The Oxford Handbook of Organizational Decision Making
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
Starbuck, William H. (Editor),
Professor in Residence at the Lundquist College of Business, University of Oregon, and Professor Emeritus, New York University
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
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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: culture, group, reliability, skill, choice, data, effective, futures, manager, model, option, produce, ratio, real options, risk, stake, communication, composition, content, contribution, control, management, process, real, real option, strategy
1.
Organizational Decision Making: Mapping Terrains on Different Planets
Hodgkinson, Gerard P.
Starbuck, William H.
2.
Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
Gary, Michael Shayne
Dosi, Giovanni
Lovallo, Dan
3.
Information Overload Revisited
Sutcliffe, Kathleen M.
Weick, Karl E.
4.
Decision Making with Inaccurate, Unreliable Data
Mezias, John M.
Starbuck, William H.
5.
Borgs in the Org? Organizational Decision Making and Technology
Griffith, Terri L.
Northcraft, Gregory B.
Fuller, Mark A.
6.
Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
Zweig, David
Webster, Jane
Scott, Kristyn A.
7.
Culture and Decision Making
Rojot, Jacques
8.
Facing the Threat of Disaster: Decision Making When the Stakes are High
Tamuz, Michal
Lewis, Eleanor T.
9.
The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
Ursacki-Bryant, Teri Jane
Smart, Carolyne
Vertinsky, Ilan
10.
Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
Roberts, Karlene H.
Yu, Kuo Frank
Desai, Vinit
Madsen, Peter M.
11.
Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
Rosen, Michael A.
Salas, Eduardo
Lyons, Rebecca
Fiore, Stephen M.
12.
Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
Balogun, Julia
Pye, Annie
Hodgkinson, Gerard P.
13.
Linking Rationality, Politics, and Routines in Organizational Decision Making
Royer, Isabelle
Langley, Ann
14.
Superstitious Behavior as a Byproduct of Intelligent Adaptation
Denrell, Jerker
16.
Intuition in Organizational Decision Making
Sadler-Smith, Eugene
Sparrow, Paul R.
17.
Affect and Information Processing
Daniels, Kevin
18.
Individual Differences And Decision Making
Soane, Emma
Nicholson, Nigel
19.
Group Composition and Decision Making
George, Elizabeth
Chattopadhyay, Prithviraj
20.
Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
Barnett, Michael L.
Dunbar, Roger L. M.
21.
The Social Construction of Rationality in Organizational Decision Making
Cabantous, Laure
Gond, Jean-Pascal
Johnson-Cramer, Michael
22.
When “Decision Outcomes” are not the Outcomes of Decisions
Vidaillet, Bénédicte
23.
What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
Abrahamson, Eric
Baumard, Philippe
24.
Teaching Decision Making
Smith, Gerald F.
25.
Facilitating Serious Play
Statler, Matt
Oliver, David
26.
Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
Kieser, Alfred
Wellstein, Benjamin
27.
Risk Communication in Organizations
Maule, A. John
28.
Structuring the Decision Process: An Evaluation of Methods
Wright, George
Goodwin, Paul
29.
Strategy Workshops and “Away Days” as Ritual
Bourque, Nicole
Johnson, Gerry
30.
Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
Healey, Mark P.
Hodgkinson, Gerard P.
Index
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Gerard P. Hodgkinson
William H. Starbuck
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