- 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 decision making is quite convenient for those who try to understand the origin of organizational outputs. Whether people seek to explain good performances or disasters, they should bear in mind that these outputs are the consequences of certain decisions or of the method of decision making. Quite logically, people consider some organizational outcomes to be decision outcomes, and they suppose that specific decisions produce those decision outcomes. However obvious these relations may seem, this article shows that so-called “decision outcomes” are not necessarily the outcomes of decisions. This demonstration requires: firstly, that the article identify the implicit assumptions that underlie the hypothesis that decisions determine decision outcomes; and, secondly, that the article confront these assumptions with the empirical reality of organizations' functioning.
Bénédicte Vidaillet is Associate Professor of Management and Organizational Behavior at the Institute for Business Administration (Institut d' Administration des Entreprises), University of Lille 1 (France). She graduated from ESSEC Business School, France, and received her PhD from Paris Dauphine University, France. Her research focuses on the processes of managerial decision making, sensemaking in organizations, and emotion at work. She has co‐edited a multidisciplinary book about decision making with economists, psychologists, and researchers in organization theory (2005). Among her other publications are the books Le sens de l'action. Karl Weick: sociopsychologie de l'organisation (2003) and Les ravages de l'envie au travail (2006) as well as several book chapters and articles published in Human Relations, International Studies in Management and Organizations, Management Learning, and Organization Studies.
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