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.
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).
PART I: THE CONTEXT AND CONTENT OF DECISION MAKING; PART II: DECISION MAKING DURING CRISES AND HAZARDOUS SITUATIONS; PART III: DECISION MAKING PROCESSES; PART IV: CONSEQUENCES PRODUCED BY DECISIONS; PART V: TOWARD MORE EFFECTIVE DECISION MAKING