Traditional organizational and support structures no longer function efficiently in the face of increasingly complex problem domains because these structures are generally not conceived from the social perspective, requiring development of new organizational structures and support systems. These structures must be able to support traditional decision-making in an increasingly complicated social...

OBJECTIVE to analyze the decision-making model adopted by nurses from the perspective of some decision-making process theories. METHOD qualitative approach, based on action research. Semi-structured questionnaires and seminars were conducted from April to June 2012 in order to understand the nature of decisions and the decision-making process of nine nurses in position of managers at a public...

Participatory democracy refers to an organizational form in which decision making is decentralized, nonhierarchical, and consensus oriented. It can be contrasted with bureaucracy, in which decision making is centralized, hierarchical, and based on a formal division of labor, as well as with majority vote. Participatory democratic organizations have been a prominent feature of many progressive m...

a r t i c l e i n f o Interest in the use of (big) company data and data-mining models to guide decisions exploded in recent years. In many domains there are human experts whose knowledge is essential in building, interpreting and applying these models. However, the impact of integrating expert opinions into the decision-making process has not been sufficiently investigated. This research gap d...

Organizational problems that demand decision-making require planning about their own decision-making process: the meta-decisions. We propose that the decisions about the process itself can be organized around three key activities: (1) diagnosis of meta-decision context and evaluation of meta-decision problem, (2) selection / planning of the meta-decision strategies and (3) meta-decision strateg...

Decision making requires both information and knowledge. Information (or its absence) is central to decision making situations involving uncertainty and complexity, while knowledge (or its absence) is associated with problems of ambiguity and equivocality. This paper proposes that computer-based decision support technologies are appropriate to supporting decision making under conditions of unce...

Information quality available to knowledge workers at various organizational levels within companies is of high priority in today’s highly uncertain business environment. However, quality information is of little value to companies if it has not been used in decision making process. Previous works suggest a positive relationship between information quality and use, although there is limited emp...

Organizational theorists built their knowledge of decision-making through a progressive critique of rational choice theory. Their positioning towards rationality however, is at odds with the observation of rationality persistence in organizational life. This paper addresses this paradox. It proposes a new perspective on rationality that allows the theorizing of the production of rational decisi...

Judgmental processes involved in risk perception and decision making have traditionally been conceptualized as cognitive in nature, being based upon a rational and deliberate evaluation of the situation at hand. Conversely, a sampling of research from diverse literatures suggests that intuitive decision-making may offer an alternative (or possibly complementary) behavioral strategy in some situ...

To cope with the increasing complexity of products, New Product Development (NPD) projects require the involvement of several designers coming from various functional departments. Designers' decisions imply modifications on different objects and are likely to affect the decision-making of other designers. Two kinds of collaborative activities are strongly inter-related: technical ones that resu...