Titel: Patterns of Resource Allocation Decisions in Organisations
Autor/en: Robert Urlichs, Jean-Paul Thommen, Ansgar Richter
European business School.
'ebs Forschung, Schriftenreihe der European Business School Schloss Reichartshausen'.
Softcover reprint of the original 1st ed. 2005.
25. November 2005 - kartoniert - XXI
Although decision-making is widely regarded as being based on rigour analysis of the advantages and disadvantages of the decision alternatives in a specific situation, managers do not always take decisions in isolation. Rather, they are embedded in a social and organisational environment, which serves as orientation for decision-making. Being embedded in social environments, the outcomes of decisions taken in organisations are characterised by systematic similarities that can be interpreted as patterns of decisions.
Based on publicly available data on the outcomes of resource allocation decisions of the two pharmaceutical and chemical companies Ciba and Sandoz, Robert Urlichs investigates more than 1,000 decisions. He analyses this data base in a combination of quantitative and qualitative techniques and identifies patterns of decision outcomes. The results reveal that patterns of decision outcomes develop within and even across organisations. Organisational decision-making seems to be biased by the outcomes of prior decisions taken in the same and in other organisational units. An excursus shows that many of the identified patterns of decisions can be interpreted as realised strategies, which have emergent and deliberate elements. Therefore, the author brings life to Mintzberg's notion of realised strategy as a pattern in a stream of decisions, providing an empirical basis and analytical methodology.
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.- 18.104.22.168 Availability heuristic.- 22.214.171.124 Selective perception.- 2.2.4 Information processing and choice.- 126.96.36.199 Representativeness heuristic.- 188.8.131.52 Anchoring and adjustment and reasoning by analogy.- 184.108.40.206 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.- 220.127.116.11 Problem sensitisation.- 18.104.22.168 Organisational attention.- 2.3.3 Information processing and choice.- 22.214.171.124 Decision-making in groups.- 126.96.36.199 Standard decision-making processes.- 188.8.131.52 Schemata in organisations.- 2.3.4 Decision-specific factors.- 2.3.5 Organisational and environmental factors.- 184.108.40.206 Organisational structures.- 220.127.116.11 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.- 18.104.22.168 Problem identification.- 22.214.171.124 Information acquisition, information processing and choice.- 126.96.36.199 Development of propositions.- 3.2.2 Patterns in the classical perspective on decision-making.- 188.8.131.52 Problem identification.- 184.108.40.206 Information acquisition, information processing and choice.- 220.127.116.11 Development of propositions.- 3.2.3 Development of patterns over time in the classical perspective on decision-making.- 18.104.22.168 Problem identification.- 22.214.171.124 Information acquisition, information processing and choice.- 126.96.36.199 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.- 188.8.131.52 Problem identification.- 184.108.40.206 Information acquisition.- 220.127.116.11 Information processing and choice.- 18.104.22.168 Development of propositions.- 3.3.2 Patterns in the behavioural perspective on decision-making.- 22.214.171.124 Problem identification.- 126.96.36.199 Information acquisition.- 188.8.131.52 Information processing and choice.- 184.108.40.206 Development of propositions.- 3.3.3 Development of patterns over time in the behavioural perspective on decision-making.- 220.127.116.11 Problem identification.- 18.104.22.168 Information acquisition.- 22.214.171.124 Information processing and choice.- 126.96.36.199 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.- 188.8.131.52 Importance of coding of data.- 184.108.40.206 Variables
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.