- 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
Data warehousing and the development of the World Wide Web both augment information gathering (search) processes in individual decision making by increasing the availability of required information. Imagine, for example, that one wanted to buy new golf clubs. Thirty years ago, the cost of information gathering would likely have limited an individual's search process to geographically proximal vendors and the golf clubs they stocked. Today, a prospective purchaser can log onto the World Wide Web to find out what types of golf clubs are available anywhere; consult databases, chat rooms, and bulletin boards (e.g., epinions.com) to gather product information and user opinions; and compare prices across vendors around the world.
Terri L. Griffith is a professor of management in the Leavey School of Business at Santa Clara University. Her MSc and PhD are from Carnegie Mellon, her BA is from UC Berkeley. Her research and consulting interests include the mixing of new technologies and organizational practices to improve work and innovation. This research includes fieldwork in two Fortune 100 tech companies, funded by the National Science Foundation. Her research is published in journals such as: Organization Science, Information Systems Research, MIS Quarterly, Organizational Behavior and Human Decision Processes, and the Academy of Management Review. She recently published The Plugged-In Manager to bring these ideas to a broader audience.
Gregory B. Northcraft is the Harry J. Gray Professor of Executive Leadership and Associate Dean of Faculty and Research in the College of Business at the University of Illinois. He is a former editor of the Academy of Management Journal, and a former senior editor of Organization Science. His major research interests include collaboration in teams, conflict management, managerial decision making, and employee motivation and job design, particularly in high-tech manufacturing settings.
Mark A. Fuller is the Dean and the Thomas O’Brien Endowed Chair of the Isenberg School of Management at the University of Massachusetts, Amherst. Professor Fuller received his PhD in Management Information Systems from the University of Arizona. His research focuses on virtual teamwork, technology supported learning, and trust and efficacy in technology-mediated environments, and has appeared in outlets such as Information Systems Research, Management Information Systems Quarterly, Journal of Management Information Systems, Decision Sciences, Journal of the Association for Information Systems, Journal of Organizational Behavior, IEEE Transactions of Engineering Management, and Decision Support Systems. Professor Fuller has won multiple teaching awards, has published a textbook on Information Systems Project Management, and has taught graduate and undergraduate courses on a variety of topics, including global information systems and strategy, information systems project management, and collaborative technology.
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