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







doi:10.1093/oxfordhb/9780199290468.003.0002

Michael Shayne Gary
Giovanni Dosi
Dan Lovallo


Dan Lovallo received his PhD in behavioral economics and decision sciences from the Hass School of Business at the University of California at Berkeley. His research focuses on the psychology of strategic decision making and has been published in the American Economic Review, Management Science, and the Harvard Business Review. He has previously held positions at Wharton, the Australian Graduate School of Management, and McKinsey & Co. Currently he is a professor at the University of Western Australia's Business School.

Giovanni Dosi is Professor of Economics at the Scuola Superiore Sant'Anna in Pisa, Italy, where he also coordinates the Laboratory of Economics and Management (LEM). His major research areas include economics of innovation and technological change, industrial organization and industrial dynamics, theory of the firm and corporate governance, economic growth and development. Professor Dosi is Co-Director of the task forces “Industrial Policy” and “Intellectual Property Rights” within the Initiative for Policy Dialogue, founded and chaired by Joseph Stiglitz, at Columbia University (New York); editor for Continental Europe of Industrial and Corporate Change; and Visiting Professor at the University of Manchester, UK. He is author and editor of several works in the areas of economics of innovation, industrial economics, evolutionary theory, and organizational studies. A selection of his works has been published in Innovation, Organization and Economic Dynamics: Selected Essays (Edward Elgar, 2000).

Michael Shayne Gary is a senior lecturer of strategy and entrepreneurship at the Australian Graduate School of Management (AGSM). He is also Associate Director of the Accelerated Learning Laboratory at AGSM. His research focuses on the impact of managerial policies and decision making on performance in complex decision environments. At the firm level, he examines managerial policies adopted to pursue organizational strategies—such as corporate growth and diversification—and the impact on firm performance of implementing different policies. In another line of related research at the micro level, he investigates mental models, dynamic decision making, and learning, through behavioral experiments using management flight simulators. His research has been published in the Strategic Management Journal and other leading journals. He received his PhD at the London Business School.

 
Giovanni Dosi
Dan Lovallo










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I The Context and Content of Decision Making
II Decision Making During Crises and Hazardous Situations
III Decision-Making Processes
IV Consequences Produced by Decisions
V Toward More Effective Decision Making