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 LyonsPeter 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, PaulR. 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.

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; Michael Shayne Gary, Giovanni Dosi and Dan Lovallo: Boom and Bust Behavior: On the Persistence of Strategic Decision Biases; Kathleen M. Sutcliffe and Karl E. Weick: Information Overload Revisited; John M. Mezias and William H. Starbuck: Decision Making with Inaccurate, Unreliable Data; Terri L. Griffith, Gregory B. Northcraft and Mark A. Fuller: Borgs in the Org? Organizational Decision Making and Technology; David Zweig, Jane Webster and Kristyn A. Scott: Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control; Jacques Rojot: Culture and Decision Making; Part II: Decision Making During Crises and Hazardous Situations; Michal Tamuz and Eleanor T. Lewis: Facing the Threat of Disaster: Decision Making When the Stakes are High; Teri Jane Ursacki-Bryant, Carolyne Smart and Ilan Vertinsky: The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences; Karlene H. Roberts, Kuo Frank Yu, Vinit Desai and Peter M. Madsen: Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations; Michael A. Rosen, Eduardo Salas, Rebecca Lyons and Stephen M. Fiore: Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making; Part III: Decision Making Processes; Julia Balogun and Annie Pye: Cognitively Skilled Organizational Decision Making: Making Sense of Deciding; Isabelle Royer and Ann Langley: Linking Rationality, Politics and Routines in Organizational Decision Making; Jerker Denrell: Superstitious Behavior as a Byproduct of Intelligent Adaptation; Zur Shapira: On the Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges; Eugene Sadler-Smith and Paul R. Sparrow: Intuition in Organizational Decision Making; Kevin Daniels: Affect and Information Processing; Emma Soane and Nigel Nicholson: Individual Differences and Decision Making; Elizabeth George and Prithviraj Chattopadhyay: Group Composition and Decision Making; Part IV: Consequences Produced by Decisions; Michael L. Barnett and Roger L.M. Dunbar: Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?; Laure Cabantous, Jean-Pascal Gond and Michael Johnson-Cramer: The Social Construction of Rationality in Organizational Decision Making; Benedicte Vidaillet: When Decision Outcomes are not the Outcomes of Decisions; Eric Abrahamson and Philippe Baumard: What Lies Behind Organizational Facades and How Organizational Facades Lie: An Untold Story of Organizational Decision Making; Part V: Toward More Effective Decision Making; Gerald F. Smith: Teaching Decision Making; Matt Statler and David Oliver: Facilitating Serious Play; Alfred Kieser and Benjamin Wellstein: Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?; A. John Maule: Risk Communication in Organizations; George Wright and Paul Goodwin: Structuring the Decision Process: An Evaluation of Methods; Nicole Bourque and Gerry Johnson: Strategy Workshops and Away-Days as Ritual; Mark P. Healey and Gerard P. Hodgkinson: Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making