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2013 Reprint of 1963 First Edition. Full facsimile of the original edition, not reproduced with Optical Recognition Software. "A Behavioral Theory of the Firm" has become a classic work in organizational theory, and is one of the most significant contributions to theory intended to improve the operation of the modern corporation. The authors use experiments and empirical observations to build their model of decision making. They reject the structure of the firm as represented by classical economic theory, instead they focus on the discretion of management. They also offer a new way of viewing the effects of organization, communications and individuals on the firm's overall activity. This is path breaking book and among the most important and provocative interpretations yet advanced for seeing inside the firm to understand it as an organization and an economic entity.
Provides a theory of decision making within business organizations. Contrary to the economic theory of the firm, which sees firms as profit-maximizing entities, the authors advocate a theory based on empirical observation of actual firm decision-making. Various features of firm decision-making are identified. First, firms are coalitions of participants whose individual goals may and often do conflict. How this conflict is resolved is determined by the firm's bargaining process. This process is constrained by past behavior and decisions. Second, the authors reject the notion that firms are one-dimensional profit-maximizers in favor of a view of firms as entities with many different objectives that will accept suboptimal outcomes if they are above a minimum level. Congruent with this, a firm's search activity occurs in response to a perceived problem and is limited in scope. The effect is that firm policies will change only incrementally. Also impeding radical policy change is the fact that firms react to uncertainty using standardized decision rules. Using this theory, two computer models of business decision-making are presented and compared with actual results. These models are shown to have especially good predictive power. (CAR).
The theoretical foundations of management strategy are identified and outlined in this text. Five theories are considered in the light of questions about how organisations operate efficiently, cost minimization, wealth creation, individual self-interest, and continued growth.
This collection examines the forces, both internal and external, that lead corporations to behave efficiently and to create wealth. The author argues that control is vested in shareholders to maximise corporate value, risking the hostile takeovers which led to the economic boom of the 1990s.
Adopting a critical realist position, this book renders transaction cost economics (TCE) into a behavioral theory of organizational decision-making by foregrounding psychological processes and introducing and integrating with effectuation theory. Consistent with its behavioral agenda, the book introduces the concept of uncertainty controllability and provides a clearer conceptualization and a novel modeling strategy of bounded rationality based on the conceptual separation of cognitive bounds from psychological ‘rationalizing.’ The book inspires new insights into the significance of cultural distance (CD). Based on the understanding that culture is socially-extended cognition, the author re-conceptualizes CD as reflecting cognitive bounds, and uses the biases arising from CD to contextualize effectuation and deepen the flat ontology of both TCE and effectuation theory. The book presents a full two-sided behavioral framework of organizational decision-making, with behavioral TCE and behavioral real options theory complementing each other to complete the full behavioral picture. Both sides are further linked to organizational learning, which reduces biases over time and thus drives governance structures toward more rational directions. The full framework uses prospect theory as the overarching theory that determines which side of the behavioral framework is relevant for the uncertainty of concern based on the different problem frames resulting from different degrees of uncertainty controllability. Because effectuation can take place on both sides of the framework based on competing risk logics, prospect theory serves to harmonize inconsistencies in the effectuation literature as a side note. This book applies the behavioral TCE side of the framework to the study of MNC subsidiary ownership decision-making process using a dataset of over 10,000 Japanese subsidiaries founded in 43 host countries. It concludes with a discussion of implications and future directions for TCE in general and international business in particular.
Demonstrates the importance of social norms to firms and markets through historical context and theoretical and empirical evidence.
A Theory of Individual Behavior dispels the notion that individuals act as rational agents and strives to capture idiosyncratic humanness through rigorous mathematics. Wichers describes a version of economic behavior that is more comprehensive and satisfying than neoclassical models yet still consistent with the usual aggregated concepts that form the basis of applied microeconomics. Written in an accessible and convincing style, A Theory of Individual Behavior discusses innovative material in a format that encourages classroom use. All chapters have questions at their conclusions, and there is a strong emphasis on testable results. The book contains a short review of mathematical models and discussion of received microeconomic theory, as well as summaries at the ends of chapters and many examples and illustrations. - Dispels the notion that individuals act as rational agents while capturing idiosyncratic human behavior through rigorous mathematics - Presents an innovative approach to the evolution of microeconomic theory - Promotes advances in behavioral theories in the social sciences, including psychology and sociology - Delivers an accessible style with a strong emphasis on testable results
The Beginnings of Behavioral Economics: Katona, Simon, and Leibenstein's X-Efficiency Theory explores the mid-20th century roots of behavioral economics, placing the origin of this now-dominant approach to economic theory many years before the groundbreaking 1979 work on prospect theory by Daniel Kahneman and Amos Tversky. It discusses the work of Harvey Leibenstein, Herbert Simon, George Katona, and Frederick Hayek, reintroducing their contributions as founding pillars of the behavioral approach. It concentrates on the work of Leibenstein, reviewing his nuanced introduction of X-efficiency theory. Building from these foundations, the work explores the body of empirical research on market power and firm behavior – XE relationship. This book is a tremendous resource for graduate students and early career researchers in behavioral economics, experimental economics, organizational economics, social and organizational psychology, labor market economics and public policy. - Reviews the powerful, but neglected contributions of mid-20th century scholars, like Leibenstein and Katona in building the roots of behavioral economic theory - Amalgamates and reviews 50 years of empirical research and over 200 empirical papers on X-efficiency theory - Establishes how X-efficiency can aid modern behavioral economics in further developing firm theory and understanding efficiency wages
"The sequel to Organizational Behavior: Essential Theories of Motivation and Leadership (2005) provides a review and analysis of the key theories of macro-organizational behavior. It provides background on scientific method, theory construction and evaluation, measurement considerations, research design, and the nature of knowledge in organizational behavior, and discusses theories in areas including decision-making, systems, and organizational sociology. The text assumes prior studies in fields such as organizational behavior and management." -- Publisher.