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/9780199290468.003.0005

Terri L. Griffith
Gregory B. Northcraft
Mark A. Fuller


Gregory B. Northcraft is the Harry J. Gray Professor of Executive Leadership in the Department of Business Administration, and Institute of Labor and Industrial Relations, at the University of Illinois, and the Director of Professional Education Development for the College of Business. He is a former editor of the Academy of Management Journal, and currently a 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 Professor and Chair of the Department of Information Systems at Washington State University, and holds the Philip L. Kays Distinguished Professorship in MIS. His research focuses on virtual teamwork, technology supported learning, and trust in technology mediated environments, and has appeared in outlets such as Information Systems Research, Management Information Systems Quarterly, Journal of Management Information Systems, and Decision Support Systems. Mark Fuller received his MSc in management and PhD in management information systems from the University of Arizona's Eller College of Management. He has won multiple teaching awards, has authored a textbook published by Pearson-Prentice Hall on Information Systems Project Management, and has taught graduate and undergraduate courses on a variety of topics.

Terri L. Griffith is Professor of Management and Breetwor Fellow in the Leavey School of Business, Santa Clara University. Her research interests include the implementation and effective use of new technologies and organizational practices, most recently focusing on knowledge transfer and innovation in virtual environments. Her field research includes a three-year National Science Foundation sponsored study focusing on the Fortune 100 and other significant science and technology companies. Professor Griffith received her MSc and PhD from Carnegie Mellon University's Graduate School of Industrial Administration. She is a member of the Academy of Management, the Association for Information Systems, and INFORMS. She also serves as an associate editor for Group Decision and Negotiation and as an editorial board member of the Journal of Engineering and Technology Management. She is a past senior editor for Organization Science and past associate editor for MIS Quarterly.

 
Gregory B. Northcraft
Mark A. Fuller










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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