Parochialism and Conflict in the Boardroom during Crisis: Does Ransom Make it Random?

Abstract

To make it clear at the outset of this chapter, decision-making as a rational process is not what we are about to describe. This does not mean that we believe, as harsh critics of management, that decision-making processes do not have a strong rationale. They do, but that rationale is not always and not necessarily related to what theory or well-intentioned observers might expect from decision makers at the top.