The Oxford Handbook of Organizational Decision Making (Oxford Handbooks in Business and Management)

The Oxford Handbook of 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 theindividual, 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 E 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 JaneUrsacki-Bryant, Ilan Vertinsky, Benedicte Vidaillet, Jane Webster, Karl E Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig. Contents List of Figures List of Tables Notes on Contributors Acknowledgements 1. Organizational Decision Making: Mapping Terrains on Different Planets PART I: THE CONTEXT AND CONTENT OF DECISION MAKING 2. Boom and Bust Behavior: On the Persistence of Strategic Decision Biases 3. Information Overload Revisited 4. Decision Making with Inaccurate, Unreliable Data 5. Borgs in the Org? Organizational Decision Making and Technology 6. Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control 7. Culture and Decision Making PART II: DECISION MAKING DURING CRISES AND HAZARDOUS SITUATIONS 8. Facing the Threat of Disaster: Decision Making When the Stakes are High 9. The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences 10. Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations 11. Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making PART III: DECISION MAKING PROCESSES 12. Cognitively Skilled Organizational Decision Making: Making Sense of Deciding 13. Linking Rationality, Politics, and Routines in Organizational Decision Making 14. Superstitious Behavior as a Byproduct of Intelligent Adaptation 15. On the Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges 16. Intuition in Organizational Decision Making 17. Affect and Information Processing 18. Individual Differences and Decision Making 19. Group Composition and Decision Making PART IV: CONSEQUENCES PRODUCED BY DECISIONS 20. Making Sense of Real Options Reasoning: An Engine of Choice that Backfires? 21. The Social Construction of Rationality in Organizational Decision Making 22. When ‘‘Decision Outcomes’’ are not the Outcomes of Decisions 23. What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making PART V: TOWARD MORE EFFECTIVE DECISION MAKING 24. Teaching Decision Making 25. Facilitating Serious Play 26. Do Activities of Consultants and Management Scientists Affect Decision Making by Managers? 27. Risk Communication in Organizations 28. Structuring the Decision Process: An Evaluation of Methods 29. Strategy Workshops and ‘‘Away Days’’ as Ritual 30. Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making Index Subject Index A B C D E F G H I J L M N O P R S T U V W Personal Name Index A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

The Oxford Handbook of Organizational Decision-Making comprehensively surveys research on organizational decision-making, broadly conceived. It looks at analysis at the levels of individuals, groups, organization, and inter-organizations, emphasizing psychological perspectives while encompassing insights from economics, political science, and sociology. In-depth case studies illustrate the practical implications of this research.

Bringing together established experts to look at individual topics, the Handbook is an authoritative reference work for academics, researchers, and advanced students concerned with decision-making in the areas of Management, Psychology, and HRM.

Contributors: Eric Abrahamson, Julia Balogun, Michael Barnett, Philippe Baumard, Teri Jane Bryant, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Dendrell, Giovanni Dosi, Roger Dunbar, Simon French, Mark Fuller, Elizabeth George, Paul Goodwin, Terri Griffith, Peter Grinyer, Gerard P. Hodgkinson, Michael Jacobides, Alfred Kieser, Ann Langley, John Maule, Peter McKiernan, Nigel Nicholson, Greg Northcraft, Annie Pye, Karlene Roberts, Jacques Rojot, Johan Roos, Isabelle Royer, Eugene Sadler-Smith, Zur Shapira, Carolyne Smart, Gerald Smith, Emma Soane, Paul Sparrow, Kathleen Sutcliffe, Michal Tamuz, Ilan Vertinsky, Jane Webster, Karl Weick, George Wright, and David Zweig.

About the Series
Oxford Handbooks in Business & Management bring together the world's leading scholars on the subject to discuss current research and the latest thinking in a range of interrelated topics including Strategy, Organizational Behavior, Public Management, International Business, and many others. Containing completely new essays with extensive referencing to further reading and key ideas, the volumes, in hardback or paperback, serve as both a thorough introduction to a topic and a useful desk reference for scholars and advanced students alike.

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. "The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision making. 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."--Jacket 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.