The Oxford Handbook of Organizational Decision Making

The Oxford Handbook of Organizational Decision Making

by Gerard P. Hodgkinson
     
 

ISBN-10: 0199290466

ISBN-13: 9780199290468

Pub. Date: 05/11/2008

Publisher: Oxford University Press

The Oxford Handbook of Organizational Decision-Making comprehensively surveys research on organizational decision-making, broadly conceived. It looks at analysis at the levels of individuals, groups, organization, and inter-organizations, emphasizing psychological perspectives while encompassing insights from economics, political science, and sociology. In-depth

Overview

The Oxford Handbook of Organizational Decision-Making comprehensively surveys research on organizational decision-making, broadly conceived. It looks at analysis at the levels of individuals, groups, organization, and inter-organizations, emphasizing psychological perspectives while encompassing insights from economics, political science, and sociology. In-depth case studies illustrate the practical implications of this research.

Bringing together established experts to look at individual topics, the Handbook is an authoritative reference work for academics, researchers, and advanced students concerned with decision-making in the areas of Management, Psychology, and HRM.

Contributors: Eric Abrahamson, Julia Balogun, Michael Barnett, Philippe Baumard, Teri Jane Bryant, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Dendrell, Giovanni Dosi, Roger Dunbar, Simon French, Mark Fuller, Elizabeth George, Paul Goodwin, Terri Griffith, Peter Grinyer, Gerard P. Hodgkinson, Michael Jacobides, Alfred Kieser, Ann Langley, John Maule, Peter McKiernan, Nigel Nicholson, Greg Northcraft, Annie Pye, Karlene Roberts, Jacques Rojot, Johan Roos, Isabelle Royer, Eugene Sadler-Smith, Zur Shapira, Carolyne Smart, Gerald Smith, Emma Soane, Paul Sparrow, Kathleen Sutcliffe, Michal Tamuz, Ilan Vertinsky, Jane Webster, Karl Weick, George Wright, and David Zweig.

About the Series
Oxford Handbooks in Business & Management bring together the world's leading scholars on the subject to discuss current research and the latest thinking in a range of interrelated topics including Strategy, Organizational Behavior, Public Management, International Business, and many others. Containing completely new essays with extensive referencing to further reading and key ideas, the volumes, in hardback or paperback, serve as both a thorough introduction to a topic and a useful desk reference for scholars and advanced students alike.

Product Details

ISBN-13:
9780199290468
Publisher:
Oxford University Press
Publication date:
05/11/2008
Series:
Oxford Handbooks Series
Pages:
720
Product dimensions:
9.80(w) x 6.80(h) x 1.70(d)

Table of Contents

1. Organizational Decision Making: Mapping Terrains on Different Planets, Gerard P. Hodgkinson and William H. Starbuck
Part I: The Context and Content of Decision Making
Boom and Bust Behavior: On the Persistence of Strategic Decision Biases, Michael Shayne Gary, Giovanni Dosi and Dan Lovallo
Information Overload Revisited, Kathleen M. Sutcliffe and Karl E. Weick
Decision Making with Inaccurate, Unreliable Data, John M. Mezias and William H. Starbuck
Borgs in the Org? Organizational Decision Making and Technology, Terri L. Griffith, Gregory B. Northcraft and Mark A. Fuller
Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control, David Zweig, Jane Webster and Kristyn A. Scott
Culture and Decision Making, Jacques Rojot
Part II: Decision Making During Crises and Hazardous Situations
Facing the Threat of Disaster: Decision Making When the Stakes are High, Michal Tamuz and Eleanor T. Lewis
The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences, Teri Jane Ursacki-Bryant, Carolyne Smart and Ilan Vertinsky
Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations, Karlene H. Roberts, Kuo Frank Yu, Vinit Desai and Peter M. Madsen
Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making, Michael A. Rosen, Eduardo Salas, Rebecca Lyons and Stephen M. Fiore
Part III: Decision Making Processes
Cognitively Skilled Organizational Decision Making: Making Sense of Deciding, Julia Balogun and Annie Pye
Linking Rationality, Politics and Routines in Organizational Decision Making, Isabelle Royer and Ann Langley
Superstitious Behavior as a Byproduct of Intelligent Adaptation, Jerker Denrell
On the Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges, Zur Shapira
Intuition in Organizational Decision Making, Eugene Sadler-Smith and Paul R. Sparrow
Affect and Information Processing, Kevin Daniels
Individual Differences and Decision Making, Emma Soane and Nigel Nicholson
Group Composition and Decision Making, Elizabeth George and Prithviraj Chattopadhyay
Part IV: Consequences Produced by Decisions
Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?, Michael L. Barnett and Roger L.M. Dunbar
The Social Construction of Rationality in Organizational Decision Making, Laure Cabantous, Jean-Pascal Gond and Michael Johnson-Cramer
When "Decision Outcomes" are not the Outcomes of Decisions, Benedicte Vidaillet
What Lies Behind Organizational Facades and How Organizational Facades Lie: An Untold Story of Organizational Decision Making, Eric Abrahamson and Philippe Baumard
Part V: Toward More Effective Decision Making
Teaching Decision Making, Gerald F. Smith
Facilitating Serious Play, Matt Statler and David Oliver
Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?, Alfred Kieser and Benjamin Wellstein
Risk Communication in Organizations, A. John Maule
Structuring the Decision Process: An Evaluation of Methods, George Wright and Paul Goodwin
Strategy Workshops and "Away-Days" as Ritual, Nicole Bourque and Gerry Johnson
Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making, Mark P. Healey and Gerard P. Hodgkinson

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