Teoria y diseño organizacional

Capítulo 12: Procesos de toma de decisiones 489
46. Lawrence T. Pinfield, “A Field Evaluation of Perspectives on
Organizational Decision Making”, Administrative Science
Quarterly 31 (1986), 365-388.
47. Mintzberg y otros, “The Structure of ‘Unstructured’ Decision
Processes”.
48. Ibid., 270.
49. William C. Symonds con Carol Matlack, “Guillette’s Edge”,
Business Week (19 de enero de 1998); 70-77; William C.
Symonds, “Would You Spend $1.50 for a Razon Blade?”,
Business Week (27 de abril de 1998); 46; y Peter J. Howe,
“Innovative: For the Past Half Century, ‘Cutting Edge’ Has
Meant More at Gillette Co. Than a Sharp Blade”, Boston
Globe (30 de enero de 2005), D1.
50. Michael D. Cohen, James G. March y Johan P. Olsen, “A
Garbage Can Model of Organizational Choice”, Administrative
Science Quarterly 17 (marzo de 1972), 1-25; y Michael D.
Cohen y James G. March, Leadership and Ambiguity: The
American College President (Nueva York: McGraw-Hill, 1974).
51. Michael Masuch y Perry LaPotin, “Beyond Garbage Cans: An
AI Model of Organizational Choice”, Administrative Science
Quarterly 34 (1989), 38-67.
52. Sharon Waxman, “The Nudist Buddhist Bordeline-Abusive
Love-In”, The New York Times (19 de septiembre de 2004),
Sección 2, 1; y V. A. Musetto, “Crix Pick Best Pix”, The New
York Post (29 de mayo de 2005), 93.
53. Thomas R. King, “Why ‘Waterworld’ with Costner in Fins, Is
Costliest Film Ever”, The Wall Street Journal (31 de enero de
1995), A1.
54. Adaptado de James D. Thompson, Organizations in Action
(Nueva York: McGraw-Hill, 1967), capítulo 10; McMillan,
“Qualitative Models of Organizational Decision Making”, 25;
y Clayton M. Christensen, Matt Marx y Howard H. Stevenson,
“The Tools of Cooperation and Change”, Harvard Business
Review (octubre de 2006), 73-80.
55. Louise Lee, “Courts Begin to Award Damages to Victims of
Parking-Area Crime”, The Wall Street Journal (23 de abril de
1997), A1, A8.
56 Beth Dickey, “NASA’s Next Step”, Government Executive
(15 de abril de 2004), 34-42; y Jena McGregor, “Gospels of
Failure”, Fast Company (febrero de 2005), 61-67.
57. Mintzberg y Westley, “Decision Making: It’s Not What You
Think”.
58. Paul C. Nutt, “Selecting Decision Rules for Crucial Choices:
An Investigation of the Thompson Framework”, The Journal
of Applied Behavioral Science 38, núm. 1 (marzo de 2002),
99-131; y Paul C. Nutt, “Making Strategic Choices”, Journal of
Management Studies 39, núm. 1 (enero de 2002), 67-95.
59. George T. Doran y Jack Gunn, “Decision Making in High-Tech
Firms: Perspectives of Three Executives”, Business Horizons
(noviembre-diciembre de 2002), 7-16.
60. L. J. Bourgeois III y Kathleen M. Eisenhardt, “Strategic Decision
Processes in High Velocity Environments: Four Cases in the
Microcomputer Industry”, Management Science 34 (1988),
816-835.
61. Kathleen M. Eisenhardt, “Speed and Strategic Course:
How Managers Accelerate Decision Making”, California
Management Review (primavera de 1990), 39-54.
62. David A. Garvin y Michael A. Roberto, “What You Don’t
Know about Making Decisions”, Harvard Business Review
(septiembre de 2001), 108-116.
63. Karl Weick, The Social Psychology of Organizing, 2a. ed.
(Reading, Mass.: Addison-Wesley, 1979), 243.
64. Jena McGregor, “How Failure Breeds Success”, Business Week
(10 de julio de 2006), 42-52.
65. Ibid.
66. Para discusiones de varios prejuicios cognoscitivos, véase
John S. Hammond, Ralph L. Keeney y Howard Raiffa, Smart
Choices: A Practical Guide to Making Better Decisions (Boston:
Harvard Business School Press, 1999); Max H. Bazerman y
Dolly Chugh, “Decisions Without Blinders”, Harvard Business
Review (enero de 2006), 88-97; J. S. Hammond, R. L. Keeney
y H. Raiffa, “The Hidden Traps in Decision Making”, Harvard
Business Review (septiembre-octubre de 1998), 47-58; Oren
Harari, “The Thomas Lawson Syndrome”, Management
Review (febrero de 1994), 58-61; y Max H. Bazerman,
Judgment in Managerial Decision Making, 5a. ed. (Nueva
York: John Wiley & Sons, 2002).
67. Helga Drummond, “Too Little Too Late: A Case Study of
Escalation in Decision Making”, Organization Studies 15,
núm. 4 (1994), 591-607; Joel Brockner, “The Escalation of
Commitment to a Failing Course of Action: Toward Theoretical
Progress”, Academy of Management Review 17 (1992), 39-61;
Barry M. Staw y Jerry Ross, “Knowing When to Pull the Plug”,
Harvard Business Review 65 (marzo-abril de 1987), 68-74; y
Barry M. Staw, “The Escalation of Commitment to a Course of
Action”, Academy of Management Review 6 (1981), 577-587.
68. Daniel Kahneman y Amos Tversy, “Prospect Theory: An
Analysis of Decision Under Risk”, Econometrica 47 (1979),
263-292.
69. Irving L. Janis, Groupthink: Psychological Studies of Policy
Decisions and Fiascoes, 2a. ed. (Boston: Houghton Mifflin,
1982).
70. Esta sección se basa en Jeffrey Pfeffer y Robert I. Sutton,
“Evidence-Based Management”, Harvard Business Review
(enero de 2006), 62-74; Rosemary Stewart, Evidence-based
Decision Making (Radcliffe Publishing, 2002), y Joshua
Klayman, Richard P. Larrick y Chip Heath, “Organizational
Repairs”, Across the Board (febrero de 2000), 26-31.
71. Michael A. Roberto, “Making Difficult Decisions in Turbulent
Times”, Ivey Business Journal (mayo-junio de 2003), 1-7;
Kathleen M. Eisenhardt, “Strategy as Strategic Decision
Making”, Sloan Management Review (primavera de 1999),
65-72; y Garvin y Roberto, “What You Don’t Know About
Making Decisions”.
72. Roberto, “Making Difficult Decisions in Turbulent Times”.
73. David M. Schweiger y William R. Sandberg, “The Utilization
of Individual Capabilities in Group Approaches to Strategic
Decision Making”, Strategic Management Journal 10 (1989),
31-43; y “The Devil’s Advocate”, Small Business Report
(diciembre de 1987), 38-41.
74. “Tools for Managing in a Complex Context”, nota al margen
en David J. Snowden y Mary E. Boone, “A Leader’s Framework
for Decision Making”, Harvard Business Review (noviembre de
2007), 69-76.