Commentaire :

ISBN 13 : 978-0199290468

Sommaire : Contributors : Gerard P. Hodgkinson, William H. Starbuck, Michael Shayne Gary, Giovanni Dosi, Dan Lovallo, Kathleen M. Sutcliffe, Karl E. Weick, John M. Mezias , Terri L. Griffith, Gregory B. Northcraft, Mark A. Fuller, David Zweig, Jane Webster, Kristyn A. Scott, Jacques Rojot, Michal Tamuz, Eleanor T. Lewis, Teri Jane Ursacki-Bryant, Carolyne Smart, Ilan Vertinsky, Karlene H. Roberts, Kuo Frank Yu, Vinit Desai, Peter M. Madsen, Michael A. Rosen, Eduardo Salas, Rebecca Lyons, Stephen M. Fiore, Julia Balogun, Annie Pye, Isabelle Royer, Ann Langley, Jerker Denrell, Zur Shapira, Eugene Sadler-Smith, Paul R. Sparrow, Kevin Daniels, Emma Soane, Nigel Nicholson, Elizabeth George, Prithviraj Chattopadhyay, Michael L. Barnett, Roger L.M. Dunbar, Laure Cabantous, Jean-Pascal Gond and Michael Johnson-Cramer, Bénédicte Vidaillet, Eric Abrahamson, Philippe Baumard, Gerald F. Smith, Matt Statler, David Oliver, Alfred Kieser, Benjamin Wellstein, A. John Maule, George Wright, Paul Goodwin, Nicole Bourque, Gerry Johnson, Mark P. Healey.

1. Organizational Decision Making: Mapping Terrains on Different Planets

Part I: The Context and Content of Decision Making

2. Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
3. Information Overload Revisited
4. Decision Making with Inaccurate, Unreliable Data
5. Borgs in the Org? Organizational Decision Making and Technology
6. Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
7. Culture and Decision Making

Part II: Decision Making During Crises and Hazardous Situations

8. Facing the Threat of Disaster: Decision Making When the Stakes are High
9. The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
10. Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
11. Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making

Part III: Decision Making Processes

12. Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
13. Linking Rationality, Politics and Routines in Organizational Decision Making
14. Superstitious Behavior as a Byproduct of Intelligent Adaptation
15. On the Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
16. Intuition in Organizational Decision Making
17. Affect and Information Processing
18. Individual Differences and Decision Making
19. Group Composition and Decision Making

Part IV: Consequences Produced by Decisions

20. Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
21. The Social Construction of Rationality in Organizational Decision Making
22. When "Decision Outcomes" are not the Outcomes of Decisions
23. What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making

Part V: Toward More Effective Decision Making

24. Teaching Decision Making
25. Facilitating Serious Play
26. Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
27. Risk Communication in Organizations
28. Structuring the Decision Process: An Evaluation of Methods
29. Strategy Workshops and "Away-Days" as Ritual
30. Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making

Langue : Anglais

Collection : OXFORD HANDBOOKS IN BUSINESS AND MANAGEMENT

Lieu d'édition : OXFORD

Localisation : Bibliothèque Campus de Nice

Support : Papier

Etat : Présent

Propriétaire : Bibliothèque