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The term satisficing, a portmanteau of satisfy and suffice, [2] was introduced by Herbert A. Simon in 1956, [3] [4] although the concept was first posited in his 1947 book Administrative Behavior. [ 5 ] [ 6 ] Simon used satisficing to explain the behavior of decision makers under circumstances in which an optimal solution cannot be determined.
The behavioral theory of the firm first appeared in the 1963 book A Behavioral Theory of the Firm by Richard M. Cyert and James G. March. [1] The work on the behavioral theory started in 1952 when March, a political scientist, joined Carnegie Mellon University, where Cyert was an economist. [2]
Administrative Behavior, [27] first published in 1947 and updated across the years, was based on Simon's doctoral dissertation. [28] It served as the foundation for his life's work. The centerpiece of this book is the behavioral and cognitive processes of humans making rational decisions.
The theory of the firm consists of a number of economic theories that explain and predict the nature of the firm, company, or corporation, including its existence, behaviour, structure, and relationship to the market. [1] Firms are key drivers in economics, providing goods and services in return for monetary payments and rewards.
Bounded rationality can have significant effects on political decision-making, voter behavior, and policy outcomes. A prominent example of this is heuristic-based voting. According to the theory of bounded rationality, individuals have limited time, information, and cognitive resources to make decisions.
The distinction between "maximizing" and "satisficing" was first made by Herbert A. Simon in 1956. [1] [2] Simon noted that although fields like economics posited maximization or "optimizing" as the rational method of making decisions, humans often lack the cognitive resources or the environmental affordances to maximize.
Instead agents shall choose to settle for an acceptable solution. One approach, adopted by Richard M. Cyert and March in their 1963 book A Behavioral Theory of the Firm, was to view firms as coalitions of groups whose targets were based on satisficing rather than optimizing behaviour.
The theory of moral satisficing also has implications for moral policy, implying that problematic behavior can be changed by changing the environment, not only the individual. Darwin argued that one original function of morality was the coherence and coordination of groups. [ 73 ]