Organizational Decision Making: Mapping Terrains on Different Planets

Gerard P. Hodgkinson; William H. Starbuck

doi:10.1093/oxfordhb/9780199290468.003.0001

Organizational Decision Making: Mapping Terrains on Different Planets

Gerard P. Hodgkinson^*, William H. Starbuck

^*Corresponding author for this work

IMP Business Economics

Research output: Chapter in Book/Conference proceeding › Chapter › peer-review

Abstract

This article outlines major historical developments that have shaped organizational decision research and highlights themes focusing on organizational decision making. Several of the themes have been visible for many years; these raise questions about decision makers' rationality, their heuristics and simplifications, their political behaviors, and their interpretations of experience. Other themes, however, are nascent ones that promise to become more visible in the future; these deal with decision makers' expertise, intuitions, and emotions.

Original language	English
Title of host publication	The Oxford Handbook of Organizational Decision Making
Editors	G. P. Hodgkinson, W. H. Starbuck
Place of Publication	Oxford
Publisher	Oxford University Press
Pages	1-29
Number of pages	29
ISBN (Electronic)	9780191577338
ISBN (Print)	9780199290468
DOIs	https://doi.org/10.1093/oxfordhb/9780199290468.003.0001
Publication status	Published - 2008

Keywords

Decision makers
Decision making
Expertise
Organizational decision research
Political behaviors
Rationality

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10.1093/oxfordhb/9780199290468.003.0001

Cite this

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Organizational Decision Making: Mapping Terrains on Different Planets

Abstract

Keywords

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