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Organizational decision making and the project manager

. 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.

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