- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
This article discusses the implications of behavioral decision theory to managerial decision making by looking at the contributions made and the challenges its findings pose in attempting to contribute more to decision making in and by organizations. This article does not survey behavioral decision theory because extensive reviews of the literature exist that describe the major findings of this research field. The heuristics and biases paradigm shows that in estimating probabilities and frequencies under uncertainty, people use heuristics (rules of thumb) such as availability, representativeness, and anchoring and adjustment. The use of such heuristics is natural for human beings because in many cases such as the prediction of future stock prices people do not have all the information needed to make proper estimates according to established quantitative models.
Zur Shapira is the William Berkley Professor of Entrepreneurship and Management at the Stern School of Business, New York University. He received his PhD in psychology and management from the University of Rochester. He has taught at the University of Rochester, Hebrew University, Carnegie‐Mellon University, University of California at Berkeley, and the University of Chicago before joining New York University in 1988. He has been a research fellow at the International Institute of Management in Berlin, a visiting scholar at the Russell Sage Foundation, a resident scholar at the Rockefeller Foundation, and a visiting scholar at the Center for the Study of Rationality in Jerusalem. He is a fellow of the American Psychological Society. Zur Shapira is known professionally for his work on risk taking and organizational decision making. Among his publications are the books: Risk Taking: A Managerial Perspective (1995); Organizational Decision Making (1997); Technological Learning: Oversights and Foresights (1997); and Organizational Cognition (2000).
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.