Dörfler, V. (2005) Rationalities for decision taking. Strategijski menadzment, 10 (1-2). pp. 59-64. ISSN 0354-8414Full text not available in this repository. (Request a copy from the Strathclyde author)
In the present paper the reasoning of the decision taker is investigated. Different ways of reasoning of decision taker are based on different rationalities and they lead to different results. Total rationality results in optimal solution, bounded rationality results in satisfactory solution and the intuitive rationality results in objectionless solution. The first result of the present paper is to show that the solutions of the bounded and intuitive rationality will be the same for a particular person, at a particular moment, in a particular situation; so the accepted solution is satisfactory and objectionless. Bargaining leads to equitable solution. For a long while we have searched for the rationality, which results in equitable solution. In this paper I exit this reference system for the investigation of the process of bargaining to show that bargaining does not have a distinguished rationality. The equitable solution is too satisfactory and objectionless.
|Keywords:||management theory, decision making, management science, Management. Industrial Management|
|Subjects:||Social Sciences > Industries. Land use. Labor > Management. Industrial Management|
|Department:||Strathclyde Business School > Management Science|
|Depositing user:||Strathprints Administrator|
|Date Deposited:||24 Oct 2007|
|Last modified:||20 Sep 2016 00:02|