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Adjusting new initiatives to the social environ­ment: Organizational decision making as learning, commitment creating and behavior regulation.

Lawrence Erlbaum Associates
Publication Date
  • Social Sciences
  • Communication


In this study we investigated how managers make strategical decisions in complex, dynamic, and real-time environments and in different decision domains. The managers we interviewed were usually ‘in charge’ of the tasks. Our results showed that the informants mostly constructed only one or two decision alternatives and that they did this to a large extent through communication with other persons, within and outside the organization. In this way the decision makers accomplished many effects: for example learning about the decision and the constructed alterna­tive/s, selling in the decision, increasing the chances that the decision would be formally accepted by the board and increasing the chances for its implementation. In addition, more than a quarter of our informants thought that selling-in (our translation of the Swedish word ”förankring”) was the most difficult part of the decision process.

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