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Relevant bibliographies by topics / Garbage can models of decision making

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Academic literature on the topic 'Garbage can models of decision making'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Garbage can models of decision making"

1

Glynn, Peter W., Henrich R. Greve, and Hayagreeva Rao. "Relining the garbage can of organizational decision-making: modeling the arrival of problems and solutions as queues." Industrial and Corporate Change 29, no. 1 (2019): 125–42. http://dx.doi.org/10.1093/icc/dtz069.

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Abstract The garbage can account of organizations where problems, solutions, and people chase each other is often invoked but rarely studied since its publication 44 years ago. It has been critiqued for being a metaphor rather than a model, and offering a deterministic rather than stochastic account. We reline the garbage can model of organizational decision-making by modeling the arrival of problems, people, and solutions as queues that get matched randomly. We show that queuing models allow us to understand the effect of using either experts, supervisor approval, teams, and deviation from su

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2

Hoelscher, Carrisa S., Michael W. Kramer, Christopher Nguyen, Olivia D. Cooper, and Eric Anthony Day. "Decision Making and Communication in a Statewide Interagency Task Force." Management Communication Quarterly 31, no. 1 (2016): 39–68. http://dx.doi.org/10.1177/0893318916661762.

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This study examines the proposed and utilized decision-making processes of an interagency taskforce formed to create a strategic plan for addressing substance abuse concerns. Analysis of data obtained through prolonged observation, interviews, and document collection indicated that, although the planned structure remained relatively intact, the taskforce deviated from planned decision-making processes in the procedures and decision-making criteria utilized. These deviations were justified through retrospective rationality and strategic ambiguity. Although prior research has described decision

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3

Ocasio, William, Luke Rhee, and Dylan Boynton. "March and the pursuit of organizational intelligence: the interplay between procedural rationality and sensible foolishness." Industrial and Corporate Change 29, no. 1 (2019): 225–39. http://dx.doi.org/10.1093/icc/dtz068.

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Abstract March’s long and varied career in organization theory encompasses a number of seemingly disparate themes from rationality, to ambiguity and the garbage can model, to exploration and exploitation in organizations. We examine March’s diverse research trajectory and conclude that his different insights can be brought together under one common theme for his career: that both procedural rationality and sensible foolishness are necessary for the pursuit of organizational intelligence. Traditional models of rationality, even bounded rationality, are insufficient because goals are unstable an

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4

Fardal, Harald, and Jan-Oddvar Sørnes. "IS Strategic Decision-Making: A Garbage Can View." Issues in Informing Science and Information Technology 5 (2008): 553–69. http://dx.doi.org/10.28945/1028.

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5

Saleri, N. G. "Re-Engineering Simulation: Managing Complexity and Complexification in Reservoir Projects." SPE Reservoir Evaluation & Engineering 1, no. 01 (1998): 5–11. http://dx.doi.org/10.2118/36696-pa.

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Summary Managing complexity and technological complexification is a necessity in today's business environment. This paper outlines a method to increase value addition significantly by multidisciplinary reservoir studies. In this context, value addition refers to a positive impact on a business decision. The approach ensures a level of complexification in line both with business questions at hand and the realities of reservoirs. Sparse well control, seismic uncertainties, imperfect geologic models, time constraints, software viruses, and computing hardware limitations represent some common rese

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Tamir, Emanuel, and Mirit K. Grabarski. "Surviving the reform: management usage of the garbage can model during implementation of reform." Journal of Educational Administration 58, no. 3 (2020): 373–87. http://dx.doi.org/10.1108/jea-09-2019-0169.

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PurposeThis paper aims to apply the garbage can model to identify factors that affect managerial decision-making processes in educational systems undergoing reforms.Design/methodology/approachThis paper used a qualitative approach using semi-structured interviews with 39 teachers and managers in schools undergoing a system-wide reform.FindingsThe paper presents examples for a typology of decision outcomes found in the model and provides explanations for their emergence. It shows that there are many challenges that are associated with reform implementation and suggests factors that need to be t

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7

Tamir, Emanuel, and Mirit K. Grabarski. "Searching for Gold in The Garbage Can: Decision-Making on Resource Utilization in Schools Using the Garbage-Can Model." Leadership and Policy in Schools 18, no. 3 (2018): 325–40. http://dx.doi.org/10.1080/15700763.2018.1450515.

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8

Cohen, Sandra, and Sotirios Karatzimas. "Modernizing government accounting standards in Greece: a case of ‘garbage can’ decision-making." Public Money & Management 36, no. 3 (2016): 173–80. http://dx.doi.org/10.1080/09540962.2016.1133966.

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9

Mitchell, Debbielou. "In and Out of the Garbage Can: A Model of Faculty Decision Making." Nursing Forum 22, no. 1 (1985): 12–15. http://dx.doi.org/10.1111/j.1744-6198.1985.tb00763.x.

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10

Fumagalli, Corrado. "When Do They Speak? Deliberation and Democratic Decision-Making in the European Union." Political Studies 67, no. 4 (2019): 1053–71. http://dx.doi.org/10.1177/0032321719828276.

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In this article, I argue that the experimentalist model of democracy can contribute to contemporary disputes about deliberation at the supranational level. The fundamental idea is that, in conditions of disagreement, for a decision to be legitimate, deliberative decision-making processes must be structured so as to allow the inclusion of affected interests before and after voting. I argue that there are three ways for a decision to be illegitimate: exclusion of affected interests from all deliberative phases, Captain Hook politics and garbage-time politics. Captain Hook politics and garbage-ti

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