Putting the individual in the context of the organization: A Carnegie perspective on decision-making
The majority of decision research portrays decision-makers as largely decontextualized, separate from the institutional and social factors that influence their choosing. On the occasions when context is considered, it is rarely organizational, despite the prominence of organizations in people's...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2023-10-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1165713/full |
| _version_ | 1827781871364210688 |
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| author | Daniel A. Levinthal Daniel A. Newark |
| author_facet | Daniel A. Levinthal Daniel A. Newark |
| author_sort | Daniel A. Levinthal |
| collection | DOAJ |
| description | The majority of decision research portrays decision-makers as largely decontextualized, separate from the institutional and social factors that influence their choosing. On the occasions when context is considered, it is rarely organizational, despite the prominence of organizations in people's lives. By contrast, the Carnegie perspective on decision-making emphasizes context, particularly that of organizations, as a central concern. We develop this contrast by first reviewing the limited role of context in neoclassical economic and psychological depictions of choice. Next, we present key elements of the organizational decision context in the Carnegie perspective: decision premises, standard operating procedures and decision rules, organizational structures, learning environments, and identity–situation interaction. We then consider the importance of interpretation to decision-making in context. In particular, rather than being given and clear, the meaning of decision context is often ambiguous and must be interpreted or constructed. The Carnegie perspective underscores the importance of this interpretive process to both decision-making and everyday life. We conclude by considering aspects of context that merit greater examination, as well as the implications for behavioral theorizing of acknowledging the contextualized nature of action. |
| first_indexed | 2024-03-11T15:24:58Z |
| format | Article |
| id | doaj.art-3099992cc840484da1dbf8ab127a4bba |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-03-11T15:24:58Z |
| publishDate | 2023-10-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-3099992cc840484da1dbf8ab127a4bba2023-10-27T22:05:02ZengFrontiers Media S.A.Frontiers in Psychology1664-10782023-10-011410.3389/fpsyg.2023.11657131165713Putting the individual in the context of the organization: A Carnegie perspective on decision-makingDaniel A. Levinthal0Daniel A. Newark1Wharton School, University of Pennsylvania, Philadelphia, PA, United StatesHEC Paris, Jouy-en-Josas, FranceThe majority of decision research portrays decision-makers as largely decontextualized, separate from the institutional and social factors that influence their choosing. On the occasions when context is considered, it is rarely organizational, despite the prominence of organizations in people's lives. By contrast, the Carnegie perspective on decision-making emphasizes context, particularly that of organizations, as a central concern. We develop this contrast by first reviewing the limited role of context in neoclassical economic and psychological depictions of choice. Next, we present key elements of the organizational decision context in the Carnegie perspective: decision premises, standard operating procedures and decision rules, organizational structures, learning environments, and identity–situation interaction. We then consider the importance of interpretation to decision-making in context. In particular, rather than being given and clear, the meaning of decision context is often ambiguous and must be interpreted or constructed. The Carnegie perspective underscores the importance of this interpretive process to both decision-making and everyday life. We conclude by considering aspects of context that merit greater examination, as well as the implications for behavioral theorizing of acknowledging the contextualized nature of action.https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1165713/fullorganizational decision-makingjudgement and decision-makingbehavioral theory of the firmorganizational learningdecision-making in context |
| spellingShingle | Daniel A. Levinthal Daniel A. Newark Putting the individual in the context of the organization: A Carnegie perspective on decision-making Frontiers in Psychology organizational decision-making judgement and decision-making behavioral theory of the firm organizational learning decision-making in context |
| title | Putting the individual in the context of the organization: A Carnegie perspective on decision-making |
| title_full | Putting the individual in the context of the organization: A Carnegie perspective on decision-making |
| title_fullStr | Putting the individual in the context of the organization: A Carnegie perspective on decision-making |
| title_full_unstemmed | Putting the individual in the context of the organization: A Carnegie perspective on decision-making |
| title_short | Putting the individual in the context of the organization: A Carnegie perspective on decision-making |
| title_sort | putting the individual in the context of the organization a carnegie perspective on decision making |
| topic | organizational decision-making judgement and decision-making behavioral theory of the firm organizational learning decision-making in context |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1165713/full |
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