The Oxford Handbook of Organizational Decision Making
Series: Oxford Handbooks;
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Product details:
- Publisher OUP Oxford
- Date of Publication 6 March 2008
- ISBN 9780199290468
- Binding Hardback
- No. of pages656 pages
- Size 254x179x39 mm
- Weight 1310 g
- Language English
- Illustrations tables and figures 0
Categories
Short description:
This Handbook comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis.
MoreLong description:
The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed.
Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM.
Contributors: Eric Abrahamson, Julia Balogun, Michael L. Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M. Desai, Giovanni Dosi, Roger L.M. Dunbar, Stephen M. Fiore, Mark A. Fuller, Michael Shayne Gary, Elizabeth George, Jean-Pascal Gond, Paul Goodwin, Terri L. Griffith, Mark P. Healey, Gerard P. Hodgkinson, Gerry Johnson, Michael Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T. Lewis, Dan Lovallo, Rebecca Lyons, Peter M. Madsen, A. John Maule, John M. Mezias, Nigel Nicholson, Gregory B. Northcraft, David Oliver, Annie Pye, Karlene H. Roberts, Jacques Rojot, Michael A. Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A. Scott, Zur Shapira, Carolyne Smart, Gerald F. Smith, Emma Soane, Paul R. Sparrow, William H. Starbuck, Matt Statler, Kathleen M. Sutcliffe, Michal Tamuz, Teri Jane Ursacki-Bryant, Ilan Vertinsky, Bénédicte Vidaillet, Jane Webster, Karl E. Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig.
Table of Contents:
Organizational Decision Making: Mapping Terrains on Different Planets
Part I: The Context and Content of Decision Making
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
Part II: Decision Making During Crises and Hazardous Situations
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
Part III: Decision Making Processes
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
Part IV: Consequences Produced by Decisions
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
Part V: Toward More Effective 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
