- 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 aims to bring the organizational cognition approach to decision making together with a sensemaking perspective on deciding, in an endeavor to bring real people and processes into the picture to develop a more integrative understanding of how people “do decision making”—an enterprise which has both academic and practical relevance. The article begins by positioning this approach within decision-making research. It then explains the concepts of sensemaking and deciding, and sensereading and sensewrighting; explores why such skills are critical to the processes of organizational decision making; and finally, why this is an important area for future research.
Julia Balogun is the Professor Sir Roland Smith Chair in Strategic Management at Lancaster University Management School and an AIM Ghoshal Fellow. Her research centers on strategy development, strategic change, and renewal. She has a particular interest in how large corporations and MNEs transform themselves to both retain and regain competitive advantage in the face of declining performance. She adopts a sociological perspective, focussing on how strategists accomplish their work through political, cultural, cognitive, and discursive processes and practices, consistent with the strategy-as-practice field. Julia also has a concern for how strategic activity is initiated and championed at multiple levels within organizations, exploring the strategizing work of both senior executives and middle managers. She has published in a wide range of journals including the Academy of Management Journal, Organization Studies, Journal of Management Studies, and Human Relations, and her book, Exploring Strategic Change, is in its third edition. She also serves on a number of editorial boards including the Academy of Management Journal, Organization Science, Organizational Studies, and Long Range Planning.
Annie Pye (PhD) is Professor of Leadership Studies and Director of Research at the University of Exeter's Centre for Leadership Studies. Her enduring research interest is in 'making sense' of how small groups of people 'run' complex organizations, integrating concepts of leadership, governance, strategy, and board/director process research, from a sensemaking perspective. Funded by a series of three ESRC grants, she has researched Chief Executives, Chairmen, and board members in large FTSE companies such as Prudential, Marks & Spencer, and Lloyds Banking Group, over a twenty five year period. Current research includes: an ESF-funded study of senior leadership roles in bringing about change to achieve low carbon procurement; and continuing long-term research with Dr Louise Knight (University of Aston) into network leadership and learning. Annie publishes in a range of journals including Organization Science, Journal of Management Studies, Human Relations, British Journal of Management, Management Learning and Corporate Governance: An International Review.
Gerard P. Hodgkinson is Professor of Strategic Management and Behavioural Science at Warwick Business School, University of Warwick, UK. The author of over 60 scholarly articles and chapters in edited volumes, on topics ranging from socio-cognitive processes in competitive strategy to intuition and the nature and role of mental models in organizational decision making, and applied psychometrics, his work has appeared in a number of distinguished outlets including the Annual Review of Psychology, Organizational Research Methods, Personnel Psychology, and Strategic Management Journal. He has also (co-)authored three books. Registered with the UK Health Professions Council (HPC) as an Occupational Psychologist, in 2001 he was elected a fellow of both the British Psychological Society and the British Academy of Management. In recent years, his work on managerial and organizational cognition has been taken forward through the award of a senior fellowship of the UK ESRC/EPSRC Advanced Institute of Management (AIM) Research (2004–07). He was the Editor-in-Chief of the British Journal of Management (1999–2006) and currently co-edits the International Review of Industrial and Organizational Psychology and serves on several editorial boards including the Academy of Management Review, Journal of Organizational Behavior, and Journal of Management. Leeds University Business School.
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