OXFORD UNIVERSITY PRESS

The Oxford Handbook of Organizational Decision Making

ISBN : 9780199644582

Price(incl.tax): 
¥6,842
Author: 
Gerard P. Hodgkinson; William H. Starbuck
Pages
656 Pages
Format
Paperback
Size
174 x 246 mm
Pub date
Jan 2012
Series
Oxford Handbooks in Business and Management
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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.

Index: 

1. 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 Facades and How Organizational Facades 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

About the author: 

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).

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