The politics and ethics of knowledge construction in corporations: dialogic interaction and self–other relations TA NNI HAAS AND S TA NLEY DEETZ

The concept of ‘informed decision’ is central to organisational legitimacy and power relations. Organisational scholars, however, have long known that decisions are only partly knowledge based. Decisions are frequently made in conditions of considerable uncertainty. Thus, many decisions are driven by politics, values and decisional routines. Rationality is always ‘bounded’. Most of these conceptions have looked at processes that complement or supplement knowledge in decisional processes.