Designing Stress Resistant Organizations

Series Editors' Statement. Preface.

1: Introduction.
1.1. Introduction.
1.2. Issues Raised from The Vincennes Incident.
1.3. Objectives of The Book.
1.4. Organization of The Book.

2: Literature on Organizational Performance.
2.1. Introduction.
2.2. Organizational Performance.
2.3. Organizational Decision Making.
2.4. Stress.
2.5. Organizational Design.
2.6. Task Environment.
2.7. Research Strategies in This Book.

3: Computational Theorizing: A Formal Framework of Organizational Performance.
3.1. Introduction.
3.2. Stylized Radar Task.
3.3. Organizational Performance Measure.
3.4. Organizational Decision Making Process.
3.5. Stress.
3.6. Organizational Design.
3.7. Characteristics of Task Environment.
3.8. Simulation Experiments.
3.9. Theoretical Analyses from the Formal Framework.
3.10. Summary.

4: Crisis Applications: An Empirical Analysis of Organizational Performance under Stress.
4.1. Introduction.
4.2. Data Description.
4.3. Coding of the Data.
4.4. Empirical Analysis of Organizational Data: Observations vs. Predictions.
4.5. Summary.

5: Linking Theory to Practice.
5.1. Introduction.
5.2. Learning From Real World Problems: Two Organizational Cases.
5.3. Theoretical Insight into Real World Problems: Where can We Help.
5.4. Summary.

6: Conclusion.
6.1. Main Findings.
6.2. Discussions.
6.3. Implications.

A: Coding Scheme for Real World Crisis Cases.

B: Data for Compiling Figures in Chapter 3.

C: Further Descriptions of the DYCORP Framework.
C.1: Main Components of DYCORP.
C.2: General Algorithms for DYCORP.
C.3: Portability of DYCORP for Other Research Issues.

References. Subject Index.