The Psychology of Planning in Organizations
Research and Applications
Edited by Michael D. Mumford, Michael Frese
Routledge – 2015 – 378 pages
This book examines planning as the critical influence on performance at work and in organizations. Bridging theory and practice, it unites cutting-edge research findings from cognitive science, social psychology, industrial and organizational psychology, strategic management, and entrepreneurship, and describes the practical applications of these research findings for practitioners interested in improving planning performance in organizations.
"Planning is a critical yet vastly under-researched topic in the organizational sciences. It impacts and is impacted by leadership, creativity and innovation, forecasting, and performance at multiple levels of analysis. That is why this book about the psychology of planning in organizations is so important. Frese and Mumford have assembled a who’s who of authors from cognitive science, social psychology, industrial and organizational psychology, strategic management, entrepreneurship, and various areas of organizational studies to summarize and critic the current planning research and applications as well as build the models and set the future research agenda for the entire planning arena involving individuals, teams, and organizations. They should be commended for their efforts; and readers should enjoy and benefit from their compendium." - Francis J. Yammarino, PhD, SUNY Distinguished Professor of Management and Director, Center for Leadership Studies, Binghamton University, USA
1. Organizational Planning: The Psychology of Performance Introduction Michael Frese, Michael D. Mumford, and Carter Gibson 2. Planning Processes: Relevant Cognitive Operations Michael D. Mumford, Jensen T. Mecca, and Logan L. Watts 3. The Planning Fallacy: When Plans Lead to Optimistic Forecasts Roger Buehler and Dale Griffin 4. Personality and Planning: The Interplay Between Linear and Holistic Processing Anna M. Engel and Julius Kuhl 5. Planning: A Mediator in Goal Setting Theory Gary P. Latham and Alana S. Arshoff 6. Emotions and Planning in Organizations Shane Connelly and Genevieve Johnson 7. Planning High Performance: Can Groups and Teams Benefit from Implementation Intentions? J. Lukas Thürmer, Frank Wieber, and Peter M. Gollwitzer 8. Planning for Innovation: The Critical Role of Agility Samuel T. Hunter, Melissa Gutworth, Matthew P. Crayne, and Bradley S. Jayne 9. The Five Perils of Team Planning: Regularities and Remedies Alejandra C. Montoya, Dorothy R. Carter, Jessie Martin, and Leslie A. DeChurch 10. Examining the Multi-Level Effects of Organizational Planning on Performance Nastassia Savage, Shannon Marlow, and Eduardo Salas 11. Expertise in Organizational Planning – Impact on Performance Kenneth N. McKay, Wout van Wezel, and Toni Waefler 12. Biases as Constraints on Planning Performance Dawn L. Eubanks, Daniel Read, and Yael Grushka-Cockayne 13. Planning by Leaders: Factors Influencing Leader Planning Performance Michael D. Mumford, Vincent Giorgini, and Logan Steele 14. Strategic Planning and Firm Performance: Towards a Better Understanding of a Controversial Relationship Laura B. Cardinal, C. Chet Miller, Markus Kreutzer, and Candace TenBrink 15. Planning and Entrepreneurship Michael M. Gielnik, Michael Frese, and Miriam S. Stark 16. Time Management and Procrastination Wendelien van Eerde 17. Training and Development for Organizational Planning Skills Holly K. Osburn, Jenifer M. Hatcher, and Bianca M. Zongrone
Michael Frese is Professor at the Business School of the National University of Singapore and jointly at Leuphana University of Lueneburg, Germany.
Michael Mumford is the George Lynn Cross Distinguished Research Professor and Program Director for the Department of Psychology at the University of Oklahoma, USA.