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001 1091616234741
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008 110916s2008 xx ||||g| |0|| 0 eng d
020 _a9780199290468
090 _a2.09
_bO982o
245 1 0 _aThe Oxford handbook of organizational decision making
260 _aNew York :
_bOxford University,
_c2008
300 _a620 p.
505 8 0 _t1 - Organizational decision making: Mapping terrains on different planets - Gerard P. Hodgkinson and Willian H. Starbuck;
_tPART I - The context and content of decision making:
_t2 - Boom and bust behavior: On the persistence of strategic decision biases - Michael Shayne Gary, Giovanni Dosi, and Dan Lovallo;
_t3 - Information overload revisited;
_t4 - Decision making with inaccurate, unreliable data - John M. Mezias and William H. Starbuck
_t5 - Borgs in the org? Organizational decision making and technology - Terri L. Griffith, Gregory B. Northcraft, and Mark A. Fuller;
_t6 - Making the decision to monitor in the workplace: Cybernetic models and the illusion of control - David Zweig, Jane Webster, and Kristyn A. Scott;
_t7 - Culture and decision making - Jacques Rojot;
_tPART II - Decision making during crises and hazardous situations:
_t8 - Facing the threat of disaster: Decision making when the stakes are high - Michal Tamuz and Eleanor T. Lewis;
_t9 - The fit between crisis types and management attributes as a determinant of crisis consequences - Teri Jane Ursacki-Bryant, Carolyne Smart, and Ilan Vertinsky;
_t10 - Employing adaptive structuring as a cognitive decision aid in high reliability organizations - Karlene H. Roberts, Kuo Frank Yu, Vinit Desai, and Peter M. Madsen;
_t11 - Expertise and naturalistic decision making in organizations: Mechanisms of effective decision making - Michael A. Rosen, Eduardo Salas, Rebecca Lyons, and Stephen M. Fiore;
_tPART III - Decision making processes:
_t12 - Cognitively skilled organizational decision making: Making sense of deciding - Julia Balogun, Annie Pye, and Gerard P. Hodgkinson;
_t13 - Linking rationality, politics, and routines in organizational decision making - Isabelle Royer and Ann Langley;
_t14 - Superstitious behavior as a byproduct of intelligent adaptation - Jerker Denrell;
_t15 - On the implications of behavioral decision theory for managerial decision making: Contributions and challenges - Zur Shapira;
_t16 - Intuition in organizational decision making - Eugene Sadler-Smith and and Paul R. Sparrow;
_t17 - Affect and information processing - Kevin Daniels;
_t18 - Individual differences and decision making - Emma Soane and Nigel Nicholson;
_t19 - Group composition and decision making - Elisabeth George and Prithviraj Chattopadhyay;
_tPART IV - Consequences produced by decisions:
_t20 - Making sense of real options reasoning: An engine of choice that backfires? - Michael L. Barnett and Roger L. M. Dunbar;
_t21 - The social construction of rationality in organizational decision making - Laure cabantous, Jean-Pascal Gond, and Michael - Jonson-Cramer;
_t22 - When "decision outcomes" are not the outcomes of decisions - Bénédicte Vidaillet;
_t23 - What lies behind organizational façades and how organizational façades lie: An untold story of organizational decision making - Eric Abrahamson and Philippe Baumard;
_tPART V - Toward more effective decision making:
_t24 - Teaching decision making Gerald F. Smith;
_t25 - Facilitating serious play - Matt Statler and David Oliver;
_t26 - Do activities of consultants and management scientists affect decision making by managers? - Alfred Kieser and Benjamin Wellstein;
_t27 - Risk communication in organizations - A. John Maule;
_t28 - Structuring the decision process: An evaluation of methods - George Wright and Paul Goodwin;
_t29 - Strategy Workshops and "Away Days" as ritual - Nicole Bourque and Gerry Johnson;
_t30 - Troubling futures: Scenarios and scenario planning for organizational decision making - Mark P. Healey and Gerard P. Hodgkinson;
650 4 _912404
_a Tomada de Decisão
650 4 _aComportamento Organizacional
_912914
650 4 _aManual
_912910
650 4 _aEstados Unidos
_912942
700 1 _a
_945482
942 _cC
998 _a20110916
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_cGeisneer
998 _a20130618
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999 _aConvertido do Formato PHL
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041 _aeng