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Organizational decision making and distributed information

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  • Kathleen M. Carley

Abstract

In today's corporations, organizational decisions rest on the activities and information provided by a large number of individuals operating in a distributed fashion. The task environment, the organization's design, the intelligence and capabilities of the agents (humans and artificial) all combine in complex and non‐linear ways to affect the speed and quality of the organization's decisions. Increasingly, researchers interested in organizations are turning to computational modeling as a means for analyzing and theorizing about organizations. The outgrowth is a new perspective on organizations, a computational organizational theory, that is increasingly able to explain the way in which organizations learn, adapt, and alter their performance. © 1998 John Wiley & Sons, Inc. Syst Eng 1: 70‐81, 1998

Suggested Citation

  • Kathleen M. Carley, 1998. "Organizational decision making and distributed information," Systems Engineering, John Wiley & Sons, vol. 1(1), pages 70-81.
    • Handle: RePEc:wly:syseng:v:1:y:1998:i:1:p:70-81
    DOI: 10.1002/(SICI)1520-6858(1998)1:13.0.CO;2-6
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    Cited by:

    1. Richard A. Newman, 1999. "Issues in defining human roles and interactions in systems," Systems Engineering, John Wiley & Sons, vol. 2(3), pages 143-155.

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