Volume 1: Part 1 Decision making: the irrationality of action and action rationality - decision, ideologies and organizational actions, Nils Brunsson; assets and liabilities in group problem solving - the need for an integrative function, Norman R.F. Maier; a garbage can model of organizational choice, Michael D. Cohen et al; types of organizational control and their relationship to emotional well being, William G. Ouchi and Jerry B. Johnson; a social information processing approach to job attitudes and task design, Gerald R. Salancik and Jeffrey Pfeffer; a new look at managerial decision making, Victor H. Vroom; making management decisions - the role of intuition and emotion, Herbert A. Simon. Part 2 General management theory: double loop learning in organizations, Chris Argyris; crafting a theory of practice - the case of organizational paradoxes, Chris Argyris; actionable knowledge - design causality in the service of consequential theory, Chris Argyris; the human side of enterprise, Douglas M. McGregor; business decision making, James G. March; business objectives and survival needs - notes on a discipline of business enterprise, Peter F. Drucker; organizational socialization and the profession of management, Edgar H. Schein; scientific management, F.W. Taylor; an integrating principle and an overview, Rensis Likert. Part 3 Leadership: the concept of power, Robert A. Dahl; the leadership situation and the black box in contingency theories, Fred E. Fiedler; cognitive resources and leadership performance, Fred E. Fiedler; a path goal theory of leader effectiveness, Robert J. House; leadership practices in relation to productivity and morale, Robert L. Kahn and Daniel Katz. Part 4 Motivation: the effect of performance on job satisfaction, Edward E. Lawler and Lyman W. Porter; using pay to motivate job performance, Edward E. Lawler; social influences on work effectiveness, Lyman W. Porter et al; a theory of human motivation, A.H. Maslow; on the folly of rewarding A, while hoping for B, Steven Kerr. Part 5 Organizational behaviour: threat-rigidity effects in organizational behaviour - a multilevel analysis, Barry M. Staw et al; rationality and justification in organizational life, Barry M. Staw. Part 6 Organizational commitment: notes on the concept of commitment, Howard S. Becker; knee-deep in the big muddy - a study of escalating commitment to a chosen course of action, Barry M. Staw. Part 7 Organizational change: overcoming resistance to change, Lester Coch and John R.P. French; on the concept of a self-correcting organization, Martin Landau; evolution and revolution - a quantum view of structural change in organizations, Danny Miller. Volume 2: Organizational culture; organizational strategy; organizational stress; organizational structure; organizational theory; organizational trust; person organization fit; socio-tech system. (Part contents).
