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date: 15 July 2020

(p. xxix) Acknowledgements

(p. xxix) Acknowledgements

The Oxford Handbook of Organizational Decision Making originated from a series of conversations between Gerard and Peter Herriot, during the course of co‐authoring a sequence of publications concerning the growing divide between academic researchers and practitioners in the field of industrial, work, and organizational psychology. Prior to his retirement, Peter suggested that the topic of organizational decision making would present a great opportunity to demonstrate the applicability of their evolving ideas regarding the problems of attempting to produce knowledge that is both academically rigorous but also socially useful and how they might be resolved. Subsequently, Gerard met Bill while serving on the Academy of Management's Executive Committee of the Managerial and Organizational Cognition Division (2002–05). Over this period, we discovered that we share a passionate interest in both organizational decision making and the nature and production of social scientific knowledge, a passion that led us to embark upon the production of this volume. The award of a senior fellowship under the auspices of the UK ESRC/EPSRC Advanced Institute of Management (AIM) Research (grant number RES-331-25-0028), provided Gerard with the financial resources to devote the necessary time and space to complete his share of the task, while Bill similarly benefited from the support of the Stern School of Business, New York University—his former employer.

We are extremely grateful to David Musson and Matthew Derbyshire, respectively the Business and Management Editor and Assistant Commissioning Editor (Business and Management) at Oxford University Press, for their unstinting support of the project, from its inception to the final stages of the production and marketing of the finished product. We are equally grateful to Liam Irwin, Gerard's PA, whose organizational ability, together with his meticulousness and painstaking attention to detail, ensured that the project as a whole ran smoothly throughout and that the final manuscript met the exacting standards of the Oxford production team. Finally, but by no means least, we would like to thank the contributors for their commitment to ensuring that The Oxford Handbook of Organizational Decision Making is of the quality of scholarship worthy of its title.

Gerard P. Hodgkinson and William H. Starbuck (p. xxx)