Home > Business and Management > This Handbook
Subject: Business and Management  Book Title: The Oxford Handbook of Organizational Decision Making
The Oxford Handbook of Organizational Decision Making The Oxford Handbook of Organizational Decision Making
Starbuck, William H. (Editor), Professor in Residence at the Lundquist College of Business, University of Oregon, and Professor Emeritus, New York University
Hodgkinson, Gerard P. (Editor), Professor of Organizational Behaviour and Strategic Management and Director of the Centre for Organizational Strategy, Learning and Change, University of Leeds
  More about the Editors

Print publication date: 2008 Print ISBN-13: 978-0-19-929046-8
Published to Oxford Handbooks Online: September 2009
doi:10.1093/oxfordhb/9780199290468.001.0001


This Book in Print
 
Abstract: 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

Keywords: strategy, real option, real, process, management, control, contribution, content, composition, communication, stake, risk, real options, ratio, produce, option, model, manager, futures, effective, data, choice, skill, reliability, group, culture
You have access to the abstract and full text for this item.      You have access to the full text for this item.
2. Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
Lovallo, Dan
Dosi, Giovanni
Gary, Michael Shayne
You have access to the abstract and full text for this item.      You have access to the full text for this item.
3. Information Overload Revisited
Weick, Karl E.
Sutcliffe, Kathleen M.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
4. Decision Making with Inaccurate, Unreliable Data
Starbuck, William H.
Mezias, John M.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
5. Borgs in the Org? Organizational Decision Making and Technology
Fuller, Mark A.
Northcraft, Gregory B.
Griffith, Terri L.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
10. Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
Madsen, Peter M.
Desai, Vinit
Yu, Kuo Frank
Roberts, Karlene H.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
11. Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
Fiore, Stephen M.
Lyons, Rebecca
Salas, Eduardo
Rosen, Michael A.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
12. Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
Hodgkinson, Gerard P.
Pye, Annie
Balogun, Julia
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
16. Intuition in Organizational Decision Making
Sparrow, Paul R.
Sadler-Smith, Eugene
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
18. Individual Differences And Decision Making
Nicholson, Nigel
Soane, Emma
You have access to the abstract and full text for this item.      You have access to the full text for this item.
19. Group Composition and Decision Making
Chattopadhyay, Prithviraj
George, Elizabeth
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
21. The Social Construction of Rationality in Organizational Decision Making
Johnson-Cramer, Michael
Gond, Jean-Pascal
Cabantous, Laure
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
24. Teaching Decision Making
Smith, Gerald F.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
25. Facilitating Serious Play
Oliver, David
Statler, Matt
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
29. Strategy Workshops and “Away Days” as Ritual
Johnson, Gerry
Bourque, Nicole
You have access to the abstract and full text for this item.      You have access to the full text for this item.
You have access to the abstract and full text for this item.      You have access to the full text for this item.
Index
You have access to the full text for this item.


Related Content from OUP

William H. Starbuck is Professor in Residence at the Lundquist College of Business of the University of Oregon and Professor Emeritus at New York University. He has held faculty positions in economics, sociology, and management at Purdue University, the Johns Hopkins University, Cornell University, the University of Wisconsin–Milwaukee, and New York University, as well as visiting positions in universities and business schools in England, France, New Zealand, Norway, and Sweden. He was also a senior research fellow at the International Institute of Management in Berlin. He has been Editor of Administrative Science Quarterly; he has chaired the screening committee for senior Fulbright awards in business management; he has directed the doctoral program in business administration at New York University, and he was the President of the Academy of Management. He has published over 140 articles on accounting, bargaining, business strategy, computer programming, computer simulation, forecasting, decision making, human–computer interaction, learning, organizational design, organizational growth and development, perception, scientific methods, and social revolutions. He has also authored two books and edited 16 books, including the Handbook of Organizational Design, which was chosen the best book on management published during the year ending May 1982.

Gerard P. Hodgkinson is Professor of Organizational Behaviour and Strategic Management and Director of the Centre for Organizational Strategy, Learning and Change at the University of Leeds, UK. The author of over 50 scholarly articles and chapters in edited volumes on topics ranging from socio-cognitive processes in competitive strategy to intuition and the nature and role of mental models in organizational decision making, and applied psychometrics, his work has appeared in a number of distinguished outlets including the Annual Review of Psychology, Organization Studies, Personnel Psychology, and Strategic Management Journal. He has also co-authored three books. A chartered occupational psychologist, in 2001 he was elected a fellow of both the British Psychological Society and the British Academy of Management. In recent years, his work on managerial and organizational cognition has been taken forward through the award of a senior fellowship of the UK ESRC/EPSRC Advanced Institute of Management (AIM) Research (2004–07). He was the Editor-in-Chief of the British Journal of Management (1999–2006) and currently co-edits the International Review of Industrial and Organizational Psychology and serves on the editorial boards of the Academy of Management Review, Journal of Organizational Behavior, Journal of Occupational and Organizational Psychology, and Organization Science.

(At time of publication)


 
William H. Starbuck
Gerard P. Hodgkinson
doi:10.1093/oxfordhb/9780199290468.001.0001



Quick Search Form

 
scroll up fast
scroll up
 
scroll down
scroll down fast
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