Uncertainty and strategic decision making:
The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapple...
Gespeichert in:
| Weitere Verfasser: | , , |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley, U.K.
Emerald Group Publishing Limited
2016
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| Schriftenreihe: | New horizons in managerial and organizational cognition
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| Schlagworte: | |
| Online-Zugang: | DE-634 DE-1043 DE-M347 DE-523 DE-91 DE-473 DE-19 DE-355 DE-703 DE-20 DE-706 DE-824 DE-29 DE-739 Volltext |
| Zusammenfassung: | The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapples with dynamic contexts as the new normal. In that trend the field has seen a broad movement in research interests in corporate and competitive strategies towards an emphasis on the managers strategic role. Through this shift, strategy has moved from a concept of something organizations have towards something that managers do. This has happened while traditional boundaries of industries have become permeable and even melted away. Managers tasked with doing strategy have lost not just the certainty of a goal-oriented future, but also the certainty of understanding their current position. Decision-making tools have now moved from answer generators to scenario builders. When decisions can rely less on evidence and certainty, it is managers that take up the slack and fill the void. This book focuses on the challenge of making strategic decisions in conditions of uncertainty |
| Beschreibung: | 1 Online-Ressource (248 Seiten) |
| ISBN: | 9781786351692 |
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| 505 | 8 | |a Foreword -- Introducing new horizons in managerial and organizational cognition -- A conversation on uncertainty in managerial and organizational cognition -- When shared frames become contested: environmental dynamism and capability (re)configuration as a trigger of organizational framing contests -- How recursive dialogue frames and reframes technological change -- The "how" of multiple leader sensegiving and strategic change -- A test of perceptual accuracy and overconfidence in a strategic issue context -- The complexity of simple rules in strategic decision making: toward an understanding of organizational heuristics -- Making space for intuition in decision-making: the case of project prioritization -- The effect of organizational performance feedback on team attention focus -- Public sector leaders as early detectors of crises: the role of mental models, expertise and development -- Author biographies -- Index | |
| 520 | 3 | |a The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapples with dynamic contexts as the new normal. In that trend the field has seen a broad movement in research interests in corporate and competitive strategies towards an emphasis on the managers strategic role. Through this shift, strategy has moved from a concept of something organizations have towards something that managers do. This has happened while traditional boundaries of industries have become permeable and even melted away. Managers tasked with doing strategy have lost not just the certainty of a goal-oriented future, but also the certainty of understanding their current position. Decision-making tools have now moved from answer generators to scenario builders. When decisions can rely less on evidence and certainty, it is managers that take up the slack and fill the void. This book focuses on the challenge of making strategic decisions in conditions of uncertainty | |
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| contents | Foreword -- Introducing new horizons in managerial and organizational cognition -- A conversation on uncertainty in managerial and organizational cognition -- When shared frames become contested: environmental dynamism and capability (re)configuration as a trigger of organizational framing contests -- How recursive dialogue frames and reframes technological change -- The "how" of multiple leader sensegiving and strategic change -- A test of perceptual accuracy and overconfidence in a strategic issue context -- The complexity of simple rules in strategic decision making: toward an understanding of organizational heuristics -- Making space for intuition in decision-making: the case of project prioritization -- The effect of organizational performance feedback on team attention focus -- Public sector leaders as early detectors of crises: the role of mental models, expertise and development -- Author biographies -- Index |
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| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:39:05Z |
| indexdate | 2024-08-02T00:19:25Z |
| institution | BVB |
| isbn | 9781786351692 |
| language | English |
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| series2 | New horizons in managerial and organizational cognition |
| spelling | Uncertainty and strategic decision making edited by Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff Bingley, U.K. Emerald Group Publishing Limited 2016 2016 1 Online-Ressource (248 Seiten) txt rdacontent c rdamedia cr rdacarrier New horizons in managerial and organizational cognition Foreword -- Introducing new horizons in managerial and organizational cognition -- A conversation on uncertainty in managerial and organizational cognition -- When shared frames become contested: environmental dynamism and capability (re)configuration as a trigger of organizational framing contests -- How recursive dialogue frames and reframes technological change -- The "how" of multiple leader sensegiving and strategic change -- A test of perceptual accuracy and overconfidence in a strategic issue context -- The complexity of simple rules in strategic decision making: toward an understanding of organizational heuristics -- Making space for intuition in decision-making: the case of project prioritization -- The effect of organizational performance feedback on team attention focus -- Public sector leaders as early detectors of crises: the role of mental models, expertise and development -- Author biographies -- Index The study of management and organization has transitioned from approaches to deal with steady state management, to approaches that can cope with unknown or unknowable futures. The strategy field has has moved from business policy, through strategic planning, onto strategic management and now grapples with dynamic contexts as the new normal. In that trend the field has seen a broad movement in research interests in corporate and competitive strategies towards an emphasis on the managers strategic role. Through this shift, strategy has moved from a concept of something organizations have towards something that managers do. This has happened while traditional boundaries of industries have become permeable and even melted away. Managers tasked with doing strategy have lost not just the certainty of a goal-oriented future, but also the certainty of understanding their current position. Decision-making tools have now moved from answer generators to scenario builders. When decisions can rely less on evidence and certainty, it is managers that take up the slack and fill the void. This book focuses on the challenge of making strategic decisions in conditions of uncertainty Business & Economics Strategic Planning Business strategy Decision making Risk management Strategic planning Galavan, Robert J. edt Huff, Anne Sigismund edt Sund, Kristian J. 1975- edt https://www.emerald.com/insight/publication/doi/10.1108/S2397-52102016 Verlag URL des Erstveröffentlichers Volltext |
| spellingShingle | Uncertainty and strategic decision making Foreword -- Introducing new horizons in managerial and organizational cognition -- A conversation on uncertainty in managerial and organizational cognition -- When shared frames become contested: environmental dynamism and capability (re)configuration as a trigger of organizational framing contests -- How recursive dialogue frames and reframes technological change -- The "how" of multiple leader sensegiving and strategic change -- A test of perceptual accuracy and overconfidence in a strategic issue context -- The complexity of simple rules in strategic decision making: toward an understanding of organizational heuristics -- Making space for intuition in decision-making: the case of project prioritization -- The effect of organizational performance feedback on team attention focus -- Public sector leaders as early detectors of crises: the role of mental models, expertise and development -- Author biographies -- Index Business & Economics Strategic Planning Business strategy Decision making Risk management Strategic planning |
| title | Uncertainty and strategic decision making |
| title_auth | Uncertainty and strategic decision making |
| title_exact_search | Uncertainty and strategic decision making |
| title_exact_search_txtP | Uncertainty and strategic decision making |
| title_full | Uncertainty and strategic decision making edited by Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff |
| title_fullStr | Uncertainty and strategic decision making edited by Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff |
| title_full_unstemmed | Uncertainty and strategic decision making edited by Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff |
| title_short | Uncertainty and strategic decision making |
| title_sort | uncertainty and strategic decision making |
| topic | Business & Economics Strategic Planning Business strategy Decision making Risk management Strategic planning |
| topic_facet | Business & Economics Business strategy Decision making Risk management Strategic planning |
| url | https://www.emerald.com/insight/publication/doi/10.1108/S2397-52102016 |
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