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Patterns of Resource Allocation Decisions in Organisations

European business School. 'ebs Forschung, Schriftenreihe der European Business School Schloss Reichartshausen'.…
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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 … weiterlesen
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Produktdetails

Titel: Patterns of Resource Allocation Decisions in Organisations
Autor/en: Robert Urlichs, Jean-Paul Thommen, Ansgar Richter

ISBN: 3835002090
EAN: 9783835002098
European business School.
'ebs Forschung, Schriftenreihe der European Business School Schloss Reichartshausen'.
Softcover reprint of the original 1st ed. 2005.
DISS1200.
Book.
Sprache: Englisch.
Deutscher Universitätsverlag

25. November 2005 - kartoniert - XXI

Beschreibung

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.

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.
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