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.
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.
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 emergent field of study. He is also a Fellow of the Advanced Institute of Management Research, Editor-in-Chief of the British Journal of Management, a consulting Editor of the Journal of Occupational and Organizational Psychology, and an Editorial Board Member of the Academy of Management Review and Organization Science. William H. Starbuck is Professor in residence at the Lundquist College of Business of the University of Oregon and Professor emeritus at New York University. Author of numerous articles on a wide-ranging set of issues relating to organizational behavior and strategy, he is also a former editor of Administrative Science Quarterly, co-editor of The Handbook of Organizational Design (with Paul Nystrom, OUP, 1981), and author of The Production of Knowledge: The Challenge of Social Science Research and Organizational Realities: Studies of Strategizing and Organizing (both OUP, 2006).
Inhaltsangabe
* 1: Gerard P. Hodgkinson and William H. Starbuck: 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
* 1: Gerard P. Hodgkinson and William H. Starbuck: 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
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