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 Looking Ahead (VASSILIS PAPADAKIS, IOANNIS THANOS, AND PATRICK BARWISE).
PART II KEY THEORETICAL PERSPECTIVES.
3 Decision Making: It s Not What You Think (HENRY MINTZBERG 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 (JOHN CHILD, SAID ELBANNA, AND SUZANA RODRIGUES).
6 Organizational Identity and Strategic Decision Making (AIMEE L. HAMILTON AND DENNIS A. GIOIA).
PART III CONCEPTUALIZING STRATEGIC DECISION MAKING.
7 Building a Decision–making Action Theory (PAUL C. NUTT).
8 A Decision Process Model to Support Timely Organizational Innovation (ANDRE L. DELBECQ, TERRI L. GRIFFITH, TAMMY L. MADSEN, AND JENNIFER L. WOOLLEY).
9 Decision Making in Groups: Theory and Practice (COLIN EDEN AND FRAN ACKERMANN).
PART IV FACTORS AND CONSIDERATIONS THAT IMPINGE ON DECISION MAKING.
10 Decision Making in Professional Service Firms (TIM MORRIS, ROYSTON GREENWOOD, AND SAMANTHA FAIRCLOUGH).
11 Risk Taking and Strategic Decision Making (PHILIP BROMILEY AND DEVAKI RAU).
12 Decision Errors of the 4th, 5th, and 6th Kind (KIM BOAL AND 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 Heideggerian Approach (HARIDIMOS TSOUKAS).
15 Challenges of Using IT to Support Multidisciplinary Team Decision Making (MICHAEL BARRETT AND EIVOR OBORN).
PARTV RECENT EMPIRICAL FINDINGS THAT SUPPORT THEORIES AND VIEWS.
16 The Bradford Studies: Decision Making and Implementation Processes and Performance (SUSAN MILLER).
17 Comparing the Merits of Decision–making Processes (PAUL C. NUTT).
18 Of Baseball, Medical Decision Making, and Innumeracy (LORI FERRANTI, STEVEN CHENG, AND DAVID DILTS).
19 The Dimensions of Decisions: A Conceptual and Empirical Investigation (LORI S. FRANZ AND MICHAEL W. KRAMER).
PART VI METHODOLOGY FOR THE STUDY OF DECISION MAKING.
20 Empirical Methods for Research on Organizational Decision–Making Processes (MARSHALL SCOTT POOLE AND ANDREW H. VAN DE VEN).
21 On the Study of Process: Merging Qualitative and Quantitative Approaches (PAUL C. NUTT).
22 The Bradford Studies: Issues Raised by These and Other Studies for the Understanding of Decision Making (DAVID C. WILSON).
PART VII DIRECTIONS AND PERSPECTIVES.
23 Discussion and Implications: Toward Creating a Unified Theory of Decision Making (PAUL C. NUTT AND DAVID C. WILSON).
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.