Understanding Non-Decision Making

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Author(s): David Sammon (University College Cork, Ireland)
Copyright: 2008
Pages: 6
Source title: Encyclopedia of Decision Making and Decision Support Technologies
Source Author(s)/Editor(s): Frederic Adam (University College Cork, Ireland)and Patrick Humphreys (London School of Economics, UK)
DOI: 10.4018/978-1-59904-843-7.ch102

Keywords: Accounting and Finance / Business & Management / Business Science Reference / Decision Support Systems

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Abstract

Non-decision making (NDM) has received limited attention in the research literature. However, this is surprising bearing in mind that the concept of NDM (the impact of the mobilisation of bias upon a latent issue) can indeed be observed and analysed (Bachrach & Baratz, 1963). Notwithstanding this, there is a considerable volume of research literature focusing on power relations and the impact of these relations on group or community decision-making. These research studies have relevance based on the fact that the concept of NDM has emerged through attempts to theorise power relations in society (Kamuzora, 2006). This entry presents some of the important aspects of what has been researched with regards to power relations and the emergence of the concept of Non-Decision Making.

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