The Oxford Handbook of Organizational Decision Making

1. Auflage 2013
ISBN: 978-0-19-964458-2
Verlag: OUP UK

Buch, Englisch, 656 Seiten, Paperback, Format (B × H): 170 mm x 244 mm, Gewicht: 1107 g

Reihe: Oxford Handbooks in Business and Management

Comprehensive coverage of classic and emerging areas of research
Contributors are established experts in their field
Practical implications are illustrated by in-depth case studies

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.

Zielgruppe

Academics, Researchers, and Advanced Students of Management, Psychology, and HRM; HRM consultants and professionals.

Autoren/Hrsg.

Hodgkinson, Gerard P.

Starbuck, William H.

Fachgebiete

• Sozialwissenschaften Psychologie Psychologische Disziplinen Wirtschafts-, Arbeits- und Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie

Inhaltsverzeichnis

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
Michael Shayne Gary, Giovanni Dosi and Dan Lovallo: Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
Kathleen M. Sutcliffe and Karl E. Weick: Information Overload Revisited
John M. Mezias and William H. Starbuck: Decision Making with Inaccurate, Unreliable Data
Terri L. Griffith, Gregory B. Northcraft and Mark A. Fuller: Borgs in the Org? Organizational Decision Making and Technology
David Zweig, Jane Webster and Kristyn A. Scott: Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
Jacques Rojot: Culture and Decision Making
Part II: Decision Making During Crises and Hazardous Situations
Michal Tamuz and Eleanor T. Lewis: Facing the Threat of Disaster: Decision Making When the Stakes are High
Teri Jane Ursacki-Bryant, Carolyne Smart and Ilan Vertinsky: The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
Karlene H. Roberts, Kuo Frank Yu, Vinit Desai and Peter M. Madsen: Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
Michael A. Rosen, Eduardo Salas, Rebecca Lyons and Stephen M. Fiore: Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
Part III: Decision Making Processes
Julia Balogun and Annie Pye: Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
Isabelle Royer and Ann Langley: Linking Rationality, Politics and Routines in Organizational Decision Making
Jerker Denrell: Superstitious Behavior as a Byproduct of Intelligent Adaptation
Zur Shapira: On the Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
Eugene Sadler-Smith and Paul R. Sparrow: Intuition in Organizational Decision Making
Kevin Daniels: Affect and Information Processing
Emma Soane and Nigel Nicholson: Individual Differences and Decision Making
Elizabeth George and Prithviraj Chattopadhyay: Group Composition and Decision Making
Part IV: Consequences Produced by Decisions
Michael 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 Making
Bénédicte Vidaillet: When "Decision Outcomes" are not the Outcomes of Decisions
Eric Abrahamson and Philippe Baumard: What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
Part V: Toward More Effective Decision Making
Gerald F. Smith: Teaching Decision Making
Matt Statler and David Oliver: Facilitating Serious Play
Alfred Kieser and Benjamin Wellstein: Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
A. John Maule: Risk Communication in Organizations
George Wright and Paul Goodwin: Structuring the Decision Process: An Evaluation of Methods
Nicole Bourque and Gerry Johnson: Strategy Workshops and "Away-Days" as Ritual
Mark P. Healey and Gerard P. Hodgkinson: Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making

Über Autor(innen)

Starbuck, William H.
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).

Hodgkinson, Gerard P.
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.

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).

Contributors:
Eric Abrahamson, Columbia Business School, Columbia University,
Julia Balogun, Lancaster University Management School,
Michael L. Barnett, College of Business Administration, University of South Florida,
Philippe Baumard, University Paul Cézanne, Aix-en-Provence, France,
Nicole Bourque, Department of Sociology, Anthropology and Applied Social Sciences, University of Glasgow,
Laure Cabantous, Nottingham University Business School, University of Nottingham,
Prithviraj Chattopadhyay, School of Business and Management, Hong Kong University of Science and Technology,
Kevin Daniels, The Business School, Loughborough University,
Jerker Denrell, Saïd Business School, University of Oxford,
Vinit M. Desai, The Business School, University of Colorado at Denver and Health Sciences Center,
Giovanni Dosi, Laboratory of Economics and Management (LEM), Scuola Superiore Sant'Anna, Pisa, Italy,
Roger L. M. Dunbar, Stern School of Business Administration, New York University,
Stephen M Fiore, Department of Philosophy and the Institute for Simulation and Training, University of Central Florida,
Mark A. Fuller, College of Business, Washington State University,
Michael Shayne Gary, Australian Graduate School of Management, The University of New South Wales,
Elizabeth George, School of Business and Management, Hong Kong University of Science and Technology,
Jean-Pascal Gond, Nottingham University Business School, University of Nottingham,
Paul Goodwin, School of Management, University of Bath,
Terri L. Griffith, Leavey School of Business, Santa Clara University,
Mark P. Healey, Leeds University Business School, University of Leeds,
Gerard P. Hodgkinson, Leeds University Business School, University of Leeds,
Gerry Johnson, Lancaster University Management School, Lancaster University,
Michael Johnson-Cramer, Department of Management, Bucknell University,
Alfred Kieser, Business School, Mannheim University,
Ann Langley, Department of Management, HEC Montréal,
Eleanor T. Lewis, Center for Health Care Evaluation, Veterans Affairs Palo Alto Health Care System,
Dan Lovallo, The Business School, University of Western Australia,
Rebecca Lyons, Institute for Simulation and Training, University of Central Florida,
Peter M. Madsen, Marriott School of Management, Brigham Young University,
A. John Maule , Leeds University Business School, University of Leeds,
John M. Mezias, School of Business, University of Miami,
Nigel Nicholson, Department of Organisational Behaviour, London Business School,
Gregory B. Northcraft, College of Business, University of Illinois at Urbana-Champaign,
David Oliver, Department of Management, HEC Montréal,
Annie Pye, Centre for Leadership Studies, University of Exeter,
Karlene H. Roberts, Haas School of Business, University of California, Berkeley,
Jacques Rojot, University of Paris II, France,
Michael A. Rosen, Institute for Simulation and Training, University of Central Florida,
Isabelle Royer , IAE de Lille, University of Lille 1,
Eugene Sadler-Smith, School of Management, University of Surrey,
Eduardo Salas, Department of Psychology and Institute for Simulation and Training, University of Central Florida,
Kristyn A. Scott, Department of Management, University of Toronto Scarborough,
Zur Shapira, Leonard N. Stern School of Business, New York University,
Carolyne Smart, Segal Graduate School of Business, Simon Fraser University,
Gerald F. Smith, College of Business Administration, University of Northern Iowa,
Emma Soane, Kingston Business School, Kingston University, London,
Paul R. Sparrow, Lancaster University Management School, Lancaster University,
William H. Starbuck, Lundquist College of Business, University of Oregon,
Matt Statler, International Center for Enterprise Preparedness (InterCEP), New York University,
Kathleen M. Sutcliffe, Ross School of Business, University of Michigan,
Michal Tamuz , Department of Preventive Medicine, The University of Tennessee Health Science Center,
Teri Jane Ursacki-Bryant, Haskayne School of Business, University of Calgary,
Ilan Vertinsky, Sauder School of Business and the College of Interdisciplinary Studies, the University of British Columbia,
Bénédicte Vidaillet, Institute of Business Administration (Institut d'Administration des Entreprises), University of Lille 1, France,
Jane Webster, Queen's School of Business, Queen's University,
Karl E Weick, Ross School of Business, University of Michigan,
Benjamin Wellstein, Business School, Mannheim University,
George Wright, Durham Business School, Durham University,
Kuo Frank Yu, Haas School of Business, University of California, Berkeley,
David Zweig, Department of Management, University of Toronto at Scarborough.