A theoretical model of organizational decision-making in turbulent situa tions is developed on the basis of the organizational literature, and illus trated empirically from a study of Swedish educational organizations. The model is formulated under an assumption of rationality, but quite a differ ent kind of rationality from that in traditional theories of decision-making. The empirical illustrations are multimethodological, and include a com parative study and a case study as well as an episode of action research. They give a certain empirical support to the model, but also illuminate some of the practical difficulties to be resolved in connection with further research.1
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