Academic Articles
Articles on decision making recommended by our associates, advisors or customers.
Stewart, T.A., Did You Ever Have to Make Up Your Mind?
Harvard Business Review, 2006. 84(1): p. 12


An introduction to the Jan 2006 HBR Special Issue on decision making (well worth getting).
Rogers, P. and M. Blenko, Who Has the D? How Clear Decision Roles Enhance Organizational Performance. Harvard Business Review, 2006. 84(1): p. 52-61.

Discusses the importance of clearly defined roles in decision making processes.
Pfeffer, J. and R. Sutton, I., Evidence Based Management.
Harvard Business Review, 2006. 84(1): p. 62-74.


An argument for the use of logic and evidence in decision making - an excellent precis of their book "Hard Facts"
Mankins, M.C. and R. Steele, Stop Making Plans; Start Making Decisions.
Harvard Business Review, 2006. 84(1): p. 76-84.


A critique of the annual strategic planning process and the need for continual issue focused decision process.
Bazerman, M. and D. Chugh, Decisions Without Blinders.
Harvard Business Review, 2006. 84(1): p. 88-97.


A discussion of the phenomenon of "bounded awareness" cognitive blinders that prevent us from seeking,
seeing, using and sharing relevant information.
Davenport, T.H., Competing on Analytics. Harvard Business Review, 2006. 84(1): p. 98-107.

Using industrial strength analytics to compete and make better decisions. A excellent primer to the book of
the same column_header.
Morse, G., Decisions and Desire. Harvard Business Review, 2006. 84(1): p. 42-51.

A physiological and neurological review of how decisions occur.
Buchanan, L. and A. O'Connell, A Brief History of Decision Making.
Harvard Business Review, 2006. 84(1): p. 32-41.


An excellent review of what we know about decision making.
Charan, R., Conquering a Culture of Indecision. Harvard Business Review, 2006. 84(1): p. 108-117.

How to break a cycle of indecisiveness.
Hammond, J.S., R.L. Keeney, and H. Raiffa, The Hidden Traps in Decision Making.
Harvard Business Review, 2006. 84(1): p. 118-126.


A review of the traps in decision making and how they can be avoided.
Arnott, D., Cognitive biases and decision support systems development:
A design science approach. Information Systems Journal, 2006. 16(1): p. 55-78.


Discusses the various types of bias in decision making.
Kaliszewski, I., Out of the Mist - Towards Decision-maker-friendly Multiple Criteria Decision Making Support. European Journal of Information Systems, 2004. 158(2): p. 293-307.

Discusses the small number of Multi-Attribute Decision Making systems.
Shafir, E., I. Simonson, and A. Tversky, Reason-Based Choice, in Choices, Values and Frames,
D. Kahneman and A. Tversky, Editors. 2000, Cambridge University Press: Cambridge. p. 597-619.


Considers the role of reasons and arguments in the making of decisions. Notes that when forced to chose, people seek and construct reasons in order to resolve the conflict and to justify their choices to themselves as well as others.
Kreie, J., et al., Applications Development by End-Users:
Can Quality be Improved? Decision Support Systems, 2000. 29(2): p. 143-152.


Discusses the design and mistakes of end-user developed spreadsheets.
Lubbe, S. and D. Remenyi, Management of Information Technology Evaluation -
The Development of a Managerial Thesis. Logistics Information Management, 1999. 12(1/2): p. 145-156.


Notes that 70% of organizations not follow formal evaluation processes when making technology decisions.
Choi, J.P., Herd Behavior, the "Penguin Effect," and the Suppression of Informational Diffusion:
An Analysis of Informational Externalities and Payoff Interdependency. The Rand Journal of Economics, 1997. 28(3): p. 407-425.


Discusses the use of game theory in decision making and the importance of considering the decisions made by others.
Lim, L.-H. and I. Benbasat, A Framework for Addressing Group Judgment Biases with Group Technology. JMIS, 1997. 13(3 (Winter)): p. 7-24.

Notes that both individual and group decision making has systemic biases and that these can be reduced.
Schoemaker, Paul J.H and Russo, J. Edward. A Pyramid of Decision Approaches. California Management Review, Fall 1993. 36(1): p. 9-33.

An excellent argument for analytic decision making approaches (how and why it beats intuition).
Siha, S., A Decision Model for Selecting Mutually Exclusive Technologies.
Computers and Industrial Engineering, 1993. 24(3): p. 459-463.


Discusses complexities of selecting technology and tangible and intangible criteria.
Argote, L. and J.E. McGrath, Group Processes In Organizations:
Continuity and Change, in International Review of Industrial and Organizational Psychology
1993 Volume 8, C.I. Cooper and I.T. Robertson, Editors. 1993, John Wiley & Sons Ltd. p. 333-389.


Suggests that biases are worse in group decision making rather than individual decision making.
Kriger, M.P. and L.B. Barnes, Organizational Decision Making as Hierarchical Levels of Drama.
The Journal of Management Studies, 1992. 29(4): p. 439-457.


Develops and discusses a time horizon framework of decision that models decisions based upon when their impact occurs.
Langley, A., Patterns in the Use of Formal Analysis in Strategic Decisions.
Organization Studies, 1991. 11(1): p. 17-45.


Discusses the use of analysis to justify decisions that have already been made.
Zajac, E. and M. Bazerman, Blind Spots in Industry and Competitor Analysis:
Implications of Interfirm (Mis)perceptions for Strategic Decisions.
Academy of Management Review, 1991. 16(1): p. 37-56.


Discusses the importance of game theory in decision making.
Dos Santos, B.L., Justifying Investments in New Information.
Journal of Management Information Systems, 1991. 7(4 (Spring)): p. 71-90.


Notes that many managers use gut feel and intuition rather than analysis to make decisions but that making decision and justifying them has been and is a serious problem for management.
Scharfstein, D. and J. Stein, Herd Behavior and Investment.
American Economic Review, 1990. 80(3): p. 465-479.


Notes that many managers simply copy the decisions of others.
Narasimhan, R. and S.K. Vickery, An Experimental Evaluation of Articulation of Preferences in
Multiple Criterion Decision Making (MCDM) Methods. Decision Sciences, 1988. 19: p. 880-888.


Notes that simple rules of thumb frequently misrepresent ideal solutions.
Tversky, A. and D. Kahneman, Rational Choice and the Framing of Decisions,in Decision Making: Descriptive, Normative and Prescriptive Interactions, D.E. Bell, H. Raiffa, and A. Tversky, Editors. 1988,
Cambridge University Press: Cambridge. p. 167-192.


Discusses the basic assumptions of decision making and the importance of framing and transitivity.
Hershey, J.C., H.C. Kunreuther, and P.J.H. Schoemaker, Sources of Bias in Assesment Procedures for Utility Functions, in Decision Making: Descriptive, Normative and Prescriptive Interactions,D.E. Bell, H. Raiffa, and A. Tversky, Editors. 1988, Cambridge University Press: Cambridge. p. 422-442.

Notes that the standard model of choice utilized by decision scientist is expected utility theory.
Arrow, K.J., Behavior Under Uncertainty and Its Implications for Policy, in Decision Making:
Descriptive, Normative and Prescriptive Interactions,D.E. Bell, H. Raiffa, and A. Tversky, Editors. 1988,
Cambridge University Press: Cambridge.


Discusses the validity of the SEU theory. Probability miscalculations of probabilities, preference reversals and framing.
Isenberg, D.J., How Senior Managers Think, in Decision Making: Descriptive, Normative and Prescriptive Interactions, D.E. Bell, H. Raiffa, and A. Tversky, Editors. 1988, Cambridge University Press: Cambridge. p. 525-539.

Discuses the difficulties determining individual vs. group decisions and mangers use of intuition and bypassing of rigorous analytic planning when faced with difficult, novel or extremely entangled problems.
Nutt, P.C., Types of Organizational Decision Processes.
Administrative Science Quarterly, 1984. 29(3): p. 414-451.


Notes that the decision processes used by many managers are solution -centered which seems to limit innovation, restrict the number of alternatives considered and perpetuate the use of questionable tactics.
Bazerman, M., T. Giuliano, and A. Appelman, Escalation of Commitment in Individual and Group Decision Making. Organizational Behavior and Human Performance, 1982. 33: p. 141-52.

Discusses the tendency for managers to escalate commitment to poor choices.
Mintzberg, H., D. Raisinghani, and A. Theoret, The Structure of Unstructured Decision Process.
Administrative Science Quarterly, 1976. 21(2): p. 246-275.


Discusses the use of judgment, bargaining and analysis in decision making and the fact ath decision making can also be political.
Cohen, M.D., J.G. March, and J.P. Olsen, A Garbage Can Model of Organizational Choice.
Administrative Science Quarterly, 1972. 17(1): p. 1-25.


Discusses the chaotic process of organizational decision making.