Decision-making Complexity
Decision-Making Complexity is a theoretical construct in organizational science that denotes the degree of intricacy and interdependence among cognitive, structural, and informational factors influencing organizational decision processes, distinguishing it from simpler decision models by accounting for dynamic uncertainty, multiple stakeholders, and non-linear feedback loops inherent in complex adaptive systems.
297
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26.7K
Citations
684
Authors
367
Institutions
Publications per year
2017–2026
74
Parents
297
Charles Leave, John W. Payne, James R. Bettman et al. · Journal of the Operational Research Society · 1994 · 3.4K citations
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367
Purdue University West Lafayette
West Lafayette, United States
9 h-index
10 publications
280 citations
Massachusetts Institute of Technology
Cambridge, United States
6 h-index
9 publications
1.4K citations
Erasmus University Rotterdam
Rotterdam, The Netherlands
6 h-index
10 publications
785 citations

Delft University of Technology
Delft, The Netherlands
5 h-index
12 publications
444 citations

The University of Melbourne
Melbourne, Australia
4 h-index
5 publications
194 citations
University of Cambridge
Cambridge, United Kingdom
4 h-index
6 publications
475 citations
Duke University
Durham, United States
4 h-index
8 publications
7K citations

The University of Sydney
Sydney, Australia
4 h-index
9 publications
223 citations
1–8 of 367
JBR · 6 publications · 233 citations
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6 publications · 1.3K citations
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5 publications · 98 citations
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5 publications · 1.5K citations
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4 publications · 66 citations
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