George P. Huber


George P. Huber
George P. Huber is theCharles and Elizabeth Prothro Regents Chair Emeritus in Business Administration at the University of Texas – Austin. He is a Fellow of the Academy of Management and of the Decision Sciences Institute. Dr. Huber became a Charter Member of the Academy of Management Journals Hall of Fame in 2000 and received the MOC Scholar Award of the Managerial and Organizational Cognition Division of the Academy of Management in 2005.
Upon completing his Ph. D. in Industrial Engineering from Purdue University (1965), Dr. Huber joined the faculty of Mechanical Engineering at the University of Wisconsin. There he was instrumental in the creation of the Department of Industrial Engineering (1968). In 1968 he was tenured in that department and in the School of Business’. Department of Management and Human Resources. During the 1969-70 academic year Professor Huber was a full-time consultant for the U.S. Department of Labor, assisting in the design and implementation of a computer-aided job-candidate placement system. During the 1982-83 academic years he was a full-time consultant for Execucom Systems Corporation, assisting in the design of a group decision support system. In 1983 Professor Huber joined the Management Department at the University of Texas – Austin. There he served as Associate Dean for Research in the Graduate School of Business, an administrative position he had also held at the University of Wisconsin. Professor Huber retired in 2008 but maintains an active research program focused on decision making at the managerial, group, and organizational levels of analysis.
Recent Research
During his career, Dr. Huber’s scholarship contributed new insights and findings to the fields of organizational learning, organization theory and design, and decision making at all levels of analysis. He believes his recent article, “Cross Understanding: Implications for Group Cognition and Performance,” in the Academy of Management Review (January 2010), may become his most impactful publication. In this work, Dr. Huber and his coauthor introduce to the field of group and team cognition an entirely new construct having important theoretical and practical implications for group decision making, learning, and performance. This construct, cross understanding, refers to the extent to which group members have an accurate understanding of one another’s mental models. Cross understanding encompasses the construct of shared mental models, complements and identifies limitations of transactive memory systems, contributes to the operationalization of the perspective taking concept, and explains anomalies and inconsistencies in the research literature. Cross understanding also contributes to the practice of management in that its use can help managers to diagnose low performance in decision making and design groups and to more effectively design and staff such problem-solving groups.
In parallel with writing the cross understanding article, Dr. Huber contributed “Organizations: Theory, Design, and Futures” to the American Psychological Association’s Handbook of Industrial and Organizational Psychology, forthcoming in 2010. Although necessarily tutorial in nature, the chapter also contains ideas that are not yet widely accepted in the current literature but that the author believes foretell future developments in the organization theory, design, and performance literatures.
Research Paths
From 1969 through 1977, Dr. Huber’s research contributed primarily to the micro organization science literatures in individual/managerial and group cognition and decision making [including from 1981 through 1988 several highly cited articles dealing with the effects of information technology on these topics – see, for example  publications 10, 11, 12, 15, 17, and 18].
From 1977 through 2004, Dr. Huber contributed numerous pieces to the macro organization science literatures on organizational decision making, learning, and design. These contributions included a Management Science article (1984) that was awarded First Prize in the Second International Prize Competition for the Most Original New Contribution to the Field of Organizational Analysis and Design by The Institute of Management Sciences’ College on Organizations, a very highly cited Organization Science article (1991) defining the field of organizational learning, a coauthored article which was recognized as the Best Article of the Year in theAcademy of Management Journal for the year 1993, and a theory-based book – The Necessary Nature of Future Firm (Sage Publications, 2004) – which describes those attributes firms must possess if they are to survive in the future business environment.
Prompted by the interests of his doctoral students, from 1995 through 2001 Dr. Huber returned to research in managerial decision making and cognition, publishing several articles with his colleagues and students [see, for example, publications 5, 6 and 7]. Dr. Huber has also authored or coauthored a dozen articles and a book dealing with research methodology.
At the University of Wisconsin, Dr. Huber taught a variety of courses at the undergraduate], masters, and doctoral levels in the Industrial Engineering Department and in the Management and Human Resources Department. At the University of Texas he most frequently taught a doctoral seminar, Organizational Decision Making, and an EMBA course, Organization Change and Redesign.
In addition to serving long tenures on the editorial boards of several journals, Dr. Huber co-edited special issues of three journals (Management Science, 1986; Organization Science, 1990; British Journal of Management, 2008), and served as Department Editor for Management Science’s Department of Decision Support Systems (1984-87) and Department of Information Systems and Decision Support Systems (1987-89).  He was Program Chair for the 1979 TIMS-ORSA meeting and served on the TIMS Council (1984-1986). He served on four annual awards committees for the Academy of Management and on research panels for the Army Research Institute, the Department of Labor, and the National Science Foundation.
Twenty Publications
1.   Cross Understanding: Implications for Group Cognition and Performance, Academy of Management Review, 35(1). January 2010 (with K. Lewis).
2.   Organizations: Theory, Design, Futures, in Handbook of Industrial and Organizational Psychology, Zedeck, S. (ed.), American Psychological Association, forthcoming in 2010.
3.   The Necessary Nature of Future Firms: Attributes of Survivors in a Changing World. Sage Publications, 2004.
4.   Transfer of Knowledge in Knowledge Management Systems: Unexplored Issues and Suggested Studies, European Journal of Information Systems, 10(2), October 2001.
5.   Organizational Actions in Response to Threats and Opportunities, Academy of Management Journal, 44(5), October 2001 (with P. Chattopadhyay and W. Glick).
6.   Determinants of Executive Beliefs: Comparing Functional Conditioning and Social Influence, Strategic Management Journal, 20(8), August 1999 (with P. Chattopadhyay, W. Glick, and C, Miller).
7.   Functional Background as a Determinant of Executive's Selective Perception, Academy of Management Journal, 38(4), August 1995 (with M. Waller and W. Glick).
8.   Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories, Academy of Management Journal, 36(6), December 1993 (with D. Doty and W. Glick,). [Received Academy of Management Journal's Award for “Best Article in 1993”]
9.   Organizational Learning: The Contributing Processes and the Literatures, Organization Science, 2(1), March 1991.
10. A Theory of the Effects of Advanced Information Technologies on Organizational Design, Intelligence, and Decision Making, Academy of Management Review, 15 (1), January 1990.
11. Computer Support for Meetings of Groups Working on Unstructured Problems: A Field Experiment, Management Information Systems Quarterly, 12 (4), December 1988 (with S. Jarvenpaa and V. Rao).
12. Decision Support Systems for Ill-Structured Problems: An Empirical Study, Decision Sciences, 18 (3), Summer 1987 (with W. Cats-Baril).
13. The Decision Making Paradigm of Organizational Design, Management Science, 32 (5), May 1986 (with R. McDaniel).
14. Retrospective Reports of Strategic-Level Managers: Guidelines for Increasing Their Accuracy, Strategic Management Journal, 6 (2), April-June 1985 (with D. Power).
15. Issues in the Design of Group Decision Support Systems, Management Information Systems Quarterly, 8 (3), September 1984.
16. The Nature and Design of Post-Industrial Organizations, Management Science, 30 (8), August 1984. [Awarded First Prize in the TIMS College on Organization's Second Annual Prize Competition for the Most Original New Contribution to the Field of Organization Analysis and Design, 1983.]
17. Cognitive Style as a Basis for MIS and DSS Designs: Much Ado about Nothing? Management Science, 29 (5), May 1983.
18. The Nature of Organizational Decision Making and the Design of Decision Support Systems, Management Information Systems Quarterly, 5 (2), June 1981.
19. Methods for Quantifying Subjective Probabilities and Utilities, Decision Sciences, 5 (3), July 1974.
 20. Multi-Attribute Utility Models: A Review of Field and Field-Like Studies, Management Science, 20 (10), June 1974.
Search Alpha Iota Delta
Powered by
Sponsored Links
Strategic Partners
Follow us at: