ABSTRACT
It is often maintained that the most important function of decision making is to regulate behavior. Decisions, however, do not always lead to behavior, and sometimes the effects of a decision being taken can be something else than behavior regulation, for example, an increase in the understanding of the social environment. In this chapter, we argue that when applied to so cial contexts such as the business world, the concept of decision making should be broadened so as to include the functions of learning and of estab lishing commitment. In addition, we assume that the functions of decision making will also include the functions of the decision-making process itself.
