- 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 article's first section describes the case. Then, the second section discusses the conclusions drawn from the case. As becomes apparent, this case study undermined many aspects of the orienting framework. The study suggested that façades, far from being unitary, have different facets serving very different roles with respect to stakeholders' decision making. Moreover, the case study revealed that not only entire organizations, but also headquarters, departments, small units, even individuals decide to display façades. Finally, the case study demonstrated that façades do not only serve to legitimize organizations—they serve many other functions. Some of these functions do in fact deceive stakeholders, but this deception, as well as façades other functions, can also benefit stakeholders.
Eric Abrahamson is a tenured full professor of management at Columbia Business School. He holds degrees from New York University (PhD and MPh Beta Gamma Sigma). He is internationally recognized for his research on innovation diffusion generally, fashions in business techniques, and fashions in artifacts with both technological and aesthetic qualities. His work has won two of the most prestigious awards in management, the Award for the Best Article published in the Academy of Management Journal and two Best Paper Awards of the Academy of Management Organization and Management Theory Division (1990, 1997). He was a consulting editor for the Academy of Management Review and Program Chair of the Organizational and Management Theory Division of the Academy of Management. He is or has been on the editorial boards of, and published in, numerous academic journals. He authored the award winning book, Change Without Pain, and his most recent book, A Perfect Mess (2007), explores his current interest in what happens to systems when they deviate from perfect organization.
Philippe Baumard is a tenured Professor of Strategic Management at Ecole Polytechnique, Innovation & Regulation Chair. His research addresses the collective use of tacit knowledge by executives in times of crisis. He has authored nine books, including The Strategic Vacuum (CNRS, 2012), and directed the national strategy report of the French High Council for Strategic Education and Research as President of its Scientific Council (http://www.csfrs.fr/en.html). He held Visiting Professorships at Stanford University's School of Engineering (2008–2010), UC Berkeley's Haas School of Business (2004–2007), New York University, Lund University, and University of Technology Sydney. Philippe's research currently focuses on the use of artificial intelligence for the reproduction of human reasoning and decision-making, a domain in which he holds European and US patents.
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