PART I INTRODUCTION -- Crucial trends and issues in strategic decision making -- Research on strategic decisions: taking stock and looking ahead -- PART II KEY THEORETICAL PERSPECTIVES -- Decision Making: it's not what you think -- Organizing and the process of sensemaking -- The political aspects of strategic decision making -- Organizational identity and strategic decision making -- PART III CONCEPTUALIZING STRATEGIC DECISION MAKING -- Building a decision-making action theory -- A decision process model to support timely organizational innovation -- Decision making in groups: theory and practice -- PART IV FACTORS AND CONSIDERATIONS THAT IMPINGE ON DECISION MAKING -- Decision making in professional service firms -- Risk taking and strategic decision making -- Decision errors of the 4th, 5th, and 6th kind -- Decision making in public organizations -- Strategic decision making and knowledge: a Heideggerian approach -- Challenges of using IT to support multidisciplinary team decision making -- PART V RECENT EMPIRICAL FINDINGS THAT SUPPORT THEORIES AND VIEWS -- The Bradford studies: decision making and implementation processes and performance -- Comparing the merits of decision-making processes -- Of baseball, medical decision making, and innumeracy -- The dimensions of decisions: a conceptual and empirical investigation -- PART VI METHODOLOGY FOR THE STUDY OF DECISION MAKING -- Empirical methods for research on organizational decision-making processes -- On the study of process: merging qualitative and quantitative approaches -- The Bradford studies: issues raised by these and other studies for the understanding of decision making -- PART VII DIRECTIONS AND PERSPECTIVES -- Discussion and implications: toward creating a unified theory of decision making

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