- 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 first section of this article introduces a “static” perspective on decision making that views rationality and politics as alternatives whose appropriateness depends on a key contingency: uncertainty. This section considers classic prescriptions from the literature and shows how and why descriptive decision behavior may diverge from them. The second section takes a more “dynamic” perspective, viewing uncertainty no longer as a fixed contingency, but as a contextual variable that evolves over time. The third section adds consideration of the role of routines from both a prescriptive and a descriptive angle, drawing on recent contributions that discuss their “ostensive and performative” dimensions. The article concludes with implications for future research and practice.
Isabelle Royer is a professor of management and research methods at IAE Lyon, France, the business school of the University of Lyon 3. She holds a PhD in business administration from the University of Paris‐Dauphine and spent 18 months as a post‐doc at the Wharton School of the University of Pennsylvania. Her research centers on decision making and innovation, with a particular interest in escalation of commitment. She has published in Harvard Business Review and French academic journals.
Ann Langley is Professor of Management at HEC Montréal and Canada Research Chair in strategic management in pluralistic settings. Her research focuses on strategic change, decision making, leadership, innovation, and the use of management tools in complex organizations with an emphasis on processual research approaches. She has published over 50 articles and two books. She is adjunct professor at the Norwegian School of Economics and Business Administration and the Department of Health Administration at University of Montréal.
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