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The Oxford handbook of organizational decision making

Author: Gerard P Hodgkinson; William H Starbuck
Publisher: Oxford [u.a.] : Oxford Univ. Press, 2008.
Edition/Format:   Book : EnglishView all editions and formats
Database:WorldCat
Summary:

This Handbook comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics,  Read more...

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Genre/Form: Handbooks, manuals, etc
Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Gerard P Hodgkinson; William H Starbuck
ISBN: 0199290466 9780199290468
OCLC Number: 254199815
Notes: Literaturangaben.
Description: XXVIII, 620 S. : graph. Darst.
Contents: 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
Responsibility: ed. by Gerard P. Hodgkinson and William H. Starbuck.
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