The Garbage Can Model of Organizational Choice: Looking Forward at Forty

@inproceedings{Lomi2012TheGC,
  title={The Garbage Can Model of Organizational Choice: Looking Forward at Forty},
  author={Alessandro Lomi and J. Richard Harrison},
  year={2012}
}
The papers collected in this volume celebrate the 40th anniversary of “A Garbage Can Model of Organizational Choice” – one of the most influential and sustained attempts to represent organizational decision-making processes in a way that accounts for generally recognized but hard to accept features of organizational life. In our overview of the volume we emphasize ways in which the garbage can model (GCM) differs from more generally accepted models of organizational decision making. We suggest… 

The Garbage Can Model and Organizational Metrics

The authors use the case of patient experience surveys to argue for the value of this model for understanding responses to metrics in particular conditions and the implications of the garbage can model for the understanding of metrics more generally.

Geopolitics and Garbage Cans: Understanding the Essence of Decision Making in an Interdisciplinary and Psycho-Cultural Perspective

This chapter explores geopolitics, garbage cans, the need for interdisciplinary insight, and the lures and limitations of one-sided mono-disciplinary conceptual models in understanding strategic

Relining the garbage can of organizational decision-making: modeling the arrival of problems and solutions as queues

It is shown that queuing models allow us to understand the effect of using either experts, supervisor approval, teams, and deviation from supervision on problem resolution and oversight and shows the costs of using an organizational hierarchy to address problems with different levels of difficulty, or specialization to address a mixture of fundamentally different problems.

Organized Anarchies and the Network Dynamics of Decision Opportunities in an Open Source Software Project

The evolving two-mode network produced by encounters between carriers of organizational solutions (contributors) and organizational problems (software bugs) is treated as a dynamic opportunity structure that constrains and enables organizational decision making.

Adaptive Rationality, Garbage Cans, and the Policy Process

  • Scott C. Ganz
  • Political Science
    Carnegie goes to California: Advancing and Celebrating the Work of James G. March
  • 2021
The inconsistency between the appearance of incoherence and chaos in the US policymaking process bringing about a historic record of legislative achievements in the 1960s and 1970s, on the one hand,

Ambiguities in organizations and the routines of behavior and change

Purpose – The aim of this article is threefold: the primary aim is conceptual by outlining two ideal-typical ideas about organizational life. These models offer rival ideas about how organizations

Aspects of Garbage Can Processes: Temporal Order and the Role of Expediting

We examine the garbage can model as a case of organizational decision making under temporal order constraints such as in the case of a dispatcher on whose desk problems, solutions, and choice

Celebrating Organization Theory

In this paper, we respond to recent critiques about the state of organization theory that have characterized it as being anachronistic, overly theoretical, or lacking the right kind of theory. We

Under Pressure: Why School Managements Use Garbage Can Model of Decision?

This qualitative study identified and analyzed the occurrences of the Garbage-Can decision making model in public schools.  The study was based on semi-structured interviews with 34 teachers from

Situated Attention, Loose and Tight Coupling, and the Garbage Can Model

Viewing coupling as a variable, the chapter suggests that a modified garbage can model, combined with an increased focus on situated attention, provides the foundations for a more general theory of nonroutine decision making.
...

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