The Oxford Handbook of Organizational Decision Making by Gerard P. HodgkinsonThe Oxford Handbook of Organizational Decision Making by Gerard P. Hodgkinson

The Oxford Handbook of Organizational Decision Making

EditorGerard P. Hodgkinson, William H. Starbuck

Paperback | February 12, 2012

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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 coverageat 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.
Gerard P. Hodgkinson is Professor of Organizational Behaviour and Strategic Management at Leeds University Business School (LUBS). In 2001 he was elected a Fellow of both the British Psychological Society and the British Academy of Management, in recognition of his pioneering contribution to the psychology of strategic management as an...
Title:The Oxford Handbook of Organizational Decision MakingFormat:PaperbackDimensions:656 pages, 9.69 × 6.73 × 0.03 inPublished:February 12, 2012Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0199644586

ISBN - 13:9780199644582


Table of Contents

1. Gerard P. Hodgkinson and William H. Starbuck: Organizational Decision Making: Mapping Terrains on Different PlanetsPart I: The Context and Content of Decision MakingMichael Shayne Gary, Giovanni Dosi and Dan Lovallo: Boom and Bust Behavior: On the Persistence of Strategic Decision BiasesKathleen M. Sutcliffe and Karl E. Weick: Information Overload RevisitedJohn M. Mezias and William H. Starbuck: Decision Making with Inaccurate, Unreliable DataTerri L. Griffith, Gregory B. Northcraft and Mark A. Fuller: Borgs in the Org? Organizational Decision Making and TechnologyDavid Zweig, Jane Webster and Kristyn A. Scott: Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of ControlJacques Rojot: Culture and Decision MakingPart II: Decision Making During Crises and Hazardous SituationsMichal Tamuz and Eleanor T. Lewis: Facing the Threat of Disaster: Decision Making When the Stakes are HighTeri Jane Ursacki-Bryant, Carolyne Smart and Ilan Vertinsky: The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis ConsequencesKarlene H. Roberts, Kuo Frank Yu, Vinit Desai and Peter M. Madsen: Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability OrganizationsMichael A. Rosen, Eduardo Salas, Rebecca Lyons and Stephen M. Fiore: Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision MakingPart III: Decision Making ProcessesJulia Balogun and Annie Pye: Cognitively Skilled Organizational Decision Making: Making Sense of DecidingIsabelle Royer and Ann Langley: Linking Rationality, Politics and Routines in Organizational Decision MakingJerker Denrell: Superstitious Behavior as a Byproduct of Intelligent AdaptationZur Shapira: On the Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and ChallengesEugene Sadler-Smith and Paul R. Sparrow: Intuition in Organizational Decision MakingKevin Daniels: Affect and Information ProcessingEmma Soane and Nigel Nicholson: Individual Differences and Decision MakingElizabeth George and Prithviraj Chattopadhyay: Group Composition and Decision MakingPart IV: Consequences Produced by DecisionsMichael L. Barnett and Roger L.M. Dunbar: Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?Laure Cabantous, Jean-Pascal Gond and Michael Johnson-Cramer: The Social Construction of Rationality in Organizational Decision MakingBenedicte Vidaillet: When "Decision Outcomes" are not the Outcomes of DecisionsEric Abrahamson and Philippe Baumard: What Lies Behind Organizational Facades and How Organizational Facades Lie: An Untold Story of Organizational Decision MakingPart V: Toward More Effective Decision MakingGerald F. Smith: Teaching Decision MakingMatt Statler and David Oliver: Facilitating Serious PlayAlfred Kieser and Benjamin Wellstein: Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?A. John Maule: Risk Communication in OrganizationsGeorge Wright and Paul Goodwin: Structuring the Decision Process: An Evaluation of MethodsNicole Bourque and Gerry Johnson: Strategy Workshops and "Away-Days" as RitualMark P. Healey and Gerard P. Hodgkinson: Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making