- 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
In order to assess what kind of knowledge consultants and management researchers can contribute to support managers' decisions, one first has to find out how managers make decisions. Hence, this article starts by discussing some results on decision making by managers. It then analyzes what kind of knowledge consultants produce and how they produce it. The article also asks why there has been such an enormous growth in the demand for consulting. This growth seems to indicate that managers appreciate the consultants' contributions to their decision making. Then the article argues that the system of science follows its own logic and dynamics and thus necessarily produces a rigor relevance gap: the problems that management researchers analyze are not the problems that managers experience.
Alfred Kieser is Full Professor of Management and Vice President of Research at Zeppelin University at Friedrichshafen, Germany. He studied business administration and sociology at the University of Cologne and the Carnegie-Mellon University, Pittsburgh. In 1968, he received his doctoral degree in business administration from the University of Cologne, Germany. From 1974 to 1977, he was Full Professor of Personnel Administration and Organizational Behavior at the Free University of Berlin, and from 1977 to 2010, he was Full Professor of Organizational Behavior at Mannheim University. His research interests include the history of organization, organizational evolution, cross-cultural comparisons of organizations, management fashions, consulting, organizational learning, and systems for management education in different cultures. He has published in Administrative Science Quarterly, Journal of Management Inquiry, Organization Science, Organization Studies, Organization, and in German journals. He has published two textbooks on organizational theory (in German), one is now in its sixth, the other in its fifth edition. He has received honorary doctoral degrees from the University of Munich and from Corvimus University, Budapest, and is a member of the Heidelberg Academy of Sciences.
Benjamin Wellstein is Managing Director of the Institute for Business to Business I4B2B (Vallendar, Germany), a spin-off from the WHU – Otto Beisheim School of Management. In 2008 he received his PhD from Mannheim University researching on knowledge management. He studied business administration at Mannheim University, Friedrich Schiller University, Jena, and at the European Business Management School in Swansea, UK. He worked as strategy consultant for leading internationally operating top-management firms in Europe and the United States. He has published scientific work in international journals and book series and received an award from the Academy of Management for outstanding practice-based research. His current research interests concentrate on sales management and systemic approaches in the consulting of organizations.
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