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

Author

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  • 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
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    Cited by:

    1. 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.
    2. Anne Marchais-Roubelat & Fabrice Roubelat, 2018. "The sustainability of the making of global communities. Functions, dysfunctions, scenarios," Post-Print hal-02557578, HAL.

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