Bounded Rationality Definition
Bounded rationality is a concept asserting that human decision-making is inherently limited by the constraints of available knowledge and cognitive capacity, meaning that action is rarely entirely logical or optimal. Because no individual possesses complete information about complex situations, uncertainty and chance are unavoidable factors in the process of making choices. This framework suggests that individuals do not seek the absolute best outcome but instead operate within limits imposed by what they can perceive and process.
Origins
The concept was primarily developed by Herbert A. Simon and his colleague, Allen March, in the context of organisational decision-making during the 1950s. Their work challenged the traditional economic assumption that individuals always pursue perfectly rational or maximizing behaviour. They argued that actual human behaviour within organisations is typically characterised by ‘satisficing’ rather than true ‘optimising’.
Core Mechanism
Bounded rationality emphasises two main constraints on decision-makers: limited information and limited cognitive ability. Decision-makers are constrained by the amount of information available regarding alternatives and their potential consequences, and by their limited capacity to process all that information effectively. Consequently, instead of evaluating every option to find the absolute best solution, individuals tend to satisfice—selecting the first alternative that is deemed satisfactory, operating within a zone of indifference.
Significance in Sociology
This approach has had significant influence on the sociology of organisations and organisational theory because it provided an alternative explanation for observed behaviour. It demonstrated how structural elements, such as the division of labour, socialization processes, and communication channels within an organisation restrict the range of solutions that managers can consider, thereby limiting the potential for perfect rationality at all levels.

