Handbook of Decision Making
Published on 15. October 2010
720 pages
978-0-470-66486-5 (ISBN)
Description
Wiley's new Handbook of Decision Making is a vital reference text for all students and professionals of management, organization and decision making. The handbook offers a wide range of theoretical and empirical approaches to the understanding of organizational and strategic decisions. Contributors are internationally known experts drawn from North America, Canada and Europe who have spent many years in the study of decision making, and decision making relevant topics. We believe the handbook will become a tour de force in the understanding decision making, offering a wide variety of perspectives, topics, and summative understanding of the field. Chapters in the Handbook were prepared by the leading experts in their field and include cutting edge empirical, theoretical, and review chapters. The chapters bring together for the first time a critical mass of writing on decision making as an organizational and research activity. The Editors are two of the leading international experts in decision making and contribute to the Handbook with five original Chapters that offer an appraisal of the field and suggestions for research, as well as the current status of decision making practice and suggestion for improvement.
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Paul Nutt | David Wilson
Handbook of Decision Making
Book
04/2010
Wiley
€110.50
Shipment within 3-4 weeks
Persons
Paul C Nutt is Professor of Management Sciences at FisherCollege of Business, Ohio State University. Professor Nutt'sresearch on management decision making has been widely published,with more than 100 articles in journals such as ManagementScience, Organization Science, Strategic Management ReviewJournal and the Academy of Management. Dr. Nutt is afellow of the Decisions Sciences Institute and has receivednumerous awards for his articles, he serves on several editorialboards, including the Strategic Management Journal and ManagementScience.
David C Wilson is Professor of Strategy at WarwickBusiness School, Warwick University. He serves on several editorialboards and has recently completed his term as Editor ofOrganization Studies. His work on decision making is well known,having begun with the Bradford Studies in the 1970s, and has beenwidely published in books and journals.
Content
Notes on the Contributors.
About the Editors.
PART I INTRODUCTION.
1 Crucial Trends and Issues in Strategic Decision Making(PAUL C. NUTT AND DAVID C. WILSON).
2 Research on Strategic Decisions: Taking Stock and LookingAhead (VASSILIS PAPADAKIS, IOANNIS THANOS, AND PATRICKBARWISE).
PART II KEY THEORETICAL PERSPECTIVES.
3 Decision Making: It's Not What You Think (HENRYMINTZBERG AND FRANCES WESTLEY).
4 Organizing and the Process of Sensemaking (KARL E. WEICK,KATHLEEN M. SUTCLIFFE, AND DAVID OBSTFELD).
5 The Political Aspects of Strategic Decision Making (JOHNCHILD, SAID ELBANNA, AND SUZANA RODRIGUES).
6 Organizational Identity and Strategic Decision Making(AIMEE L. HAMILTON AND DENNIS A. GIOIA).
PART III CONCEPTUALIZING STRATEGIC DECISIONMAKING.
7 Building a Decision-making Action Theory (PAUL C.NUTT).
8 A Decision Process Model to Support Timely OrganizationalInnovation (ANDRE L. DELBECQ, TERRI L. GRIFFITH, TAMMY L.MADSEN, AND JENNIFER L. WOOLLEY).
9 Decision Making in Groups: Theory and Practice (COLIN EDENAND FRAN ACKERMANN).
PART IV FACTORS AND CONSIDERATIONS THAT IMPINGE ONDECISION MAKING.
10 Decision Making in Professional Service Firms (TIM MORRIS,ROYSTON GREENWOOD, AND SAMANTHA FAIRCLOUGH).
11 Risk Taking and Strategic Decision Making (PHILIP BROMILEYAND DEVAKI RAU).
12 Decision Errors of the 4th, 5th, and 6th Kind (KIM BOALAND MARK MECKLER).
13 Decision Making in Public Organizations (HAL G. RAINEY,JOHN C. RONQUILLO, AND CLAUDIA N. AVELLANEDA).
14 Strategic Decision Making and Knowledge: A HeideggerianApproach (HARIDIMOS TSOUKAS).
15 Challenges of Using IT to Support Multidisciplinary TeamDecision Making (MICHAEL BARRETT AND EIVOROBORN).
PARTV RECENT EMPIRICAL FINDINGS THAT SUPPORT THEORIESAND VIEWS.
16 The Bradford Studies: Decision Making and ImplementationProcesses and Performance (SUSAN MILLER).
17 Comparing the Merits of Decision-making Processes (PAUL C.NUTT).
18 Of Baseball, Medical Decision Making, and Innumeracy (LORIFERRANTI, STEVEN CHENG, AND DAVID DILTS).
19 The Dimensions of Decisions: A Conceptual and EmpiricalInvestigation (LORI S. FRANZ AND MICHAEL W.KRAMER).
PART VI METHODOLOGY FOR THE STUDY OF DECISIONMAKING.
20 Empirical Methods for Research on OrganizationalDecision-Making Processes (MARSHALL SCOTT POOLE AND ANDREW H.VAN DE VEN).
21 On the Study of Process: Merging Qualitative and QuantitativeApproaches (PAUL C. NUTT).
22 The Bradford Studies: Issues Raised by These and OtherStudies for the Understanding of Decision Making (DAVID C.WILSON).
PART VII DIRECTIONS AND PERSPECTIVES.
23 Discussion and Implications: Toward Creating a Unified Theoryof Decision Making (PAUL C. NUTT AND DAVID C.WILSON).
Index.
