- 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 concept of intuitive judgment is traditionally associated with the heuristics and biases research of Kahneman, Tversky, and others. Within this paradigm, subjective probabilities are numerical expressions of beliefs concerning uncertain events that may be assessed using heuristics that reduce complex computational tasks to simpler judgmental ones. Such intuitive judgments can be economical and effective, but they accrue negative outcomes when rules for inference are used which are founded on false assumptions or when errors of logic are used which have attendant biases. Intuitive judgments based upon the heuristics of representativeness, availability, and anchoring and adjustment can be useful, but they may also lead to severe and systematic errors. However, as well as the “heuristics and biases” perspective, intuition has been viewed from a variety of different standpoints, some of which are summarized in this article.
Eugene Sadler‐Smith is Professor of Management Development and Organizational Behaviour and an Associate of AIM Research at the School of Management, the University of Surrey. His current research and teaching interests centre on the role of intuitive judgment in management decision making and management development. His research has been published in journals such as Academy of Management Executive, Academy of Management Learning and Education, Journal of Organizational Behavior, Organization Studies, and the British Journal of Psychology, He is the author of three books, including Inside Intuition (Routledge).
Paul R. Sparrow is Director of the Centre for Performance‐led HR and Professor of International Human Resource Management at Lancaster University Management School. He has worked as a research fellow at Aston University, senior research fellow at Warwick University, consultant/principal consultant at PA Consulting Group, reader/professor at Sheffield University, and while at Manchester Business School he took up the Ford Chair from 2002–04 and was Director, Executive Education 2002–05. He has consulted with major multinationals, public sector organizations, and intergovernmental agencies, and is an Expert Advisory Panel member to the UK Government's Sector Skills Development Agency. His research interests include cross‐cultural and international HRM, HR strategy, cognition at work, and changes in the employment relationship. He has published over 100 journal articles and book chapters, and several books.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.