.- 2.3.2 Problem identification and information acquisition.- 2.3.2.1 Problem sensitisation.- 2.3.2.2 Organisational attention.- 2.3.3 Information processing and choice.- 2.3.3.1 Decision-making in groups.- 2.3.3.2 Standard decision-making processes.- 2.3.3.3 Schemata in organisations.- 2.3.4 Decision-specific factors.- 2.3.5 Organisational and environmental factors.- 2.3.5.1 Organisational structures.- 2.3.5.2 Political forces.- 2.3.6 Summary and critical evaluation.- 3 Similarity and patterns of decision outcomes.- 3.1 Definitions of decision outcome, similarity and pattern.- 3.1.1 Definition of decision outcomes and their characteristics.- 3.1.2 Definition of similarity of decision outcomes.- 3.1.3 Definition of pattern of decision outcomes.- 3.1.4 Definition of development of patterns over time.- 3.2 Similarity and patterns in the classical perspective on decision-making.- 3.2.1 Similarity in the classical perspective on decision-making.- 3.2.1.1 Problem identification.- 3.2.1.2 Information acquisition, information processing and choice.- 3.2.1.3 Development of propositions.- 3.2.2 Patterns in the classical perspective on decision-making.- 3.2.2.1 Problem identification.- 3.2.2.2 Information acquisition, information processing and choice.- 3.2.2.3 Development of propositions.- 3.2.3 Development of patterns over time in the classical perspective on decision-making.- 3.2.3.1 Problem identification.- 3.2.3.2 Information acquisition, information processing and choice.- 3.2.3.3 Development of propositions.- 3.3 Similarity and patterns in the behavioural perspective on decision-making.- 3.3.1 Similarity in the behavioural perspective on decision-making.- 3.3.1.1 Problem identification.- 3.3.1.2 Information acquisition.- 3.3.1.3 Information processing and choice.- 3.3.1.4 Development of propositions.- 3.3.2 Patterns in the behavioural perspective on decision-making.- 3.3.2.1 Problem identification.- 3.3.2.2 Information acquisition.- 3.3.2.3 Information processing and choice.- 3.3.2.4 Development of propositions.- 3.3.3 Development of patterns over time in the behavioural perspective on decision-making.- 3.3.3.1 Problem identification.- 3.3.3.2 Information acquisition.- 3.3.3.3 Information processing and choice.- 3.3.3.4 Development of propositions.- 3.4 Excursus: Strategy and the perspectives on decision-making.- 3.4.1 Definition of strategy.- 3.4.2 Interpretation of patterns of decision outcomes as realised strategy.- 3.5 Summary.- 4 Research design, data and methods.- 4.1 Design of the case illustration.- 4.1.1 Research design.- 4.1.2 Introduction to the cases of Ciba and Sandoz.- 4.2 Data gathering and variables in the outside perspective on decisions.- 4.2.1 Introduction to the content analysis.- 4.2.2 Identification of resource allocation decisions.- 4.2.3 Variables and coding of data.- 4.2.3.1 Importance of coding of data.- 4.2.3.2 Variables

Portrait

Dr. Robert Urlichs promovierte bei Prof. Dr. Jean-Paul Thommen am Department "International Management and Consulting" an der European Business School, Schloß Reichartshausen. Er ist als Unternehmensberater für McKinsey & Company, Inc., tätig.