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Decisions are the cornerstone of many perspectives and theories of organization. Classical contributions by Barnard (1938), or March and Simon (1958) and their subsequent work, contributed greatly to develop a view of organizations as systems of bounded rationality, in which managers try to satisfice situations by way of decisions. Eventually, organizational decision-making became an object of study in its own right. The effort to understand what undermines the feasibility of rational decision-making has been a persistent research topic (Brunsson and Brunsson, 2017; Cabantous and Gond, 2011). On the one hand, political models (eg, Allison, 1971; Etzioni, 1967; Lindblom, 1965) shed light on the role of participation and opposition in organizational decision-making. On the other hand, critical models question whether decision-makers make any attempt at rationality at all (Cohen et al., 1972) and highlight the …