(p. xiii) Notes on Contributors
(p. xiii) Notes on Contributors
Gerard P. Hodgkinson is Professor of Organizational Behaviour and Strategic Management and Director of the Centre for Organizational Strategy, Learning and Change at the University of Leeds, UK. The author of over 50 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, Organization Studies, Personnel Psychology, and Strategic Management Journal. He has also co‐authored three books. A chartered 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 the editorial boards of the Academy of Management Review, Journal of Organizational Behavior, Journal of Occupational and Organizational Psychology, and Organization Science.
William H. Starbuck is Professor in Residence at the Lundquist College of Business of the University of Oregon and Professor Emeritus at New York University. He has held faculty positions in economics, sociology, and management at Purdue University, the Johns Hopkins University, Cornell University, the University of Wisconsin–Milwaukee, and New York University, as well as visiting positions in universities and business schools in England, France, New Zealand, Norway, and Sweden. He was also a senior research fellow at the International Institute of Management in Berlin. He has been Editor of Administrative Science Quarterly; he has chaired the screening committee for senior Fulbright awards in business management; he has directed the doctoral program in business administration at New York University, and he was the President of the Academy of Management. He has published over 140 articles on accounting, bargaining, business strategy, computer programming, computer simulation, forecasting, decision making, (p. xiv) human–computer interaction, learning, organizational design, organizational growth and development, perception, scientific methods, and social revolutions. He has also authored two books and edited 16 books, including the Handbook of Organizational Design, which was chosen the best book on management published during the year ending May 1982.
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, and fashions in management techniques more particularly. 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.
Julia Balogun is Professor of Strategic Management at Cass Business School, City University, London, and a Ghoshal Fellow of AIM Research. Her research centers on processes of strategy development and strategic change, with a focus to date on how strategic activity is initiated and championed at multiple levels within organizations, predominantly from a sensemaking perspective. Her current research explores strategizing as a distributed organizational activity, through a focus on activities such as strategic planning and change. 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, Organization Studies, and Long Range Planning.
Michael L. Barnett (PhD, New York University) is currently an assistant professor of management and organization at the University of South Florida's College of Business Administration. Mike's research attempts to make sense of and sometimes measure the ways in which firms can strategically pursue their self‐interest by (p. xv) engaging in costly behaviors that have no immediate financial return and may even provide non‐excludable benefit to those outside the firm's boundaries. That is, Mike tries to “enlighten” the notion of self‐interest by researching how, when, and if firms can use forecasting, real options, corporate social responsibility, industry self‐regulation, trade associations, Zen teachings, and other such perspectives, individual techniques, and collective forms of organizing to their long‐term strategic advantage.
Philippe Baumard, PhD, is Professor of Strategic Management at University Paul Cézanne (Aix‐en‐Provence). His research addresses the collective use of tacit knowledge by executives in times of crisis. He has authored eight books, including Tacit Knowledge in Organizations (Sage, 1999), covering strategic management, long‐range forecasting, and expert systems applied to strategy implementation. He also served as Corporate Strategy Advisor for France Telecom Group, from 2000 to 2004, prior to joining UC Berkeley, where he held a visiting professorship at the Haas School of Business (2004–06). A fellow of the Oxford‐Sorbonne Chancellors grant, Philippe has been visiting faculty in New York University, Lund University (Sweden), and University of Technology, Sydney.
Nicole Bourque (PhD in social anthropology, University of Cambridge) is a senior lecturer in social anthropology in the Department of Sociology, Anthropology and Applied Social Science at the University of Glasgow, Scotland. She is also a research associate of AIM Research. Her main research interests are ritual and religious change. She has carried out fieldwork looking at the economics of festivals, ritual symbolism, syncretism, and religious conversion in the Andean regions of Ecuador and Bolivia. She has also carried out research on conversion to Islam and the processes of identity reformation in Scotland. More recently, she has turned her attention to the use of anthropological ritual theory in the analysis of corporate strategy events.
Laure Cabantous is a lecturer / assistant professor in strategy at the University of Nottingham, UK. Previously she worked as a research fellow at the Centre for Decision Research, Leeds University, UK. She received her Masters in economics from the ENS Cachan and the University Paris 1-Pantheon Sorbonne and, earned a PhD in economics from the Toulouse School of Economics, France, in 2006. Her research in behavioral decision making investigates the effect of ambiguity (uncertainty about probabilities) on decision‐making processes and choices. Other areas of research are rationality and strategic decision making, behavioral economics, strategic environmental management. Her work has been published in Theory and Decision and La Revue economique.
Prithviraj Chattopadhyay is an associate 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 Management (p. xvi) Review, Academy of Management Journal, Administrative Science Quarterly, Journal of Applied Psychology, and Strategic Management Journal.
Kevin Daniels is Professor of Organisational Psychology at the Business School, Loughborough University. He has a PhD in applied psychology and is a chartered occupational psychologist. Currently, he is on the editorial boards of Journal of Occupational and Organizational Psychology and British Journal of Management. From 1998 to 2006, he was an associate editor of Journal of Occupational and Organizational Psychology. Broadly, his main research interests concern relationships between affect and cognition in organizational contexts. Recently completed projects have been concerned specifically with the role of cognition in shaping affective reactions to the work environment and affect regulation. Current projects are concerned with affect regulation strategies and their influence on cognitive processes in safety critical and innovative work contexts.
Jerker Denrell is Assistant Professor of Organizational Behavior at Stanford Graduate School of Business, Stanford University. He received his PhD from Stockholm School of Economics. His research focuses on why firms and individuals may learn the wrong lessons from their experience and the opportunities created by such flawed learning. In several papers, he has illustrated how ordinary learning processes can lead to biases in beliefs and behavior when individuals develop beliefs based on samples of their own and others experiences. His papers on these and other topics on organizational learning, risk taking, and strategy have been published in Psychological Review, Management Science, Organization Science, and Strategic Management Journal.
Vinit M. Desai is an assistant professor of strategy and organization theory at the University of Colorado at Denver and Health Sciences Center. His research interests include organizational learning, strategic decision making, crisis management, and the causes and consequences of organizational failures. His work spans various industries including space exploration, healthcare, telecommunications, naval aviation, and natural gas exploration. He has worked in the private and public sectors, and has a PhD in business administration from the University of California at Berkeley.
Giovanni Dosi is Professor of Economics at the Scuola Superiore Sant'Anna in Pisa, Italy, where he also coordinates the Laboratory of Economics and Management (LEM). His major research areas include economics of innovation and technological change, industrial organization and industrial dynamics, theory of the firm and corporate governance, economic growth and development. Professor Dosi is Co‐Director of the task forces “Industrial Policy” and “Intellectual Property Rights” within the Initiative for Policy Dialogue, founded and chaired by Joseph Stiglitz, at Columbia University (New York); editor for Continental Europe of Industrial and Corporate Change; and Visiting Professor at the University of Manchester, UK. He is author and editor of several works in the areas of economics of innovation, industrial economics, evolutionary theory, and organizational (p. xvii) studies. A selection of his works has been published in Innovation, Organization and Economic Dynamics: Selected Essays (Edward Elgar, 2000).
Roger L. M. Dunbar is Professor of Management at the Stern School of Business, New York University. He is interested in sensemaking processes in organizations and in particular, how framing processes and language use determine meaning. With Bill Starbuck, he edited a special issue of Organization Science (March–April 2006) that focused on organization design. He is a senior editor of Organization Studies. He was born in Dunedin, New Zealand, and studied at the University of Otago, moving to Cornell University to do a doctorate and to Dallas, Texas, for a first academic appointment at Southern Methodist University. He then spent almost five years in Berlin, Germany, at the International Institute of Management, a part of the Science Center of Berlin before moving to New York University. He has held visiting appointments at Victoria University and Auckland University in New Zealand as well as at the Free University in Berlin.
Stephen M. Fiore holds a joint appointment with the University of Central Florida's Cognitive Sciences Program in the Department of Philosophy and UCF's Institute for Simulation and Training and Team Performance Laboratory. He earned his PhD (2000) in cognitive psychology from the University of Pittsburgh, Learning Research and Development Center. He maintains a multidisciplinary research interest that incorporates aspects of the cognitive, organizational, and computational sciences in the investigation of learning and performance in individuals and teams. He is Co‐editor of a recent volume on Distributed Learning as well as a volume on Team Cognition and he has published in the area of learning, memory, and problem solving at the individual and the group level. He has helped to secure and manage over US$6 million in research funding from organizations such as the National Science Foundation, the European Science Foundation, the Office of Naval Research, and the Air Force Office of Scientific Research.
Mark A. Fuller is Professor and Chair of the Department of Information Systems at Washington State University, and holds the Philip L. Kays Distinguished Professorship in MIS. His research focuses on virtual teamwork, technology supported learning, and trust in technology mediated environments, and has appeared in outlets such as Information Systems Research, Management Information Systems Quarterly, Journal of Management Information Systems, and Decision Support Systems. Mark Fuller received his MSc in management and PhD in management information systems from the University of Arizona's Eller College of Management. He has won multiple teaching awards, has authored a textbook published by Pearson‐Prentice Hall on Information Systems Project Management, and has taught graduate and undergraduate courses on a variety of topics.
Michael Shayne Gary is a senior lecturer of strategy and entrepreneurship at the Australian Graduate School of Management (AGSM). He is also Associate Director of the Accelerated Learning Laboratory at AGSM. His research focuses on the impact of managerial policies and decision making on performance in complex (p. xviii) decision environments. At the firm level, he examines managerial policies adopted to pursue organizational strategies—such as corporate growth and diversification—and the impact on firm performance of implementing different policies. In another line of related research at the micro level, he investigates mental models, dynamic decision making, and learning, through behavioral experiments using management flight simulators. His research has been published in the Strategic Management Journal and other leading journals. He received his PhD at the London Business School.
Elizabeth George is an associate 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.
Jean‐Pascal Gond is a lecturer / assistant professor in corporate social responsibility at the University of Nottingham, UK. He holds a Masters in strategy and marketing from ENS Cachan and the University Paris Dauphine and a Masters in economic sociology from the University of Toulouse. He received his PhD in management from the University of Toulouse, France, in 2006. J.-P. Gond's research focuses on the topic of corporate social responsibility (CSR). In particular, his work investigates the social construction of CSR and the development of socially responsible investment markets in different countries. His has published articles in this topic in Human Relations, the Journal of Business Ethics, Finance‐Contrôle‐Stratégie, and several edited volumes.
Paul Goodwin is Professor of Management Science at the University of Bath. He has an MSc in management science and operational research from the University of Warwick and a PhD in management science from the University of Lancaster. His research interests are concerned with the role of management judgment in forecasting and decision making. Paul is a director of the International Institute of Forecasters, an associate editor of the International Journal of Forecasting, and a member of the editorial board of the Journal of Behavioral Decision Making. He also writes a column in Foresight, the international journal of applied forecasting that is aimed at practitioners. He has advised a large number of companies and public sector organizations on forecasting and decision making. A book he co‐authored with George Wright, Decision Analysis for Management Judgment (Wiley), is recommended reading on a number of US and UK government websites.
Terri L. Griffith is Professor of Management and Breetwor Fellow in the Leavey School of Business, Santa Clara University. Her research interests include the implementation and effective use of new technologies and organizational practices, most recently focusing on knowledge transfer and innovation in virtual environments. Her field research includes a three‐year National Science Foundation (p. xix) sponsored study focusing on the Fortune 100 and other significant science and technology companies. Professor Griffith received her MSc and PhD from Carnegie Mellon University's Graduate School of Industrial Administration. She is a member of the Academy of Management, the Association for Information Systems, and INFORMS. She also serves as an associate editor for Group Decision and Negotiation and as an editorial board member of the Journal of Engineering and Technology Management. She is a past senior editor for Organization Science and past associate editor for MIS Quarterly.
Mark P. Healey is a research fellow of AIM Research based at Leeds University Business School, University of Leeds, UK. He received his PhD in marketing from UMIST. His current research concerns organizational decision making from a social cognitive perspective, particularly the nature and influence of individuals' mental representations and the group information processing and behavioral dynamics that underpin activities relating to organizational strategizing and change.
Gerry Johnson is the Sir Roland Smith Professor of Strategic Management at Lancaster University Management School and Senior Fellow of AIM Research. He received a BA in anthropology from University College London and his PhD from Aston University. His research interests are in the field of strategic management practice, in particular with regard to strategy development and change in organizations. He has published in the Academy of Management Review, Academy of Management Journal, Journal of Management Studies, Strategic Management Journal, Organization Studies, British Journal of Management, and Human Relations. He serves on the editorial boards of the Academy of Management Journal, Strategic Management Journal, and the Journal of Management Studies. He is also co‐author of Europe's best selling strategic management text, Exploring Corporate Strategy (Prentice Hall).
Michael Johnson‐Cramer is Assistant Professor of Management at Bucknell University. His research focuses on the sources of change and conflict in organizational and stakeholder relationships. His research has been published in such publications as the Journal of Management Studies, the Journal of Business Ethics, and the California Management Review. He completed his doctoral work at Boston University School of Management.
Alfred Kieser studied business administration and sociology at the University of Cologne and the Carnegie‐Mellon University, Pittsburgh. In 1968 he received his doctoral degree in business administration from the University of Cologne, Germany. From 1974 to 1977 he was Full Professor of Personnel Administration and Organizational Behavior at the Free University of Berlin. Since 1977 he has been Full Professor of Organizational Behavior at Mannheim University. His research interests include the history of organization, organizational evolution, cross‐cultural comparisons of organizations, management fashions, consulting, organizational learning, and systems for management education in different cultures. He has (p. xx) published in Administration Science Quarterly, Journal of Management Inquiry, Organization Science, Organization Studies, Organization, and in German journals. He has published two textbooks on organizational theory (in German), one is now in its sixth, the other in its fifth edition. He received an honorary doctoral degree from the University of Munich and is a member of the Heidelberg Academy of Sciences.
Ann Langley is Professor of Strategic Management at HEC Montréal, Canada. She obtained her undergraduate and master's degrees in the UK and completed her PhD at HEC Montréal after working for several years in the private and public sectors. Her empirical research deals with strategic decision making, innovation, leadership, and strategic change in pluralistic organizations and notably in the health care sector. She has a particular interest in qualitative and process research methods. She is Associate Member of the Interdisciplinary Research Group on Health at University of Montréal and Adjunct Professor at the Norwegian School of Economics and Business Administration.
Eleanor T. Lewis is an organizational sociologist whose research focuses on the role of language and communication in improving health care. She currently works at the Center for Health Care Evaluation in the Veterans Affairs Palo Alto Health Care System. Eleanor Lewis previously worked at the University of Tennessee Health Science Center studying how hospitals learn from medication errors. Working at the intersection of organizational sociology and communication research, she has studied topics such as organizational learning and communication networks in settings including hospital intensive care units and the V.A. Readjustment Counseling Service. She was a post‐doctoral fellow at Dartmouth College after earning her PhD and MSc in organization science and sociology from Carnegie Mellon University and a BA in sociology and linguistics from Stanford University.
Dan Lovallo received his PhD in behavioral economics and decision sciences from the Hass School of Business at the University of California at Berkeley. His research focuses on the psychology of strategic decision making and has been published in the American Economic Review, Management Science, and the Harvard Business Review. He has previously held positions at Wharton, the Australian Graduate School of Management, and McKinsey & Co. Currently he is a professor at the University of Western Australia's Business School.
Rebecca Lyons is a second‐year doctoral student on the industrial and organizational psychology program at the University of Central Florida. She is also a graduate research assistant at the Institute for Simulation and Training where she is working as a MURI‐SUMMIT graduate fellow. Currently, she is examining macro cognition in teams with a focus on theory development and measurement. Additional research interests include: individual and team training, decision making and problem solving, and team performance. She has co‐authored several book chapters related to these areas.
Peter M. Madsen is an assistant professor in the Marriott School of Management at Brigham Young University. His doctoral degree is from the University of California at Berkeley's Walter A. Haas School of Business. Peter's research interests focus on organizational reliability, corporate social performance, and the effects of social, environmental, and safety regulation on organizations. His current research deals with how organizational safety and environmental performance interrelate with institutional and technological change. Specifically, he studies the relationship between corporate social responsibility and the socio‐political legitimacy of organizations, organizational forms, and technological systems. He is examining these issues in the aerospace, healthcare, insurance and automobile assembly industries.
A. John Maule is Professor of Human Decision Making, Director of the Centre for Decision Research at Leeds University Business School, University of Leeds, and President of the European Association for Decision Making. He carries out research on how people make judgments and take decisions, and how we can use this knowledge to improve the effectiveness of these activities. Particular research interests include: the effects of emotion and time pressure on decision making; the perception and communication of risk and how this varies across experts, the public, and other stakeholders. He has a strong commitment to applying academic theory and research on risk and decision making to work contexts, including the development of training courses to identify and overcome the factors that inhibit security awareness, acted as a consultant on risk and risk communication for government agencies and run courses on this topic for private and public sector organizations.
John M. Mezias is an associate professor at the University of Miami's School of Business Administration. He received his PhD from New York University's Stern School of Business in 1998. His research examines managerial cognition, international human resource management, strategic leadership, and legal consequences of strategic actions. He has published in a variety of scholarly journals including the Harvard Business Review, Strategic Management Journal, Journal of International Business Studies, Organization Science, British Journal of Management, Journal of Management, Long Range Planning, Journal of International Management, Journal of Organizational Behavior, and the Industrial‐Organizational Psychologist. He serves on the editorial boards of the Strategic Management Journal and Journal of International Business Studies, and was a guest editor of the Journal of International Management.
Nigel Nicholson is Professor of Organizational Behaviour and a former research dean at the London Business School. His research and writing have been extensive and wide ranging, including over 15 books and monographs, and over 200 articles in leading academic and practitioner journals. He has been pioneering the application of evolutionary psychology to business, and his current research is on leadership and family business. In addition he is known for his work on careers and transitions, absence from work, employee relations, behavioral risk in finance, (p. xxii) leadership and personality. His last book was Traders: Risks, Decisions and Management in Financial Markets (Oxford University Press, 2005), and he has a book in press under the title Family Wars. He directs two major leadership programs at London Business School: High Performance People Skills, and one of the world's most innovative programs: Proteus.
Gregory B. Northcraft is the Harry J. Gray Professor of Executive Leadership in the Department of Business Administration, and Institute of Labor and Industrial Relations, at the University of Illinois, and the Director of Professional Education Development for the College of Business. He is a former editor of the Academy of Management Journal, and currently a senior editor of Organization Science. His major research interests include collaboration in teams, conflict management, managerial decision making, and employee motivation and job design, particularly in high‐tech manufacturing settings.
David Oliver is Assistant Professor of Management at HEC Montréal, where he teaches strategy and management skills. His current research is focused on the areas of organizational identity and the practice of strategy. David was previously a research fellow at the Swiss‐based Imagination Lab Foundation (www.imagilab.org), where he experimented with the use of building materials such as LEGO® to help managers develop shared organizational identity representations and engage in innovative strategizing. Prior to joining the Lab, he spent several years in the research department of the IMD business school (www.imd.ch) in Lausanne, Switzerland, where he conducted research on self‐managed teams and complex adaptive systems theory. David's recent work has appeared in the British Journal of Management, Organization Studies and Human Relations. He holds a PhD in management from HEC, Lausanne, and an MBA from York University in Toronto, Canada.
Annie Pye, PhD, is Professor of Leadership Studies 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 and analysis. Funded by two ESRC grants, she has researched chief executives, chairmen and board members in large UK organizations (e.g., Prudential, Marks & Spencer, Hanson and LloydsTSB), over a 20-year period. Current research includes a collaborative qualitative study with Dr Phyll Johnson (University of Strathclyde) into non‐executive directors' learning and developing over time, and continuing long‐term research with Dr Louise Knight (University of Bath) into network leadership and learning. She has published 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.
Karlene H. Roberts is a professor at the Walter A. Haas School of Business, at the University of California at Berkeley. Karlene Roberts earned her Bachelor's degree in psychology from Stanford University and her PhD in industrial psychology from (p. xxiii) the University of California at Berkeley. She also received the docteur honoris causa from the Universite Paul Cezanne, Aix Marseilles III. She has done research on job attitudes, cross‐national management, and organizational communication. She has also contributed to the research methodology literature. Since 1984 she has been investigating the design and management of organizations and systems of organizations in which error can result in catastrophic consequences. She has studied both organizations that failed and those that succeed in this category. Some of the industries Roberts has worked in are the military, commercial marine transportation, health care, railroads, petroleum production, commercial aviation, banking, and community emergency services.
Jacques Rojot is Professor and Director of research in management at the University of Paris II. He has served as a consultant and scientific advisor to the OECD, the EU, the World Bank and the European Foundation in Dublin as well as to several corporations, French ministries, and public bodies. He is the author and co‐author of 12 books and more than 120 papers in French and journals of various other countries, is the French foreign correspondent to the US National Academy of Arbitrators, has been a visiting professor in several universities internationally, sits on the editorial boards of several academic journals and the management board of professional societies, nationally and internationally, is a board member of the French Foundation for the Teaching of Management, and is the President of the French Society of University Professors of Management. He is a knight in the national order of the Legion of Honour.
Michael A. Rosen is a PhD student in the applied experimental and human factors psychology program at the University of Central Florida and has been a graduate research assistant at the Institute for Simulation and Training since the fall of 2004. He is currently a MURI‐SUMMIT graduate research fellow and focuses on developing theory, methods, and tools for understanding and measuring cognitive and social processes in team problem solving. His research interests include individual and team decision making and problem solving, human–computer interaction, team performance, and training in high stress high stakes domains such as health care and the military. He has co‐authored over a dozen peer reviewed journal articles and book chapters related to these interests as well as numerous proceedings papers and presentations at national and international conferences.
Isabelle Royer is a professor of management and research methods at IAE de Lille, France, the business school of the University of Lille 1. She holds a PhD in business administration from the University of Paris‐Dauphine and spent 18 months as a post‐doc at the Wharton School of the University of Pennsylvania. Her research centers on decision making and innovation, with a particular interest in escalation of commitment. She has published in Harvard Business Review and French academic journals.
Eugene Sadler‐Smith is Professor of Management Development and Organizational Behaviour and an Associate of AIM Research at the School of Management, the University of Surrey. His current research and teaching interests centre on (p. xxiv) the role of intuitive judgment in management decision making and management development. His research has been published in journals such as Academy of Management Executive, Academy of Management Learning and Education, Journal of Organizational Behavior, Organization Studies, and the British Journal of Psychology, He is the author of three books, including Inside Intuition (Routledge).
Eduardo Salas is Trustee Chair and Professor of Psychology at the University of Central Florida. He also holds an appointment as Program Director for the Human Systems Integration Research Department at the Institute for Simulation & Training. Eduardo Salas has co‐authored over 300 journal articles and book chapters and has co‐edited 16 books. He is on or has been on the editorial boards of Journal of Applied Psychology, Personnel Psychology, Military Psychology, Interamerican Journal of Psychology, Applied Psychology: An International Journal, International Journal of Aviation Psychology, Group Dynamics, Journal of Organizational Behavior, and is a past editor of Human Factors journal. He is a fellow of the American Psychological Association (SIOP and Divisions 19 & 21), and the Human Factors and Ergonomics Society. He received his PhD degree (1984) in industrial and organizational psychology from Old Dominion University.
Kristyn A. Scott is Assistant Professor of Organizational Behavior in the Department of Management at the University of Toronto Scarborough. She received her PhD in industrial organizational psychology from the University of Waterloo. Her primary research interests are in the area of leadership and information processing, with a specific focus on subordinate perceptions of male and female leaders. Kristyn's research has appeared in Organizational Behavior and Human Decision Processes and Human Resources Management Journal.
Zur Shapira is the William Berkley Professor of Entrepreneurship and Management at the Stern School of Business, New York University. He received his PhD in psychology and management from the University of Rochester. He has taught at the University of Rochester, Hebrew University, Carnegie‐Mellon University, University of California at Berkeley, and the University of Chicago before joining New York University in 1988. He has been a research fellow at the International Institute of Management in Berlin, a visiting scholar at the Russell Sage Foundation, a resident scholar at the Rockefeller Foundation, and a visiting scholar at the Center for the Study of Rationality in Jerusalem. He is a fellow of the American Psychological Society. Zur Shapira is known professionally for his work on risk taking and organizational decision making. Among his publications are the books: Risk Taking: A Managerial Perspective (1995); Organizational Decision Making (1997); Technological Learning: Oversights and Foresights (1997); and Organizational Cognition (2000).
Carolyne Smart, PhD, is Associate Professor of Business Strategy at Simon Fraser University in Vancouver, BC, 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 (p. xxv) 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.
Gerald F. Smith is a professor in the Department of Management, College of Business Administration, at the University of Northern Iowa. He received a PhD in decision sciences from the Wharton School at the University of Pennsylvania (1985). Gerald Smith's research has focused on managerial problem solving, the thinking managers do when faced with complex organizational problems. Much of his early research, published in journals like Management Science and Organizational Behavior and Human Decision Processes, used conceptual analysis to reach a clearer understanding of notions like problem definition and problem structure. A later stream of research, concerned with problem solving aimed at improving the quality of organizational products and processes, culminated in the publication of Quality Problem Solving (1998). Professor Smith's more recent publications have appeared in educational journals and address controversies regarding the nature of thinking skills and the challenges of teaching students how to think effectively.
Emma Soane is a reader in occupational psychology at Kingston Business School, Kingston University, London. She teaches applied psychology at post‐graduate level. Her research interests include personality, decision making, risk management, and the implications of individual differences for organizations. Emma holds several EPSRC grants and has collaborative projects with colleagues at other universities nationally and internationally. Emma co‐authored the book, Traders: Managing Risks and Decisions in Financial Markets (Oxford University Press), and has published a number of academic and practitioner journal articles. She is a referee for several journals, and the ESRC and has spoken at many international conferences and works as a consultant to organizations. Prior to her current post, Emma was a research fellow at London Business School. She worked on two ESRC projects examining the decision making and performance of traders in financial markets. Emma holds a PhD in psychology from University of Sheffield and is a chartered occupational psychologist and chartered scientist.
Paul R. Sparrow is Director of the Centre for Performance‐led HR and Professor of International Human Resource Management at Lancaster University Management School. He has worked as a research fellow at Aston University, senior research fellow at Warwick University, consultant/principal consultant at PA Consulting Group, reader/professor at Sheffield University, and while at Manchester Business School he took up the Ford Chair from 2002–04 and was Director, Executive Education 2002–05. He has consulted with major multinationals, public sector organizations, and intergovernmental agencies, and is an Expert Advisory Panel member to the UK Government's Sector Skills Development Agency. His research interests include cross‐cultural and international HRM, HR strategy, cognition at (p. xxvi) work, and changes in the employment relationship. He has published over 100 journal articles and book chapters, and several books.
Matt Statler is Associate Director of InterCEP (New York University), the world's first research and educational center dedicated to private sector preparedness. Matt's responsibilities include conducting research and coordinating special projects to generate findings and recommendations for strategic action. Previously Matt served as Director of Research at the Imagination Lab Foundation, where he designed and facilitated strategy processes for major corporate, non‐governmental, and educational organizations. He also guided a research team that produced dozens of academic publications. Matt completed BAs in philosophy and Spanish from the University of Missouri, Columbia; a Fulbright at the University of Heidelberg; and a PhD in philosophy from Vanderbilt University. His organizational research has appeared in journals such as Long Range Planning, The International Journal of Management Concepts and Philosophy, and International Studies in Management and Organization, and his most recent book publication is Everyday Strategic Preparedness: The Role of Practical Wisdom in Organizations (Palgrave Macmillan, 2007).
Kathleen M. Sutcliffe is the Gilbert and Ruth Whitaker Professor of Business Administration and Professor of management and organizations at the Stephen M. Ross School of Business at the University of Michigan. Her research interests include topics such as organizational resilience and reliability, how organizations and their members sense emerging problems and cope with uncertainty, cognitive and experiential diversity in top management teams, and team and organizational learning. Her most recent work examines how elements of an organizational system influence errors in health care settings. Her work has been published in a wide variety of journals, including the Academy of Management Review, the Academy of Management Journal, Strategic Management Journal, and Organization Science.
Michal Tamuz, PhD, is an organizational sociologist with research interests in decision making, organizational learning, improving patient safety, and risk management. Michal Tamuz received a PhD in sociology from Stanford University. She is an associate professor in the Department of Preventive Medicine in the College of Medicine at the University of Tennessee Health Science Center in Memphis, Tennessee. In her research, she explores how organizations learn from small samples and under conditions of ambiguity. Her research focuses on near accident reporting in hospitals and in an array of high hazard industries, from aviation to chemical manufacturing plants and blood banks. With funding from the Agency for Healthcare Research and Quality, she is currently studying how hospitals learn from medication errors.
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 (p. xxvii) 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.
Ilan Vertinsky is the Vinod Sood Professor of International Business Studies, operations logistics, business economics and strategy. He is also Director of the W. Maurice Young Entrepreneurship and Venture Capital Research Center and a member of the Institute of Asian Research and the Institute of Resource Management, Environment and Sustainability at the University of British Columbia. He is an affiliated distinguished professor at the Atkinson School of Management at Willamette University. He has published more than 250 journal articles, book chapters, and monographs. His current research projects include a study of global crisis management, a study of innovation in clusters, and a study of new institutional designs for sustainable forest management.
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.
Jane Webster received her PhD from New York University and is the E. Marie Shantz Professor of MIS in the School of Business at Queen's University in Canada. She has served as a senior editor for MIS Quarterly, guest associate editor of Information Systems Research, and the VP of publications for the Association for Information Systems. She has published in a variety of journals including the Academy of Management Journal, Communication Research, Journal of Organizational Behavior, MIS Quarterly, and Organization Science. Her research investigates the impacts of technologies in the support of distributed work, organizational communication, employee recruitment and selection, employee monitoring, training and learning, and human–computer interaction issues.
Karl E. Weick is the Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology at the University of Michigan. He joined the Stephen M. Ross School of Business at the University of Michigan in 1988 after previous faculty positions at the University of Texas, Cornell University, the University of Minnesota, and Purdue University. He received his PhD from Ohio State University in social and organizational psychology. He is a former editor of the journal, Administrative Science Quarterly (1977–85). Weick's books include The Social Psychology of Organizing and (p. xxviii) Sensemaking in Organizations (Sage, 1995). Karl Weick's research interests include collective sensemaking under pressure, handoffs and transitions in dynamic events, organizing for resilient performance, and continuous change.
Benjamin Wellstein is a PhD student at the School of Business Administration, Mannheim University, Germany. He has worked as a management consultant for leading global consulting firms. He studied business administration at Mannheim University, School of Business, at Friedrich‐Schiller University, Jena, and at the European Business Management School in Swansea, UK. His current research concentrates on knowledge management and consulting companies.
George Wright is Professor of Management at Durham Business School and researches into the role and quality of management judgment in decision making and in anticipating the future, and decision aiding techniques, such as scenario thinking and decision analysis. George is the Founding Editor of Journal of Behavioral Decision Making and an associate editor of two forecasting journals: International Journal of Forecasting and Journal of Forecasting. He is also an associate editor of Decision Support Systems. His publications have appeared in a range of US‐based management journals—including Organizational Behavior and Human Decision Processes, Management Science, and the Strategic Management Journal. George's books include, Decision Analysis for Management Judgement (3rd edn., Wiley, 2004, co‐authored with Paul Goodwin); Strategic Decision Making: A Best Practice Blueprint (Wiley, 2001); and The Sixth Sense: Accelerating Organizational Learning with Scenarios (Wiley, 2002, co‐authored).
Kuo Frank Yu is currently a PhD student at the University of California at Berkeley's Haas School of Business. His research interests include organizational learning, discretionary decision making, cognitive adaptation under uncertainty, and image restoration strategies under errors and risk. He is especially interested in how organizations can achieve reliable performances from learning to engage in appropriate discretion, flexibility, justification, and accountability. Furthermore, he pays particular attention to the socially constructed nature of organizational reality, examining the taken for granted features of organizational life from a historical and discursive perspective. He has studied how 911 dispatchers justify and account for their discretionary behaviors. Recently, he has examined how collective remembering as a ritual facilitated the Swiss Air 111 investigation and influenced the public's risk perception. He has also investigated how apologies in the face of errors can lower defenses and enable learning from mistakes.
David Zweig received his PhD in industrial/organizational psychology at the University of Waterloo and is currently an associate professor of organizational behaviour at the University of Toronto in Canada. He has published in a variety of journals including the Journal of Organizational Behavior, Personnel Psychology, Human Resources Management Journal, and the Journal of Vocational Behavior. His research interests include the impact of employee monitoring technologies, goal orientation and learning outcomes, structured interviews, and knowledge hiding in organizations.