Organizational Decision Making (Cambridge Series on Judgment and Decision Making)

✍ Scribed by Zur Shapira (editor)

Publisher: Cambridge University Press
Year: 2002
Tongue: English
Leaves: 412
Series: Cambridge Series on Judgment and Decision Making
Category: Library

No coin nor oath required. For personal study only.

✦ Synopsis

Decision making in organizations is often pictured as a coherent and rational process in which alternative interests and perspectives are considered in an orderly manner until the best choice is selected. Yet, as most experienced members of organizations will attest, real decision processes seldom fit such a description. This book brings together researchers who focus on cognitive aspects of decision processes, along with those who study organizational aspects such as conflict, incentives, power and ambiguity. These multiple perspectives are intended to further our understanding of organizational decision making. Contributors often cite specific cases, and all foundations of organizational decision making are covered in considerable detail.

✦ Table of Contents

Cover......Page 1
Frontmatter......Page 4
Contents......Page 8
Series preface......Page 10
List of contributors......Page 12
Editor's preface......Page 14
Part I - Introduction......Page 16
1 - Introduction and overview......Page 18
2 - Understanding how decisions happen in organizations......Page 24
Part II - Information processing and attention allocation......Page 48
3 - Trying to help S&Ls: How organizations with good intentions jointly enacted disaster......Page 50
4 - Organizational choice under ambiguity: Decision making in the chemical industry following Bhopal......Page 76
5 - Strategic agenda building in organizations......Page 96
Part III - Preference processing......Page 124
6 - The social ideologies of power in organizational decisions......Page 126
7 - Managerial incentives in organizations: Economic, political, and symbolic perspectives......Page 148
8 - Coordination in organizations: A game-theoretic perspective......Page 173
Part IV - Decision processes......Page 204
9 - The escalation of commitment: An update and appraisal......Page 206
10 - The possibility of distributed decision making......Page 231
11 - Aligning the residuals: Risk, return, responsibility, and authority......Page 253
12 - Organizational decision making as rule following......Page 272
Part V - Alternative approaches......Page 298
13 - Naturalistic decision making and the new organizational context......Page 300
14 - Telling decisions: The role of narrative in organizational decision making......Page 319
15 - Bounded rationality, indeterminacy, and the managerial theory of the firm......Page 339
16 - The scarecrow's search: A cognitive psychologist's perspective on organizational decision making......Page 368
Name index......Page 390
Subject index......Page 400

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