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DECISION THEORY AS PRACTICE: CRAFTING RATIONALITY IN ORGANIZATIONS AbstractThis paper explores the underlying practices whereby rationality -as defined in rational choice theory -is achieved within organizations. The qualitative coding of 58 case study reports produced by decision analysts, working in a wide range of settings highlights how organizational actors can make decisions in accord with the axioms of rational choice theory. Our findings describe the emergence of 'decision-analysis' as a field and reveal the complex and fragile socio-technical infrastructure underlying the craft of rationality, the central role of calculability, and the various forms of bricolage that decision-analysts deploy to make rational decisions happen. Overall, this research explores the social construction of rationality and identifies the practices sustaining the performativity of rational choice theory within organizations. Yet, this model has drawn its share of critics. The process school valuably complemented the rationalistic approach by uncovering the diversity of decision-making processes that organizations adopt (Mintzberg et al. 1976;Nutt 1984). It highlighted the various rationalities that inhabit organizations, such as the bounded (Allison 1971; March and Simon 1958; Simon 1955), political (Allison 1971Crozier and Friedberg 1980; Pettigrew 1973), and institutional rationalities (Lounsbury 2008;March and Olsen 1989).
Key-words:This approach also unveiled the various uses, often symbolic, of formal decision-making tools in organizations (Langley 1989;Laroche 1995;Meyer and Rowan 1977). Lastly, critical perspectives on organizational decision-making challenged the concept of a 'decision' itself and demonstrated the potential irrationality of organizational decisions, (Brunsson 2007;Chia 1994;Cohen et al. 1972; Sfez 1973; Starbuck 1983;Tsang 2004 Finally, organizational researchers focus on decision-making processes rather than on the concrete practices of organizational decision-makers. Accordingly, they miss the role that material artefacts play in decision-making processes. Yet, some of the artefacts used by organizational actors embody a rational conception of decision-making. Hence, they could act as 'rationality carrier' and diffuse rationality through organizations. Thus, the 'lost' rationality of organizational decision-making (Laroche 1995) could be simply 2 As highlighted above, there is no consensus on what rationality is. Garfinkel (1967), for instance, identified up to fourteen forms of rationality. In this paper, we use the terms 'rationality' and 'rational decision-making' to refer to a specific view on rationality, that of rational choice theory (also called decision theory). From this perspective, a rational behaviour consists in evaluating the consequences of one's actions and choosing the actions that are consistent with one's preferences and beliefs so a...