The Oxford Handbook of Organizational

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.

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 Jourla 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).

Organizational Decision Making: Mapping Terrains on Different Planets
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
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
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
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 Decisionsc
What Lies Behind Organizational Facades and How Organizational Facades Lie: An Untold Story of Organizational Decision Making
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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The Oxford Handbook of Organizational Decision Making

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