Deciding: decision-making as a social practice Online publication date: Thu, 26-Jul-2018
by Eduardo Guedes Villar; Carolina De Souza Walger; Gustavo Abib; Karina De Déa Róglio; Fabricio Stocker
International Journal of Management and Decision Making (IJMDM), Vol. 17, No. 3, 2018
Abstract: This conceptual paper aims to show how the concept of strategy-as-practice can help illuminate decision-making as social practice. In our analysis, we rely on four assumptions from the literature on strategy as a social practice and decision-making. First, we assume that all organisational members are potential participants in decision-making, a proposal that diverges from the traditional focus on one formal decision maker in an organisation. The second assumption is that the intertwining of decisions supports and is supported by social practices in the flow of daily activities. The third assumption posits that decisional work takes place in praxis, broadening the concept of a specific moment of the formal choice in a given decision. Our fourth assumption is that decisions are continuously (re)built in social practice by means of deciding. We believe that conceptualising decision-making in this manner can lead to a new direction for research on decision-making, broadening its theoretical scope.
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