Upper Echelons' Naturalistic Decision-Making and Top Management Team Macrocognition in a High Reliability Organization

• Autore: Looser Leonie
• Pubblicazione: Wiesbaden : , : Springer Vieweg. in Springer Fachmedien Wiesbaden GmbH, , 2024; ©2024
• Edizione: 1st ed.
• Descrizione fisica: 1 online resource (416 pages)
• Nota di contenuto: Intro -- Acknowledgements -- Abstract -- Contents -- Abbreviations -- List of Figures -- List of Tables -- 1 Introduction -- 1.1 Problem Statement, Research Objective and Research Questions -- 1.2 Structure of the Thesis -- 2 Theoretical Foundations: The Organizational Context and High Reliability Theory -- 2.1 High Reliability Organizations: Definition and Concept -- 2.2 Distinctive Properties of High Reliability Organizations: Organizational Mindfulness -- 2.3 Dimensions of Mindfulness Directed at Anticipation -- 2.3.1 Preoccupation with Failure -- 2.3.2 Reluctance to Simplify -- 2.3.3 Sensitivity to Operations -- 2.4 Dimensions of Mindfulness Directed at Resilience and Containment -- 2.4.1 Commitment to Resilience -- 2.4.2 Deference to Expertise -- 2.5 Adaptions and Developments in High Reliability Theory -- 2.5.1 Individual Versus Collective Mindfulness -- 2.5.2 Mindfulness and the Need for Mindless and Less-Mindful Behaviors -- 2.5.3 Conceptual Refinements of Organizational Mindfulness -- 2.5.4 Measuring Mindfulness -- 2.5.5 Alternative Conceptualizations of Mindfulness -- 2.6 Conceptual Demarcation and Related Concepts -- 2.6.1 Conceptual Demarcation -- 2.6.2 Resilience Engineering and the System's Approach to Safety -- 2.7 Findings on High Reliability Theory: Intermediate Summary -- 3 Theoretical Foundations: The Collaborative Context -- 3.1 Upper Echelons -- 3.1.1 Upper Echelons: Definition and Concept -- 3.1.2 Conceptual Criticism and Implications for Current Research -- 3.2 Selected Aspects of Team Cognition -- 3.2.1 Team Mental Models -- 3.2.2 Transactive Memory Systems -- 3.2.3 Team Trust -- 3.2.4 Psychological Safety -- 3.3 Diversity and Top Management Team Composition -- 3.3.1 Diversity: Definition and Concept -- 3.3.2 Empirical Findings on Top Management Team Diversity -- 3.3.3 TMT Diversity and Transactive Memory Systems. ; 3.4 Ambidexterity -- 3.4.1 Ambidexterity: Definition and Concept -- 3.4.2 Ambidexterity Perspectives -- 3.4.3 Levels of Analysis in Ambidexterity Research -- 3.5 The Collaborative Context: Intermediate Summary -- 4 Theoretical Foundations: The Decision-Making Context -- 4.1 Naturalistic Decision-Making -- 4.1.1 Naturalistic Decision-Making: Definition and Conceptual Origins -- 4.1.2 Expertise, Expert Intuition and Expert Decision-Making -- 4.1.3 Decision-Making Models in Naturalistic Decision-Making -- 4.2 Conceptual Demarcation -- 4.2.1 The Decisive Role of the Decision-Making Context -- 4.2.2 Bounded Rationality -- 4.2.3 Heuristics and Biases -- 4.2.4 Fast and Frugal Heuristics -- 4.2.5 Cognitive Continuum Theory -- 4.2.6 Aeronautical Decision-Making and FOR-DEC -- 4.3 Team Macrocognition: From Naturalistic Origins to Contemporary Conceptualizations -- 4.3.1 Conceptual Evolvement: Transitioning from NDM to Macrocognition -- 4.3.2 Model Representations of Team Macrocognition -- 4.4 Dimensions of Team Macrocognition -- 4.4.1 Knowledge-Building Processes -- 4.4.2 Emergent States of Team Knowledge -- 4.4.3 Problem-Solving Outcomes, Evaluation and Revision -- 4.5 Assessing Team Cognition in Naturalistic Settings: Cognitive Task Analysis -- 4.5.1 Critical Decision Method and Team Cognitive Task Analysis -- 4.5.2 (Team) Knowledge Audit -- 4.5.3 Applied Cognitive Task Analysis -- 4.5.4 Critical Decision Audit: a blended Approach -- 4.6 Ambidexterity and Team Macrocognition -- 4.7 Taking Stock of Naturalistic Decision-Making and Team Macrocognition -- 4.7.1 Conceptual Criticism -- 4.7.2 Conceptual Developments -- 4.8 Intermediate Summary: Naturalistic Decision-Making and Team Macrocognition -- 5 Conceptualized Research Model and Conceptual Connections -- 5.1 Research Model for Team Macrocognition -- 5.2 Explanatory Model of Conceptual Connections. ; 6 Research Approach and Empirical Research Setting -- 6.1 Research Design and Strategy -- 6.1.1 Research Approach -- 6.1.2 Qualitative Content Analysis -- 6.1.3 Cognitive Task Analysis -- 6.1.4 Ethnographic Aspects: Field Access and Qualification of the Researcher -- 6.2 Introduction of the Research Subject -- 6.2.1 Organizational Context -- 6.2.2 Situational Decision-Making Context -- 6.2.3 Sampling Unit and Research Participants -- 6.2.4 Participant Preparation for the Task -- 6.3 Data Collection -- 6.3.1 Interview Settings and Issues in Data Collection -- 6.3.2 Knowledge Elicitation: Critical Decision Audit -- 6.4 Data Analysis -- 6.5 Critical Evaluation of the Methodology -- 7 Empirical Findings and Analysis -- 7.1 Organizational Mindfulness and Aspects of High Reliability identified in Team Macrocognition -- 7.1.1 Preoccupation with Failure -- 7.1.2 Reluctance to Simplify -- 7.1.3 Sensitivity to Operations -- 7.1.4 Commitment to Resilience -- 7.1.5 Deference to Expertise -- 7.1.6 Comfort with Uncertainty -- 7.2 Contextual Influences of the Naturalistic Decision-Making Environment -- 7.2.1 Ill-Structured Problems -- 7.2.2 Uncertain and Dynamic Environment -- 7.2.3 Shifting, Ill-Defined and Competing Goals -- 7.2.4 Action- and Feedback Loops -- 7.2.5 Time Stress -- 7.2.6 High-Stakes -- 7.2.7 Multiple Players -- 7.2.8 Influence of Organizational Goals and Norms -- 7.3 Analysis of Team Macrocognition -- 7.3.1 Individual Knowledge Building -- 7.3.2 Team Knowledge Building -- 7.3.3 Internalized Team Knowledge -- 7.3.4 Externalized Team Knowledge -- 7.3.5 Team Problem-Solving Outcomes -- 7.3.6 Non-Macrocognitive Aspects of Team Cognition in Decision-Making: Trust and Psychological Safety -- 7.4 Diversity, Teamwork Aspects and Macrocognition -- 7.4.1 Taking Inventory of the EC's Diversity Attributes. ; 7.4.2 Subgroup Comparison: Differences in Manifestations of HRO Mindfulness Dimensions -- 7.4.3 Subgroup Comparison: Perceptions of NDM Influences -- 7.4.4 Diversity in Skills and Knowledge: Team Macrocognition and TMS -- 7.5 Revisited Explanatory Model and Conceptual Connections -- 7.6 Summary of Empirical Findings -- 7.7 Essential Findings from a Management Perspective -- 8 Summary and Discussion of Key Findings -- 8.1 Summary of Key Results -- 8.2 Discussion of Results -- 8.3 Discussion of Research Approach and Methodology -- 9 Research Contributions, Conclusion and Outlook -- 9.1 Conceptual, Theoretical and Methodological Contributions -- 9.2 Practical and Managerial Implications -- 9.3 Limitations -- 9.4 Conclusion, Outlook an Opportunities for Future Research -- References.
• Titolo autorizzato: Upper Echelons' Naturalistic Decision-Making and Top Management Team Macrocognition in a High Reliability Organization
• ISBN: 9783658440732
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910855383903321
• Lo trovi qui: Univ. Federico II