This paper provides a general overview of theories and tools to model individual and collective decision-making. In particular, stress is laid on the interaction of several decision-makers. A substantial part of this paper is devoted to utility maximization and its application to collective...

We reconstruct Cohen, March and Olsen's Garbage Can model of organizational choice as an agent-based model. In the original model, the members of an organization can postpone decision-making. We add another means for avoiding making decisions, that of buck-passing difficult problems to...

A novel decision theory is emerging out of sparse findings in economics, mathematics and, most importantly, psychology and computational cognitive science. It rejects a fundamental assumption of the theory of rational decision-making, namely, that uncertain belief rests on independent assessment...

This article highlights that James G. March’s Garbage Cans, far from characterizing pathological organizations, represent a very practical diversionary tactic employed by managers and in certain circumstances subordinates alike, in which case it is able to effectively revert the formal...

This model explores the consequences of common theoretical hypotheses and empirical stylized facts regarding innovation, knowledge development and knowledge management by geographically clustered rival firms. Our model artificially generates innovations, unknown and unexpected to our artificial...

Shafer's evidence theory is a branch of the mathematics of uncertain reasoning that allows for novel possibilities to be conceived by a decision-maker. Many of its findings exhibit striking similarities with an alternative decision theory put forward by Shackle in the 1950s, before expected...

The increasing interest about sustainability in supply chains highlights the influence of economic, social and environmental factors. The interaction of these factors generates an emerging complexity that is far beyond the 'sum of the parts'. This is why new tools are required to deeper...

Since at least the 1980s students of organizations speculate on the emergence of a novel organizational form, eventually called adhocracy or network organization, which displays a higher degree of flexibility with respect to traditional bureucracies. However, while empirical investigations point...

This paper illustrates an artificial ecosystem where hierarchical organizations emerge out of collisions between individuals, problems, solutions and choice opportunities according to the rules of the Garbage Can Model of organizational choice (GCM). This artificial world suggests that specific...

Organizational theory has construed complexity as an objective characteristic of either the structure or the behaviour of an organization. We argue that to further our understanding it should be understood in terms of human cognition of a structure or behavior. This cognitive twist is...