- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- 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
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
This article reviews some evidence that decision makers often rely on inaccurate or unreliable data. The article also points out ways decision makers react when they realize their data are inaccurate or unreliable. Lastly, it examines some options for coping more effectively with inaccurate, unreliable data. Business and political journalists generally interview people who have participated in decision making. The participants explain their goals, situations faced, and the logic behind their decisions. Likewise, research about decision making and sensemaking usually assumes managers are aware of and understand their organizations and their organizations' environments. Some studies obtain almost all of their data about decision inputs and premises from the decision makers. Other studies correlate data about firms' actions with managers' perceptions of their organizations or business environments. However, almost no research has examined the accuracy of such perceptions.
John M. Mezias is an associate professor at the University of Miami's School of Business Administration. He received his PhD from New York University's Stern School of Business in 1998. His research examines managerial cognition, international human resource management, strategic leadership, and legal consequences of strategic actions. He has published in a variety of scholarly journals including the Harvard Business Review, Strategic Management Journal, Journal of International Business Studies, Organization Science, British Journal of Management, Journal of Management, Long Range Planning, Journal of International Management, Journal of Organizational Behavior, and the Industrial‐Organizational Psychologist. He serves on the editorial boards of the Strategic Management Journal and Journal of International Business Studies, and was a guest editor of the Journal of International Management.
William Starbuck is the ITT Professor of Creative Management in the Stern School of Business at New York University. He has held academic positions in seven countries, edited Administrative Science Quarterly, chaired the screening committee for senior Fulbright awards in business management, directed the doctoral program in business administration at New York University, and been the President of the Academy of Management. He is a fellow of the Academy of Management, the American Psychological Association, the American Psychological Society, the British Academy of Management, and the Society for Industrial and Organizational Psychology. He has published numerous 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, email: email@example.com or firstname.lastname@example.org
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