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Explores decision making in organizations, highlighting the roles of incentive, conflict, power and politics.
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The Oxford Handbook of 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 theindividual, 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.Contributors: Eric Abrahamson, Julia Balogun, Michael L Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M Desai, Giovanni Dosi, Roger L M Dunbar, Stephen M Fiore, Mark A Fuller, Michael Shayne Gary, Elizabeth George,Jean-Pascal Gond, Paul Goodwin, Terri L Griffith, Mark P Healey, Gerard P Hodgkinson, Gerry Johnson, Michael E Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T Lewis, Dan Lovallo, Rebecca Lyons, Peter M Madsen, A. John Maule, John M Mezias, Nigel Nicholson, Gregory B Northcraft, David Oliver,Annie Pye, Karlene H Roberts, Jacques Rojot, Michael A Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A Scott, Zur Shapira, Carolyne Smart, Gerald F Smith, Emma Soane, Paul R Sparrow, William H Starbuck, Matt Statler, Kathleen M Sutcliffe, Michal Tamuz , Teri JaneUrsacki-Bryant, Ilan Vertinsky, Benedicte Vidaillet, Jane Webster, Karl E Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig.
Decisions and the complexity of decision-making are central topics in several social science disciplines, including those of social psychology, political science and the study of organizations. This book draws on insights from all of these disciplines and provides a concise overview of some of the most intriguing and salient observations and arguments in the research about decision-making. The book first deals with basic decision making logics and applies them to both individual and organizational decision making. The book then deals with consequences of decisions and the complications of making decisions in a political context, where many individuals and organizations are involved.
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. Contributors: Eric Abrahamson, Julia Balogun, Michael L. Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M. Desai, Giovanni Dosi, Roger L.M. Dunbar, Stephen M. Fiore, Mark A. Fuller, Michael Shayne Gary, Elizabeth George, Jean-Pascal Gond, Paul Goodwin, Terri L. Griffith, Mark P. Healey, Gerard P. Hodgkinson, Gerry Johnson, Michael Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T. Lewis, Dan Lovallo, Rebecca Lyons, Peter M. Madsen, A. John Maule, John M. Mezias, Nigel Nicholson, Gregory B. Northcraft, David Oliver, Annie Pye, Karlene H. Roberts, Jacques Rojot, Michael A. Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A. Scott, Zur Shapira, Carolyne Smart, Gerald F. Smith, Emma Soane, Paul R. Sparrow, William H. Starbuck, Matt Statler, Kathleen M. Sutcliffe, Michal Tamuz, Teri Jane Ursacki-Bryant, Ilan Vertinsky, Bénédicte Vidaillet, Jane Webster, Karl E. Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig.
-Identify your critical decisions. Focus on those that matter most to your company's performance. --
There are hidden laws at work in every aspect of your business. Understand them, and you can create extraordinary growth. Ignore them, and you run the risk of becoming another statistic. It's become almost cliche: 8 out of every 10 new ventures fail. Of the ones that succeed, how many truly thrive-for the long run? And of those that thrive, how many continually overcome their growth hurdles ... and ultimately scale, with meaning, purpose, and profitability? The answer, sadly, is not many. Author Lex Sisney is on a mission to change that picture. After more than a decade spent leading and coaching high-growth technology companies, Lex discovered that the companies that thrive do so in accordance with 6 Laws - universal principles that govern the success or failure of every individual, team, and organization.