Institutional and decision theory in evaluation: Rationality and myths of technology selection

The diffusion and adoption of technology have been extensively studied and large bodies of theory and research exist. However, evaluation and selection processes have been given less attention, and knowledge of how technology decisions are made is more limited.;Ten themes are identified and discussed: "Rational choice and analysis" describes the belief that traditionally rational processes should be used to make technology decisions. "Ceremony" describes a situation where decisions exist a priori and processes are not aimed at discovering new possibilities, information, or outcomes. "Legitimacy " describes a situation where only certain choices may be considered. "Isomorphism" describes organizational mimicry. " Intuition" describes decisions that result from a gut feel that precedes analysis. "Post hoc construction/reconstruction of the outcome" describes a situation where decisions are characterized by participants as "right" or "wrong" but few instances where "wrong" decisions can be identified. "Technology versus business" notes the equivocal nature of technology contrasted with other decision forms. In "Irrelevant choice ", the specific process outcome is considered irrelevant. Participants in "Pluralistic process expectations" have different conceptualizations and expectations of the objective of decision processes and "Passive agreement" finds participants do not actively make decisions but acquiesce by failing to disagree.;The research adds to theory through its examination of symbolism, ceremony and ritual and elements of analytic and traditional rationality in technology decision making. Intertwined in a recursive loop, these factors need not be in conflict. Rationality of the decision process or outcome can be idiosyncratic or determined by perspective. Highlighting multiple rationalities and the temporal aspects of decision making, this research illustrates how perspective and timing of a decision not only determine how the outcome is perceived and evaluated but may change over time. For academics and practitioners this research underscores the importance of understanding the context of organizational decision making processes and its interpretive activities.;This is addressed through the use of thematic coding techniques in a two stage process of drift and design. Traditional evaluation models of subjective expected utility decision making are integrated with the legitimacy and symbolism of institutional theory into a conceptual framework that is developed and explored in three process-oriented, qualitative case studies.