The Oxford Handbook of Organizational Decision Making

by Gerard P. Hodgkinson, William H. Starbuck

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 Soňane, 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
Pages:	720
Product dimensions:	9.80(w) x 6.80(h) x 1.70(d)

About the Author

Gerard P. Hodgkinson is Professor of Organizational Behaviour and Strategic Management at Leeds University Business School (LUBS). In 2001 he was elected a Fellow of both the British Psychological Society and the British Academy of Management, in recognition of his pioneering contribution to the psychology of strategic management as an emergent field of study. He is also a Fellow of the Advanced Institute of Management Research, Editor-in-Chief of the British Jourla of Management, a consulting Editor of the Journal of Occupational and Organizational Psychology, and an Editorial Board Member of the Academy of Management Review and Organization Science.

William H. Starbuck is Professor in residence at the Lundquist College of Business of the University of Oregon and Professor emeritus at New York University. Author of numerous articles on a wide-ranging set of issues relating to organizational behavior and strategy, he is also a former editor of Administrative Science Quarterly, co-editor of The Handbook of Organizational Design (with Paul Nystrom, OUP, 1981), and author of The Production of Knowledge: The Challenge of Social Science Research and Organizational Realities: Studies of Strategizing and Organizing (both OUP, 2006).

Table of Contents

Part I: Context1. Borgs in the Org? Organizational Decision-Making and Technology, Terri L. Griffith, Gregory B. Northcraft and Mark A. Fuller2. Culture and Decision-Making, Jacques Rojot3. Expertise and Naturalistic Decision-Making in Organizations: Mechanisms of Effective Decision-Making in Complex Environments, Michael A. Rosen, Eduardo Salas, Rebecca Lyons, and Stephen M. Fiore4. Information Overload Revisited, Kathleen M. Sutcliffe and Karl E. WeickPart II: Content5. Boom and Bust Behavior: Causes and Some Modest Proposal for Remedies, Michael Shayne Gary, Giovanni Dosi, Daniel Lovallo, and Robert E. Wood6. Data Quality, William H. Starbuck7. Extreme Consequences, Michal TamuzPart III: Process8. Affect and Information Processing, Kevin Daniels9. Group Composition and Decision-Making, Elizabeth George and Prithviraj Chattopadhyay10. Individual Differences and Decision-Making, Emma Soňane and Nigel Nicholson11. Intuition in Organizational Decision-Making, Eugene Sadler-Smith and Paul R. Sparrow12. Linking Rationality, Politics and Routines in Organizational Decision-Making, Isabelle Royer and Ann Langley13. Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control, David Zweig , Jane Webster , and Kristyn A. Scott14. On the Implications of Behavioral Decision Theory to Managerial Decision Making: Contributions and Challenges, Zur Shapira15. Superstitious Behavior as a Byproduct of Intelligent Adaptation, Jerker Denrell16. Why and How Do Organizational Façades Lie? A Study of Mess, Inertia, and Fraudulence, Eric Abrahamson & Philippe Baumard17. Sensemaking During Decision-Making, Julia Balogun, Annie Pye, & Gerard HodgkinsonPart IV: Consequences18. An Engine of Choice that may Backfire: Making Sense of Organizing for Options, Michael Barnett and Roger Dunbar19. Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations, Karlene H. Roberts, Kuo Frank Yu, Vinit Desai, and Peter Madsen20. The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences, Teri Jane Bryant, Carolyne Smart, and Ilan Vertinsky21. The Social Construction of Rationality in Organizational Decision-Making, Laure Cabantous, Jean-Pascal Gond, and Michael Johnson-Cramer22. When 'Decision Outcomes' Are Not the Outcomes of Decisions, Bénédicte VidailletPart IV: Facilitating Better Decisions23. Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?, Alfred Kieser and Benjamin Wellstein24. Facilitating Serious Play, Matt Statler and David Oliver25. Risk Communication in Organizations, John Maule26. Structuring the Decision Process: An Evaluation of Methods, George Wright and Paul Goodwin27. Teaching Decision-Making, Gerald F. Smith28. Scenario Planning, Mark Healey & Gerard P. Hodgkinson29. Symbolism in Decision-Making Workshops, Nicole Bourque and Gerry Johnson