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/9780199290468.003.0003

Kathleen M. Sutcliffe
Karl E. Weick

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Karl E. Weick is the Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology at the University of Michigan. He joined the Stephen M. Ross School of Business at the University of Michigan in 1988 after previous faculty positions at the University of Texas, Cornell University, the University of Minnesota, and Purdue University. He received his PhD from Ohio State University in social and organizational psychology. He is a former editor of the journal, Administrative Science Quarterly (1977–85). Weick's books include The Social Psychology of Organizing and Sensemaking in Organizations (Sage, 1995). Karl Weick's research interests include collective sensemaking under pressure, handoffs and transitions in dynamic events, organizing for resilient performance, and continuous change.

Kathleen M. Sutcliffe is the Gilbert and Ruth Whitaker Professor of Business Administration and Professor of management and organizations at the Stephen M. Ross School of Business at the University of Michigan. Her research interests include topics such as organizational resilience and reliability, how organizations and their members sense emerging problems and cope with uncertainty, cognitive and experiential diversity in top management teams, and team and organizational learning. Her most recent work examines how elements of an organizational system influence errors in health care settings. Her work has been published in a wide variety of journals, including the Academy of Management Review, the Academy of Management Journal, Strategic Management Journal, and Organization Science.

 
Kathleen M. Sutcliffe
Karl E. Weick










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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