- 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 aims to provide an overview and discussion of the sources and effects of individual variation in how individuals make choices and decisions. This review encompasses both the micro and the life-span perspective, with the common assumption that individual differences are part of the evolved human design. Individuals reap the benefits of comparative advantage through differentiation, sustaining the survival of the species through complex social organization and their own reproductive fitness by occupying niches within it. Behavioural genetics research contains plentiful evidence for the existence of heritable differences in temperament and dispositions that will bear upon how we make decisions at the micro and life-space levels of choice.
Emma Soane is Lecturer in the Department of Management at the London School of Economics and Political Science and Programme Director, MSc Management. She teaches applied psychology at post‐graduate level. Her research interests include personality, decision making, risk management, and the implications of individual differences for organizations. Emma holds several EPSRC grants and has collaborative projects with colleagues at other universities nationally and internationally. Emma co‐authored the book, Traders: Managing Risks and Decisions in Financial Markets (Oxford University Press), and has published a number of academic and practitioner journal articles. She is a referee for several journals, and the ESRC and has spoken at many international conferences and works as a consultant to organizations. Prior to her current post, Emma was a research fellow at London Business School. She worked on two ESRC projects examining the decision making and performance of traders in financial markets. Emma holds a PhD in psychology from University of Sheffield and is a chartered occupational psychologist and chartered scientist.
Nigel Nicholson is Professor of Organizational Behaviour and a former research dean at the London Business School. His research and writing have been extensive and wide ranging, including over 15 books and monographs, and over 200 articles in leading academic and practitioner journals. He has been pioneering the application of evolutionary psychology to business, and his current research is on leadership and family business. In addition he is known for his work on careers and transitions, absence from work, employee relations, behavioral risk in finance, leadership and personality. His last book was Traders: Risks, Decisions and Management in Financial Markets (Oxford University Press, 2005), and he has a book in press under the title Family Wars. He directs two major leadership programs at London Business School: High Performance People Skills, and one of the world's most innovative programs: Proteus.
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