Organizational decision making and the project manager
J. Parkin. International Journal of Project Management, 14 (5):
257-263(1996/10)
Abstract
Project managers often experience organizational decision making as
confusing and apparently non-rational. This paper attempts to provide
a coherent explanation of the deep forces moulding the process. Actor-network
theory, derived from recent research in the sociology of science
and technology, provides the framework for modelling the decision
process as moving from a moment of problem definition, negotiated
and controlled by the most powerful actor, through communication,
argument and resistance between members of the network, to nodal
judgements, and finally the power resolution of judgemental arguments.
The final resolution, which forms the decision, is formulated by
attempting to minimize the power required to achieve a good fit between
the solution proposed and the relevant social value structure.
%0 Journal Article
%1 Parkin1996/10
%A Parkin, James
%D 1996/10
%J International Journal of Project Management
%K actor-networks; decision judgement making; organizations social theory;
%N 5
%P 257-263
%T Organizational decision making and the project manager
%V 14
%X Project managers often experience organizational decision making as
confusing and apparently non-rational. This paper attempts to provide
a coherent explanation of the deep forces moulding the process. Actor-network
theory, derived from recent research in the sociology of science
and technology, provides the framework for modelling the decision
process as moving from a moment of problem definition, negotiated
and controlled by the most powerful actor, through communication,
argument and resistance between members of the network, to nodal
judgements, and finally the power resolution of judgemental arguments.
The final resolution, which forms the decision, is formulated by
attempting to minimize the power required to achieve a good fit between
the solution proposed and the relevant social value structure.
@article{Parkin1996/10,
abstract = {Project managers often experience organizational decision making as
confusing and apparently non-rational. This paper attempts to provide
a coherent explanation of the deep forces moulding the process. Actor-network
theory, derived from recent research in the sociology of science
and technology, provides the framework for modelling the decision
process as moving from a moment of problem definition, negotiated
and controlled by the most powerful actor, through communication,
argument and resistance between members of the network, to nodal
judgements, and finally the power resolution of judgemental arguments.
The final resolution, which forms the decision, is formulated by
attempting to minimize the power required to achieve a good fit between
the solution proposed and the relevant social value structure.},
added-at = {2008-08-31T18:03:07.000+0200},
author = {Parkin, James},
biburl = {https://www.bibsonomy.org/bibtex/25fd68191c1285a6b4a14bd3eb0728b97/jomiralb},
description = {Old biblio},
interhash = {3a6c99e0eb48147a3a6226781c7aa968},
intrahash = {5fd68191c1285a6b4a14bd3eb0728b97},
journal = {International Journal of Project Management},
keywords = {actor-networks; decision judgement making; organizations social theory;},
number = 5,
owner = {oriol},
pages = {257-263},
timestamp = {2008-08-31T18:03:20.000+0200},
title = {Organizational decision making and the project manager},
volume = 14,
year = {1996/10}
}