Chip Heath

James G. March

Publisher description http://www.loc.gov/catdir/description/simon032/94004414.html.

How Decisions Happen

A Primer on Decision Making

The ambiguities of experience

Richard M. Cyert

Behavioural Theory of the Firm has become a classic work in organizational theory, and is one of the most significant contributions to improving the theory of the firm. This second edition includes new material which puts the original text in a contemporary context.

Behavioral Theory of the Firm

Thierry Weil

In this series of lectures, previously unpublished in English, andhere translated from a French reconstruction and interpretation bynoted scholar Thierry Weil, leading organizational scholar JamesMarch uses great works of literature to explore the problems ofleadership. Uses great works of literature to explore the problems ofleadership, for example War and Peace, Othello, and DonQuixote. Presents moral dilemmas related to leadership, for example thebalance between private life and public duties, and between theexpression and the control of sexuality. Encourages readers to explore ideas that are sometimessubversive and unpalatable but may allow organizations to adapt ina rapidly changing world.

On Leadership

Mie Augier

Essays that pay tribute to the wide-ranging influence of the late Herbert Simon, by friends and colleagues. Herbert Simon (1916-2001), in the course of a long and distinguished career in the social and behavioral sciences, made lasting contributions to many disciplines, including economics, psychology, computer science, and artificial intelligence. In 1978 he was awarded the Nobel Prize in economics for his research into the decision-making process within economic organizations. His well-known book The Sciences of the Artificial addresses the implications of the decision-making and problem-solving processes for the social sciences. This book (the title is a variation on the title of Simon's autobiography, Models of My Life) is a collection of short essays, all original, by colleagues from many fields who felt Simon's influence and mourn his loss. Mixing reminiscence and analysis, the book represents "a small acknowledgment of a large debt." Each of the more than forty contributors was asked to write about the one work by Simon that he or she had found most influential. The editors then grouped the essays into four sections: "Modeling Man," "Organizations and Administration," "Modeling Systems," and "Minds and Machines." The contributors include such prominent figures as Kenneth Arrow, William Baumol, William Cooper, Gerd Gigerenzer, Daniel Kahneman, David Klahr, Franco Modigliani, Paul Samuelson, and Vernon Smith. Although they consider topics as disparate as "Is Bounded Rationality Unboundedly Rational?" and "Personal Recollections from 15 Years of Monthly Meetings," each essay is a testament to the legacy of Herbert Simon—to see the unity rather than the divergences among disciplines.

Essays in Memory of Herbert A. Simon

Models of a Man

Charles A. Lave

What is a model? How do you construct one? What are some common models in the social sciences? How can models be applied in new situations? What makes a model good? Focusing on answers to these and related questions, this multidisciplinary introduction to model building in the social sciences formulates interesting problems that involve students in creative model building and the process of invention. The book describes models of individual choice, exchange, adaptation, and diffusion. Throughout, student participation in analytical thinking is encouraged. Originally published in 1975 by HarperCollins Publishers.

An Introduction to Models in the Social Sciences

Herbert A. Simon

Everything you ever wanted to know about growing grapes March and Simon's Organizations has become a classic in the field of organizational management for its broad scope and depth of information. Written by two of the most prominent experts in the field, this book offers invaluable insight on all aspects of organizational culture through deep discussion of organization theory. The definitive reference for topics including bounded rationality, satisficing, inducement/contribution balances, attention focus, uncertainty absorption and more, this seminal text offers authoritative insight with a practical grounding in the field.

Organizations

Johan P. Olsen

Professor Emeritus in Political Science and Founding Director of Arena Johan P Olsen

Going beyond democratic theory, March and Olsen draw on social science to examine how political institutions create and sustain democratic solidarity, identities, capabilities, accounts, and adaptiveness; how they can maintain and elaborate democratic values and beliefs - and how governance might be made honorable, just, and effective. They show how democratic governance is both preactive and reactive - creating interests and power as well as responding to them - and how it shapes not only an understanding of the past and an ability to learn from it, but even history itself. By exploring how governance transcends the creation of coalitions that reflect existing preferences, resources, rights, and rules, the authors reveal how it includes the actual formation of these defining principles of social and political life.

Democratic Governance

This collection of recent papers authored or co-authored by James G. March explores contemporary issues in the study of organizations.

Explorations in Organizations

This book charts the state of organizational research and theory during the 1960s. A compendium of results, references, concepts ideas and theories, this Handbook will be of interest to both academics in organizational theory and managers facing operating problems of organizations.

Handbook of Organizations (RLE: Organizations)

The first component of intelligence involves effective adaptation to an environment. In order to adapt effectively, organizations require resources, capabilities at using them, knowledge about the worlds in which they exist, good fortune, and good decisions. They typically face competition for resources and uncertainties about the future. Many, but possibly not all, of the factors determining their fates are outside their control. Populations of organizations and individual organizations survive, in part, presumably because they possess adaptive intelligence; but survival is by no means assured. The second component of intelligence involves the elegance of interpretations of the experiences of life. Such interpretations encompass both theories of history and philosophies of meaning, but they go beyond such things to comprehend the grubby details of daily existence. Interpretations decorate human existence. They make a claim to significance that is independent of their contribution to effective action. Such intelligence glories in the contemplation, comprehension, and appreciation of life, not just the control of it.—from The Ambiguities of Experience In The Ambiguities of Experience, James G. March asks a deceptively simple question: What is, or should be, the role of experience in creating intelligence, particularly in organizations? Folk wisdom both trumpets the significance of experience and warns of its inadequacies. On one hand, experience is described as the best teacher. On the other hand, experience is described as the teacher of fools, of those unable or unwilling to learn from accumulated knowledge or the teaching of experts. The disagreement between those folk aphorisms reflects profound questions about the human pursuit of intelligence through learning from experience that have long confronted philosophers and social scientists. This book considers the unexpected problems organizations (and the individuals in them) face when they rely on experience to adapt, improve, and survive. While acknowledging the power of learning from experience and the extensive use of experience as a basis for adaptation and for constructing stories and models of history, this book examines the problems with such learning. March argues that although individuals and organizations are eager to derive intelligence from experience, the inferences stemming from that eagerness are often misguided. The problems lie partly in errors in how people think, but even more so in properties of experience that confound learning from it. "Experience," March concludes, "may possibly be the best teacher, but it is not a particularly good teacher."

James G. March

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