The Oxford Handbook of Organizational Decision Making

The Oxford Handbook of Organizational Decision Makingcomprehensively 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.

Gerard P. Hodgkinson is Professor of Organizational Behaviour and Strategic Management at Leeds University Business School. 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).

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