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A well-known metaphor in organisati
A well-known metaphor in organisation theory is March and Olsen’s (1976)
image of a ‘garbage can’, created to sum up the process of decision-making in
organisations. They wished to draw attention to a particular aspect of the phenomenon
of organisational decision-making: the extent to which there may
be ambiguity and unpredictability over why opportunities for making decisions
arise, who participates in which decisions, and why they do or do not
participate. The ‘garbage can’ metaphor captures the aspect of decision-making
on which they wish to focus in a single image. Streams of different kinds of
image of a ‘garbage can’, created to sum up the process of decision-making in
organisations. They wished to draw attention to a particular aspect of the phenomenon
of organisational decision-making: the extent to which there may
be ambiguity and unpredictability over why opportunities for making decisions
arise, who participates in which decisions, and why they do or do not
participate. The ‘garbage can’ metaphor captures the aspect of decision-making
on which they wish to focus in a single image. Streams of different kinds of
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A well-known metaphor in organisation theory is March and Olsen’s (1976)image of a ‘garbage can’, created to sum up the process of decision-making inorganisations. They wished to draw attention to a particular aspect of the phenomenonof organisational decision-making: the extent to which there maybe ambiguity and unpredictability over why opportunities for making decisionsarise, who participates in which decisions, and why they do or do notparticipate. The ‘garbage can’ metaphor captures the aspect of decision-makingon which they wish to focus in a single image. Streams of different kinds of
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