Upper echelons’ naturalistic decision-making and top management team macro cognition in a high reliability organization
- Germany Springer Gabler 2024
- xxvii, 396 p.
Table of contents: Introduction Leonie Looser Pages 1-7 Theoretical Foundations: The Organizational Context and High Reliability Theory Leonie Looser Pages 9-35 Theoretical Foundations: The Collaborative Context Leonie Looser Pages 37-84 Theoretical Foundations: The Decision-Making Context Leonie Looser Pages 85-156 Conceptualized Research Model and Conceptual Connections Leonie Looser Pages 157-162 Research Approach and Empirical Research Setting Leonie Looser Pages 163-190 Empirical Findings and Analysis Leonie Looser Pages 191-334 Summary and Discussion of Key Findings Leonie Looser Pages 335-350 Research Contributions, Conclusion and Outlook Leonie Looser Pages 351-356
The book analyzes crisis decision-making of a major German airline's operational top management team during the Covid-19 crisis. The operational top manager's relevant decision-making entity, the crisis management team, was faced with substantial time-critical decisions in volatile circumstances as well as the need to balance ambidextrous exigencies with the operation's short-term survival as well as its future viability. The author applies her ethnographic perspective and develops an analysis based on the unique combination of naturalistic decision-making, top management team research, high reliability organizations and ambidexterity as well as team diversity. The work is targeted at both management professionals, as it identifies best pratices and learnings from a polycrisis case, as well as researchers, as it makes a novel contribution to decision-making in the context of high reliability organizations.