For this three-volume set the editors have selected many of the most influential articles published since 1984 on the topics of knowledge management and the improvement of organizational learning, developmental learning by individual organizations and the development of populations of organizations. Many of the articles in Volume I are trailblazers in the field of knowledge management; they discuss ways of fostering learning, managing knowledge and extracting economic benefits from knowledge. Volume II investigates how individual organizations learn: topics covered include cognitive versus behavioural learning, interpretation, incremental change and reorientation, and learning from success and failure. Volume III follows the development of the academic study of populations of organizations: it explores both behavioural and cognitive learning processes from the point of view of industries, geographic neighbourhoods and networks. New, authoritative introductions to each volume by the editors offer a comprehensive overview and informative discussion of the issues.

The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed. Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM.

The Oxford Handbook of Organizational Decision Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at the individual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed. Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM. Contributors: Eric Abrahamson, Julia Balogun, Michael L. Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M. Desai, Giovanni Dosi, Roger L.M. Dunbar, Stephen M. Fiore, Mark A. Fuller, Michael Shayne Gary, Elizabeth George, Jean-Pascal Gond, Paul Goodwin, Terri L. Griffith, Mark P. Healey, Gerard P. Hodgkinson, Gerry Johnson, Michael Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T. Lewis, Dan Lovallo, Rebecca Lyons, Peter M. Madsen, A. John Maule, John M. Mezias, Nigel Nicholson, Gregory B. Northcraft, David Oliver, Annie Pye, Karlene H. Roberts, Jacques Rojot, Michael A. Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A. Scott, Zur Shapira, Carolyne Smart, Gerald F. Smith, Emma Soane, Paul R. Sparrow, William H. Starbuck, Matt Statler, Kathleen M. Sutcliffe, Michal Tamuz, Teri Jane Ursacki-Bryant, Ilan Vertinsky, Benedicte Vidaillet, Jane Webster, Karl E. Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig.

Bill Starbuck has been one of the leading management researchers over several decades. In this book he reflects on a number of challenges associated with management and social science research - the search for a 'behavioral science', the limits of rationality, the unreliability of many research findings, the social shaping of research agendas, cultures and judgements. It is an engaging, chronologically structured account in which he discusses some of his own research projects and various methodological debates. This is a feisty argument from someone who has been fully engaged with all aspects of research - carrying out research programmes, evaluating research, tirelessly questioning the assumptions and claims of social science research, and never avoiding the awkward theoretical or practical challenges that face organizational researchers. Well written, provocative and unusual, this quasi autobiographical account will inform and entertain, and be a valuable guide to current and future research students.