Decision Premises, Decision Cycles and Decomposition

Brian Loasby

Industrial and Corporate Change, 2000, vol. 9, issue 4, 709-31

Abstract: This paper deals with firms as both users and generators of productive knowledge and decision-making skills. Human cognitive powers and human knowledge are often insufficient for the formal logic of choice, but well adapted to pattern making and pattern matching; shared patterns are part of organizational and social capital. From problem identification to the review of outcomes, decision processes are guided by decision premises, and complexity is decomposed by fallible organizational design; thus cognitive repertoires develop (and sometimes deteriorate) over time. Copyright 2000 by Oxford University Press.

Date: 2000
References: Add references at CitEc
Citations: View citations in EconPapers (3)

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:oup:indcch:v:9:y:2000:i:4:p:709-31

Ordering information: This journal article can be ordered from
https://academic.oup.com/journals

Access Statistics for this article

Industrial and Corporate Change is currently edited by Josef Chytry

More articles in Industrial and Corporate Change from Oxford University Press and the Associazione ICC Oxford University Press, Great Clarendon Street, Oxford OX2 6DP, UK.
Bibliographic data for series maintained by Oxford University Press ().