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The critique of the rationality of decision-making in organizations has recently been expanded to include a critique of their centrality. However, if the analysis of action in organizations can do without the concept of decision-making, ordinary practices remain profoundly permeated by it. In particular, it is through the notions of decision-making and decision-maker that members of organizations interpret what is happening and what they are participating in. This article puts forth a conception of decision-making as social representation and distinguishes three dimensions: a moment (punctuation), a content (discourse), and a process (modalities of production). This conception makes it possible to account for the place that decision-making has in practices, and to analyze it as producing organizational order in the sense that it constitutes an important support for the permanent construction of interactions between the members of the organization.