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

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 SeriesOxford 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 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. Oxford Handbook ODM_1 1 1 1 2 92 Oxford_Handbook_ODM_2 115