Handbook of Decision Making

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Paul C. Nutt, David C. Wilson
John Wiley & Sons, Sep 7, 2010 - Business & Economics - 720 pages
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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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Contents

Taking Stock and Looking Ahead
31
KEY THEORETICAL PERSPECTIVES
71
Organizing and the Process of Sensemaking
83
The Political Aspects of Strategic Decision Making
105
Organizational Identity and Strategic Decision Making
139
CONCEPTUALIZING STRATEGIC DECISION MAKING
153
A Decision Process Model to Support Timely Organizational Innovation
197
Theory and Practice
231
Challenges of Using IT to Support Multidisciplinary Team
403
and Performance
433
Comparing the Merits of Decisionmaking Processes
449
Of Baseball Medical Decision Making and Innumeracy
501
A Conceptual and Empirical Investigation
517
Processes
543
Merging Qualitative and Quantitative
581
Issues Raised by These and Other Studies for
619

Risk Taking and Strategic Decision Making
307
Decision Errors of the 4th 5th and 6th Kind
327
Decision Making in Public Organizations
349
A Heideggerian Approach
379
Decision Making
645
Index
679
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About the author (2010)

Paul C Nutt is Professor of Management Sciences at Fisher College of Business, Ohio State University. Professor Nutt’s research on management decision making has been widely published, with more than 100 articles in journals such as Management Science, Organization Science, Strategic Management Review Journal and the Academy of Management. Dr. Nutt is a fellow of the Decisions Sciences Institute and has received numerous awards for his articles, he serves on several editorial boards, including the Strategic Management Journal and Management Science.

David C Wilson is Professor of Strategy at Warwick Business School, Warwick University. He serves on several editorial boards and has recently completed his term as Editor of Organization Studies. His work on decision making is well known, having begun with the Bradford Studies in the 1970s, and has been widely published in books and journals.

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