The Oxford Handbook of Organizational Decision Making
Hodgkinson, Gerard P., Professor of Organizational Behaviour and Strategic Management and Director of the Centre for Organizational Strategy, Learning and Change, University of Leeds
Starbuck, William H., Professor in Residence at the Lundquist College of Business, University of Oregon, and Professor Emeritus, New York University
Print publication date: 2008 (this edition) Print ISBN-13: 978-0-19-929046-8
Published to Oxford Handbooks Online: September 2009




14 Superstitious Behavior as a Byproduct of Intelligent Adaptation
doi:10.1093/oxfordhb/9780199290468.003.0014

Jerker Denrell
Abstract: Introduction – Superstition and the Costs of Experimentation – The Optimality of Limited Experimentation – Limited Experimentation and Superstition – Sources of Organizational Superstition – Sources of Incidental Experimentation – Conclusion

Keywords: limit, process,

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Jerker Denrell is Assistant Professor of Organizational Behavior at Stanford Graduate School of Business, Stanford University. He received his PhD from Stockholm School of Economics. His research focuses on why firms and individuals may learn the wrong lessons from their experience and the opportunities created by such flawed learning. In several papers, he has illustrated how ordinary learning processes can lead to biases in beliefs and behavior when individuals develop beliefs based on samples of their own and others experiences. His papers on these and other topics on organizational learning, risk taking, and strategy have been published in Psychological Review, Management Science, Organization Science, and Strategic Management Journal.
 
Jerker Denrell
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Contents
 
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Full Book Contents
1 Organizational Decision Making: Mapping Terrains on Different Planets
I The Context and Content of Decision Making
2 Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
3 Information Overload Revisited
4 Decision Making with Inaccurate, Unreliable Data
5 Borgs in the Org? Organizational Decision Making and Technology
6 Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
7 Culture and Decision Making
II Decision Making During Crises and Hazardous Situations
8 Facing the Threat of Disaster: Decision Making When the Stakes are High
9 The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
10 Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
11 Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
III Decision-Making Processes
12 Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
13 Linking Rationality, Politics, and Routines in Organizational Decision Making
14 Superstitious Behavior as a Byproduct of Intelligent Adaptation
15 On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
16 Intuition in Organizational Decision Making
17 Affect and Information Processing
18 Individual Differences And Decision Making
19 Group Composition and Decision Making
IV Consequences Produced by Decisions
20 Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
21 The Social Construction of Rationality in Organizational Decision Making
22 When “Decision Outcomes” are not the Outcomes of Decisions
23 What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
V Toward More Effective Decision Making
24 Teaching Decision Making
25 Facilitating Serious Play
26 Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
27 Risk Communication in Organizations
28 Structuring the Decision Process: An Evaluation of Methods
29 Strategy Workshops and “Away Days” as Ritual
30 Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
Index
 
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