IDEAS home Printed from https://ideas.repec.org/a/inm/ororsc/v1y1990i4p360-374.html
   My bibliography  Save this article

Decision Rule Theory and Its Use in the Analysis of the Organization's Performance

Author

Listed:
  • Helmy H. Baligh

    (Fuqua School of Business, Duke University, Durham, North Carolina 27706)

Abstract

The specific nature of decision rules and the pattern of connections they create between people help determine the performance of an organization. To show these causal connections, decision rules are rigorously defined and their algebraic structure explored. Properties of decision rules and of structure performance are then operationally defined. A number of propositions connecting decision rule properties to performance properties are made, their meanings investigated, and their truths supported by logical arguments. The relations of these newly defined properties to others in the literature are explored and used to restate and integrate together some of the literature's vague and isolated generalizations.

Suggested Citation

  • Helmy H. Baligh, 1990. "Decision Rule Theory and Its Use in the Analysis of the Organization's Performance," Organization Science, INFORMS, vol. 1(4), pages 360-374, November.
    • Handle: RePEc:inm:ororsc:v:1:y:1990:i:4:p:360-374
    DOI: 10.1287/orsc.1.4.360
    as

    Download full text from publisher

    File URL: http://dx.doi.org/10.1287/orsc.1.4.360
    Download Restriction: no
    File URL: https://libkey.io/10.1287/orsc.1.4.360?utm_source=ideas
    LibKey link: if access is restricted and if your library uses this service, LibKey will redirect you to where you can use your library subscription to access this item
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Anne Marchais-Roubelat & Fabrice Roubelat, 2018. "The sustainability of the making of global communities. Functions, dysfunctions, scenarios," Post-Print hal-02557578, HAL.
    2. Baligh, Helmy H., 1998. "The fit between the organization structure and its cultural setting: aspects of Islamic cultures," International Business Review, Elsevier, vol. 7(1), pages 39-49, February.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:inm:ororsc:v:1:y:1990:i:4:p:360-374. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Chris Asher (email available below). General contact details of provider: https://edirc.repec.org/data/inforea.html .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.