- 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 explores some key environmental and organizational characteristics that may influence the type of crisis management system that an emergent crisis type activates. It provides a typology of crises and the decision system attributes that may reduce their negative consequences or amplify their positive consequences. It explores the “fit” of alternative crisis management decision processes with some specific crisis types. It also explores some of the immediate consequences of crisis decision making. The fifth section deals with the longer term consequences of the crisis as a function of the decision processes and the types of crisis the system has faced.
Teri Jane Ursacki‐Bryant received her PhD from the University of British Columbia and joined the Faculty of Management (now the Haskayne School of Business) at the University of Calgary in 1990. Her research has focused on managerial and public policy issues in Asia, particularly Japan, China, and Korea. Most recently her work has dealt with crisis management in an international context. Her research has appeared in journals such as Strategic Management Journal, Journal of Banking and Finance, Pacific Affairs, and the Asia‐Pacific Journal of Management as well as in numerous book chapters. She is a past president of the Japan Studies Association of Canada.
Carolyne Smart is Professor Emerita of Business Strategy at the Beedie School of Business, Simon Fraser University in Vancouver, B.C. Canada. Carolyne's research centers on crisis management in public and private organizations. Her most recent work examines the management of major public health crises and the significant policy and governmental issues involved. She also has a long‐term interest in female entrepreneurship and the factors that lead to successful female owned enterprises. A long time professor with SFU Business, Carolyne has held a number of executive positions within the faculty, most recently as Dean Pro Tem. She also established and ran the former Resource Centre for Women Entrepreneurs.
Ilan Vertinsky is the Vinod Sood Professor of International Business Studies, Operations Logistics, Strategy and Business Economics in the Sauder School of Business. He is also the director of the Centre for International Business Studies and a member of the Institute of Asian Research at the University of British Columbia. He has published more than 250 journal articles, book chapters, and monographs. His current research projects include a study of organizational sense making in crises, a study of competitive behaviors in knowledge intensive industries, and a study of the effects of cultural diversity on performances of syndicates of international venture capitalists.