Adaptation in natural and artificial systems
Adaptation in natural and artificial systems
Organizational response: the cost performance tradeoff
Management Science
Adaptation on rugged landscapes
Management Science
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Designing Complex Organizations
Designing Complex Organizations
Imitation of Complex Strategies
Management Science
Modularity and Innovation in Complex Systems
Management Science
Speed and Search: Designing Organizations for Turbulence and Complexity
Organization Science
Design of Decision-Making Organizations
Management Science
Hierarchical Structure and Search in Complex Organizations
Management Science
Organizational Learning: From Experience to Knowledge
Organization Science
Entrepreneurial Success and Failure: Confidence and Fallible Judgment
Organization Science
Dealing with Complexity: Integrated vs. Chunky Search Processes
Organization Science
A framework for the design and synthesis of coordinated social systems
SocInfo'12 Proceedings of the 4th international conference on Social Informatics
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At its core, a behavioral theory of choice has two fundamental attributes that distinguish it from traditional economic models of decision making. One attribute is that choice sets are not available ex ante to actors, but must be constructed. This notion is well established in our models of learning and adaptation. The second fundamental postulate is that the evaluation of alternatives is likely to be imperfect. Despite the enshrinement of the notion of bounded rationality in the organizations literature, this second postulate has been largely ignored in our formal models of learning and adaptation. We develop a structure with which to capture the imperfect evaluation of alternatives at the individual level and then explore the implications of alternative organizational structures, comprising such individual actors, on organizational decision making.