- 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
The article begins by discussing processes contributing to high and low reliability decision making. It then discusses three cases, covering similar processes used in the three situations and notes what managers can take from this. Finally, the article argues for research that does not concentrate on a single organization but examines interactions among geographically distributed units addressing the same problem.
Karlene H. Roberts is a professor at the Walter A. Haas School of Business, at the University of California at Berkeley. Karlene Roberts earned her Bachelor's degree in psychology from Stanford University and her PhD in industrial psychology from the University of California at Berkeley. She also received the docteur honoris causa from the Universite Paul Cezanne, Aix Marseilles III. She has done research on job attitudes, cross‐national management, and organizational communication. She has also contributed to the research methodology literature. Since 1984 she has been investigating the design and management of organizations and systems of organizations in which error can result in catastrophic consequences. She has studied both organizations that failed and those that succeed in this category. Some of the industries Roberts has worked in are the military, commercial marine transportation, health care, railroads, petroleum production, commercial aviation, banking, and community emergency services.
Frank Yu received his PhD in Management of Organizations from Haas School of Business of UC Berkeley, and is currently an Assistant Professor of Management at City University of Hong Kong. His research interests include High Reliability Organizations and reliability-enhancing practices; risk and uncertainty management; discretion and accountability; and social constructionism and research methods. He is especially interested in how organizations can achieve reliable performances from appropriate discretion, flexibility, justification, and accountability. Furthermore, he pays particular attention to the socially constructed nature of organizational reality. Serving as the Academy of Management (AOM) All Academy Practice Theme Committee PDW chair from 2007 to 2012, he is committed to applying scholarship and producing rigorous and relevant knowledge.
Vinit M. Desai is an Assistant Professor of Strategy and Organization Theory at the University of Colorado at Denver and Health Sciences Center. His research interests include organizational learning, strategic decision making, crisis management, and the causes and consequences of organizational failures. His work spans various industries including space exploration, healthcare, telecommunications, naval aviation, and natural gas exploration. He has worked in the private and public sectors, and has a PhD in business administration from the University of California at Berkeley.
Peter M. Madsen is an Assistant Professor in the Marriott School of Management at Brigham Young University. His doctoral degree is from the University of California at Berkeley's Walter A. Haas School of Business. Peter's research interests focus on organizational reliability, corporate social performance, and the effects of social, environmental, and safety regulation on organizations. His current research deals with how organizational safety and environmental performance interrelate with institutional and technological change. Specifically, he studies the relationship between corporate social responsibility and the socio‐political legitimacy of organizations, organizational forms, and technological systems. He is examining these issues in the aerospace, healthcare, insurance and automobile assembly industries.
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