Abstract
Controllers have always been focused on data and methods; they represent a number-based approach and analytical thinking. For this reason, ensuring the rationality of management is the objective of controlling (cf. Weber & Schäffer 2014; Gänßlen et al. 2013). In business practice, however, there are numerous barriers to achieving this goal that all stem from human factors: insufficient expertise, opportunistic behavior, emotions, and cognitive biases. In the following, we will examine each of these four barriers in detail.
First published in German as: Schäffer, U., & Weber, J. (2016). Wirklich rationale Entscheidungen - Die nächste Herausforderung für das Controlling. Controller Magazin, 41(2), 8–13.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Ariely, D. (2010). Predictably irrational, revised: The hidden forces that shape our decisions. New York.
Gänßlen, S., Losbichler, H., Niedermayr, R., Rieder, L., Schäffer, U., & Weber, J. (2013). Die Kernelemente des Controllings: Das Verständnis von ICV und IGC. Controlling & Management Review, 57(3), 56–61.
Kahneman, D. (2011). Thinking, fast and slow. London.
Kahneman, D., Lovallo, D., & Sibony, O. (2011). Before you make that big decision … Harvard Business Review, 89(6), 50–60.
Kaplan, R.S., & Norton, D.P. (1992). The Balanced Scorecard – Measures that drive performance. Harvard Business Review, (January/February), 71–79.
Kaplan, R.S., & Norton, D.P. (1996). Balanced Scorecard – translating strategy into action. Harvard Business School Press.
Kaufmann, L., Carter, C. R., & Buhrmann, C. (2010). Debiasing the supplier selection decision: A taxonomy and conceptualization. International Journal of Physical Distribution & Logistics Management, 40(10), 792–821.
Lovallo, D., & Sibony, O. (2010). Taking the bias out of meetings. McKinsey Quarterly.
Mandis, S.G. (2013). What happened to Goldman Sachs – An insider’s story of organizational drift and its unintended consequences. Boston.
Muhr, M. im Dialog mit Jürgen Weber (2015). Es kommt auch auf das Verhalten der Manager an. Controlling & Management Review, 59 (special issue 2), 40–45.
Schäffer, U., Bechtoldt, C., Grunwald-Delitz, S., & Reimer, T. (2014). Controlling-Kultur als Schlüssel im Umgang mit Volatilität. Controlling & Management Review, 58(5), 62–68.
Scherpereel, P., Gaul, J., & Muhr, M. (2015). Entscheidungsverhalten bei Investitionen steuern. Controlling & Management Review, 59 (special issue 2), 59, 32–39.
Weber, J., & Schäffer, U. (2014). Einführung in das Controlling (14th ed.). Stuttgart.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2019 Springer Fachmedien Wiesbaden GmbH, part of Springer Nature
About this chapter
Cite this chapter
Schäffer, U., Weber, J. (2019). Truly rational decisions. In: Schäffer, U. (eds) Behavioral Controlling. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-25983-9_11
Download citation
DOI: https://doi.org/10.1007/978-3-658-25983-9_11
Published:
Publisher Name: Springer Gabler, Wiesbaden
Print ISBN: 978-3-658-25982-2
Online ISBN: 978-3-658-25983-9
eBook Packages: Business and ManagementBusiness and Management (R0)