Buch, Englisch, 656 Seiten, Format (B × H): 170 mm x 244 mm, Gewicht: 1107 g
Buch, Englisch, 656 Seiten, Format (B × H): 170 mm x 244 mm, Gewicht: 1107 g
Reihe: Oxford Handbooks in Business and Management
ISBN: 978-0-19-964458-2
Verlag: OUP UK
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.
Fachgebiete
- Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
- Sozialwissenschaften Psychologie Psychologische Disziplinen Wirtschafts-, Arbeits- und Organisationspsychologie
- Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
Weitere Infos & Material
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