This Handbook 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.
Inhaltsverzeichnis
- 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
- 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 Façades and How Organizational Façades 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
