Less-Than-Rational Decision-Making in Organizations

Simple item page
dc.contributor.authorFlorea, Liviuen_US
dc.dateAugust 2007en_US
dc.date.accessioned2018-11-02T14:38:15Z
dc.date.available2018-11-02T14:38:15Z
dc.date.issued2007-08-1
dc.description.abstractThis study challenges the assumption that people in organizational contexts make entirely rational decisions. Based on empirical research that analyzes how interviewers make selection decisions during and after employment interviews they conduct, this study found support for the hypothesis that some people engage in less-than-rational decision-making. Finally, this study identifies circumstances under which decisions-makers are more likely to engage in less-than-rational decision-making.en_US
dc.description.sponsorshipKaw Valley Banken_US
dc.format.mediumPDFen_US
dc.identifier.otherSchool of Business Working Paper Series; No. 89en_US
dc.identifier.urihttps://hdl.handle.net/10425/229
dc.language.isoen_USen_US
dc.publisherWashburn University. School of Businessen_US
dc.subjectDecision makingen_US
dc.subjectEmployment interviewsen_US
dc.subjectOrganizational behavioren_US
dc.subjectRational Choice Theoryen_US
dc.titleLess-Than-Rational Decision-Making in Organizationsen_US
dc.typeWorking paperen_US
washburn.identifier.cdm160en_US
washburn.identifier.oclc235273099en_US
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
161.pdf
Size:
1.87 MB
Format:
Adobe Portable Document Format
Download
Collections
Kaw Valley Bank Working Paper Series
Faculty Papers