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Rational choice theory (RCT), as it is called by sociologists, is common to the lexicon of many disciplines and is variously labeled by political scientists as “public choice,” by economics as “neoclassical economic theory,” and by psychologists as “expected utility theory.” Basic premises of RCT are derived from utilitarian philosophy as adopted by classical economic theory and institutionalized by game theory. The core of rational choice theory is that interactions of all social actors are basically economic transactions guided by self-interested choices among alternative known outcomes. Social actors are self-interested, goal oriented, and governed by individual knowledge and incentives. Actions are based on an established hierarchy of preferences (utilities) that promise to maximize individual benefits and reduce costs. Only actions that promise the highest net benefits relative to costs and achieve the actor's goals are enacted.

Conceptual Overview

Deborah Friedman and Michael Hechter noted in 1998 that the RCT method of measuring social outcomes is through aggregation of individual actions. RCT reduces social behavior, including organizations' behavior, to individual actions based on individual calculus. RCT does not analyze groups or organizational entities as units of analysis.

As is demonstrated by the exponents of contemporary transaction cost analysis, Oliver Williamson, Jay Barney, and William G. Ouchi, and exponents of economic agency theory, Michael Jensen and his associates, William Meckling and J. Murphy, organizational analysts have moved uncritically to adapt RCT to organizational theory. However, there are many differences between RCT and organizational theories. RCT assumes humans are greedy, self-interested, instrumental, and optimizing. Organizational theory accepts few premises of RCT and places less interest on the nature of human and individual actions and more emphasis on collective actions and organizations as the unit of analysis.

Critical Commentary and Future Directions

RCT makes several assumptions that are open to criticism: (1) that individuals are antecedent to and independent of the group and society and therefore act voluntarily, when in fact individuals are often constrained by social collectives; (2) that humans are only self-interested, when in fact individuals are also otherinterested; (3) that humans actions are based solely on rationality, when in fact humans also act irrationally as well as on the basis of emotions, tradition, and habits; (4) that humans maximize utility, when in fact they more often act on the first alterative that they feel can meet most collective needs. Rational choice theory also equates value with economic value; all other values, including social, cultural, and moral values, are subordinate and never hierarchically preferred over a cost-benefit analysis. Values are not guiding principles, absolutes, or even bases for action; economic preferences are guiding principles for action, always in the context of whether each individual thinks he or she can do better in existing relationships rather than outside them. Humans act in the interest of the group or organization only when it is in their individual interest. For organizational theorists, conversely, the unit of analysis may be the individual, or it may be the work group, the organization, or even multiorganizational entities. RCT also assumes that when individuals act rationally in their own self-interest, the collective (the organizational entity or society) will benefit; therefore, individual self-interested action should not be interfered with by organizations or by governmental or social institutions. In fact, organizations are often destroyed by the self-interested actions of managers, directors, accountants, and traders, as demonstrated by Mary Zey's work on Drexel, Burnham, Lambert, and Enron.

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