Randomized Controlled Trials (RCTs) are often still seen as the standard approach, this type of design hardly generates relevant information for the organizational decision maker. The most important reason for this lack of relevance is that RCTs are based on controlled, laboratory conditions, and are well

to allow direct intervention of an external decision maker (DM). Finally, the MOGA is generalised further: the genetic algorithm is seen as the optimizing element of a multiobjective optimization loop, which also comprises the DM. It is the interaction between the two that leads to the determination of a

To survive in a world where knowledge is limited, time is pressing, and deep thought is often an unattainable luxury, decision-makers must use bounded rationality. In this precis of Simple heuristics that make us smart, we explore fast and frugal heuristics—simple rules for making decisions

Policy makers at all levels of decision making in organizations use multiple criteria to analyze their complex problems. Multicriteria thinking is used formally to facilitate their decision making. Through trade-offs it clarifies the advantages and disadvantages of policy options under

This concluding article in the special issue of Organizational Behavior and Human Decision Processes on the foundations of knowledge transfer in organizations argues that the creation and transfer of knowledge are a basis for competitive advantage in firms. The article builds on a framework

How do executive teams make rapid decisions in the high-velocity microcomputer industry? This inductive study of eight microcomputer firms led lo propositions exploring that question. Fast decision makers use more, not less, information than do slow decision makers. The former also develop more

Despite the importance to researchers, managers, and policy makers of how information technology (IT) contributes to organizational performance, there is uncertainty and debate about what we know and don’t know. A review of the literature reveals that studies examining the association between

) on the one hand and remote clients (for example, decision makers) on the other, enabling clients to vary the prior distributions and functions of interest employed by investigators. A theme of the paper is the practicality of subjective Bayesian methods. To this end, the paper describes publicly available

There is evidence from several sources that one cannot treat many-person households as a single decision maker. If this is the case, then factors such as the relative incomes of the household members may affect the final allocation decisions made by the household. We develop a method of identifying

vey was conducted in early 1994. The incoming 1994 President initiated the survey in an attempt to establish a framework for organizational decision makers. The objectives of the survey