Articles
| Open Access |
https://doi.org/10.37547/ijasr-04-03-30
Abstract
This doctoral thesis explores the intricate relationship between organizational culture and decision-making under uncertainty, aiming to uncover how cultural norms, values, beliefs, and practices influence both individual and collective decision-making processes. Employing a mixed-methods approach, the study combines quantitative surveys with qualitative interviews and case studies across various industries to provide a comprehensive analysis of the impact of organizational culture on decision-making efficacy in uncertain environments.
Keywords
Importance of Understanding Decision-Making Under Uncertainty, Overview of the Structure, Affective Influences
References
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage Publications.
Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica, 47(2), 263–291.
Simon, H. A. (1957). Models of man: Social and rational; Mathematical essays on rational human behavior in a social setting. John Wiley & Sons.
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