Post-Keynesian Economics, Rationality, and Conventions

Author(s):  
Tom Boylan ◽  
Paschal O'Gorman

The role of conventions has been an area of increasing interest to writers in the post-Keynesian tradition, particularly over the last thirty years. This has arisen from the reexamination of John Maynard Keynes’s notion of convention in the context of radical uncertainty along with the status of rationality in the face of uncertainty. This chapter discusses some of the principal tenets of Henri Poincaré’s analysis of conventions and relates them to the post-Keynesian methodological agenda, more specifically to provide a Poincaréan defense of the role of conventions in rational decision-making. It argues that this provides an innovative and more adequate philosophical defense of nonergodicity in economic theory, which has become a central axiom of post-Keynesian economics. The chapter first provides an overview of the post-Keynesian literature on uncertainty and conventions arising from Keynes’s employment of the concept. It then outlines the emergence of conventions and conventionalism in philosophy, examines Poincaré’s conventionalism and its relationship with rationality, and considers the implications of Poincaré’s conventionalism for post-Keynesian economics.

2005 ◽  
Vol 26 (7) ◽  
pp. 999-1023 ◽  
Author(s):  
Irene Goll ◽  
Abdul A. Rasheed

This study examines the relationships between top management demographics, rational decision making (RDM), munificence, and firm performance. We expect top management demographics to influence rational decision making, and rational decision making to influence firm performance. In addition, we hypothesize a moderating effect of environmental munificence on the rational decision making-firm performance relationship. To test these hypotheses, we conducted a survey that measured RDM. Top management demographic characteristics, environmental munificence, and firm performance were collected from archival sources. We examined the relationships between RDM and top management age, tenure, and education level, using regression analyses. The results of this study provide support for the assertion that top management demographic characteristics influence decision making, and for the role of environmental munificence as a moderator in the relationship between decision making and organizational performance.


Kybernetes ◽  
1982 ◽  
Vol 11 (4) ◽  
pp. 261-267
Author(s):  
TAKEHIKO MATSUDA ◽  
MASAAKI HIRANO

In this paper, we first explain our hypothesis describing the planning behaviour of an individual and an organization, which we have postulated elsewhere, in reference with the model of so called “rational” decision‐making, as well as seven dimensions to be considered when evaluating each planning alternative. Of eight possible causes of planning failures obtained from our model, the ambiguity in the utility functions, the wrong forecast of the alternatives, and the wrong forecast of planning alternatives are identified as important and crucial. Some supplementary considerations on the above identified causes, as well as brief discussion on the relation between the status of our model and this study follow.


Author(s):  
Christopher R. Sheldrick ◽  
Justeen Hyde ◽  
Laurel K. Leslie ◽  
Thomas Mackie

Many of the resources developed to promote the use of evidence in policy aspire to an ideal of rational decision making, yet their basis in the decision sciences is often unclear. Tracing the historical development of evidence-informed policy to its roots in evidence-based medicine (EBM), we distinguish between two understandings of how research evidence may be applied. Advocates for EBM all seek to use research evidence to optimise clinical care. However, some proponents argue that ‘uptake' of research evidence should be direct and universal, for example through wide-scale implementation of ‘evidence-based practices'. In contrast, other conceptualisations of EBM are rooted in expected utility theory, which defines rational decisions as choices that are expected to result in the greatest benefit. Applying this theory to medical care, clinical decision-making models clearly demonstrate that rational decisions require not only a range of relevant evidence, but also expertise to inform judgments regarding the credibility of estimates and to assess fit-to-context, and stakeholder preferences and values to weigh trade-offs among competing outcomes. Using these models as exemplars, we argue that attempts to apply research evidence directly to practice or policy without consideration of expert judgement or preferences and values reflect fundamental misconceptions about the theory of rational decision making that can impede implementation. In turn, the decision sciences highlight the need to consider the role of expertise and judgment when interpreting research evidence, the role of preferences and values when applying it to specific decisions, and the practical limits imposed by the uncertainty inherent in each.<br /><br />key messages<br /><ol><li>Uncertainty is inherent to research evidence and to decision making.</li><br /><li>Rational decisions require judgment to interpret evidence and stakeholder values to apply evidence.</li><br /><li>Decisions can be sensitive to evidence, expertise, and/or preferences and values to varying degrees.</li><br /></ol>


2021 ◽  
Vol 41 ◽  
pp. 15-21
Author(s):  
Rahul Bhui ◽  
Lucy Lai ◽  
Samuel J Gershman

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