- 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
How might the composition of a group affect its decision-making processes? The objective of this article is to examine the role of diversity in three key aspects of decision making in groups: access to information; information processing; and building commitment to group decisions. It begins by briefly reviewing the diversity literature. The review does not attempt to be comprehensive (several such reviews have already been published), but rather, it attempts to highlight how diversity can influence group decision making. It then discusses how diversity might shape the group's access to information held by its members, the cognitive biases that come in the way of information processing, and finally commitment to the group's decision.
Elizabeth George is a Professor of Management at the Hong Kong University of Science and Technology. Her research interests include employment externalization, institutional theory, and workforce diversity. Her work has appeared in journals such as the Journal of Applied Psychology, Academy of Management Review, Academy of Management Journal, Organization Science, and Administrative Science Quarterly. She received her PhD from the University of Texas at Austin.
Prithviraj Chattopadhyay is a Professor of Management at the Hong Kong University of Science and Technology. He received his PhD in management from the University of Texas at Austin. His research interests include relational demography, managerial cognition and emotions, and employment externalization. His research has been published in journals such as Academy of ManagementReview, Academy of Management Journal, Administrative Science Quarterly, Journal of Applied Psychology, and Strategic Management Journal.
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