The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed.
Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM.
Edited by:
Gerard P. Hodgkinson (Professor of Organizational Behaviour and Strategic Management Leeds University Business School),
William H. Starbuck (Professor-in-Residence,
University of Oregon,
and Emeritus Professor,
Stern School of Business,
New York University)
Imprint: Oxford University Press
Country of Publication: United Kingdom
Dimensions:
Height: 246mm,
Width: 174mm,
Spine: 37mm
Weight: 1.142kg
ISBN: 9780199644582
ISBN 10: 0199644586
Series: Oxford Handbooks
Pages: 651
Publication Date: 12 January 2012
Audience:
Professional and scholarly
,
Professional and scholarly
,
Undergraduate
,
Undergraduate
Format: Paperback
Publisher's Status: Active
"1: Gerard P. Hodgkinson and William H. Starbuck: Organizational Decision Making: Mapping Terrains on Different Planets Part I: The Context and Content of Decision Making Michael Shayne Gary, Giovanni Dosi and Dan Lovallo: Boom and Bust Behavior: On the Persistence of Strategic Decision Biases Kathleen M. Sutcliffe and Karl E. Weick: Information Overload Revisited John M. Mezias and William H. Starbuck: Decision Making with Inaccurate, Unreliable Data Terri L. Griffith, Gregory B. Northcraft and Mark A. Fuller: Borgs in the Org? Organizational Decision Making and Technology David Zweig, Jane Webster and Kristyn A. Scott: Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control Jacques Rojot: Culture and Decision Making Part II: Decision Making During Crises and Hazardous Situations Michal Tamuz and Eleanor T. Lewis: Facing the Threat of Disaster: Decision Making When the Stakes are High Teri Jane Ursacki-Bryant, Carolyne Smart and Ilan Vertinsky: The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences Karlene H. Roberts, Kuo Frank Yu, Vinit Desai and Peter M. Madsen: Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations Michael A. Rosen, Eduardo Salas, Rebecca Lyons and Stephen M. Fiore: Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making Part III: Decision Making Processes Julia Balogun and Annie Pye: Cognitively Skilled Organizational Decision Making: Making Sense of Deciding Isabelle Royer and Ann Langley: Linking Rationality, Politics and Routines in Organizational Decision Making Jerker Denrell: Superstitious Behavior as a Byproduct of Intelligent Adaptation Zur Shapira: On the Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges Eugene Sadler-Smith and Paul R. Sparrow: Intuition in Organizational Decision Making Kevin Daniels: Affect and Information Processing Emma Soane and Nigel Nicholson: Individual Differences and Decision Making Elizabeth George and Prithviraj Chattopadhyay: Group Composition and Decision Making Part IV: Consequences Produced by Decisions Michael L. Barnett and Roger L.M. Dunbar: Making Sense of Real Options Reasoning: An Engine of Choice that Backfires? Laure Cabantous, Jean-Pascal Gond and Michael Johnson-Cramer: The Social Construction of Rationality in Organizational Decision Making Bénédicte Vidaillet: When ""Decision Outcomes"" are not the Outcomes of Decisions Eric Abrahamson and Philippe Baumard: What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making Part V: Toward More Effective Decision Making Gerald F. Smith: Teaching Decision Making Matt Statler and David Oliver: Facilitating Serious Play Alfred Kieser and Benjamin Wellstein: Do Activities of Consultants and Management Scientists Affect Decision Making by Managers? A. John Maule: Risk Communication in Organizations George Wright and Paul Goodwin: Structuring the Decision Process: An Evaluation of Methods Nicole Bourque and Gerry Johnson: Strategy Workshops and ""Away-Days"" as Ritual Mark P. Healey and Gerard P. Hodgkinson: Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making"
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 Journal 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).
