The Oxford Handbook of Organizational Decision Making

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:

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 Scienc