Fallibility in Human Organizations and Political Systems
This paper presents a perspective on some organizational consequences of human fallibility. It may be easier to get a flavor of the relevant issues by examining the role of fallibility in specific settings, rather than through abstract arguments. So, in the next three sections, I consider several different settings: the question of diversification versus concentration of political authority, the managerial succession process in organizations, and the choice of ideas and projects (including innovation-oriented projects) in organizations. In the last section, I highlight some aspects of the approach underlying the analyses of human fallibility, in particular: the premises concerning an individual decisionmaker, the potential association between the motivation of an organization's employees and their fallibility, and the nature and the aims of the analysis of organizations.
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Volume (Year): 5 (1991)
Issue (Month): 2 (Spring)
Pages: 67-88
| Handle: | RePEc:aea:jecper:v:5:y:1991:i:2:p:67-88 |
| Note: | DOI: 10.1257/jep.5.2.67 |
| Contact details of provider: | Web page: https://www.aeaweb.org/jep/ Email: More information through EDIRC
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References listed on IDEAS
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- James G. March, 1978. "Bounded Rationality, Ambiguity, and the Engineering of Choice," Bell Journal of Economics, The RAND Corporation, vol. 9(2), pages 587-608, Autumn.
- Holmström, Bengt, 1989. "Agency Costs and Innovation," Working Paper Series 214, Research Institute of Industrial Economics. Full references (including those not matched with items on IDEAS)
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