Uncertainty in strategic decision making: analysis, categorization, causation and resolution
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Palgrave Macmillan
[2024]
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xxi, 458 Seiten Illustrationen |
| ISBN: | 9783031485527 |
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| 650 | 4 | |a Organization | |
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Entrepreneurship | |
| 650 | 4 | |a New business enterprises | |
| 650 | 4 | |a Management | |
| 650 | 4 | |a Industrial organization | |
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Datensatz im Suchindex
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Contents Overview of This Book on Strategic Decision-Making Under Uncertainty H7jv This Book on Uncertainty? Notable Takes on Uncertainty Further Preliminaries More Notable Takes on Uncertainty Uncertainty as Good or Bad or Both? Examples of the Bads of Uncertainty Examples of the Goods of Uncertainty Effective Management of Uncertainty Our Perspective (Business-Based, Applying Western/ Democratic Values) Delineation from Risk (and Probability) Hen ce, Non -Ma them a tica In ess The Heterogeneity of Uncertainty Decision-Making and Knowns Creating the Decision-Making Model Complications Big Questions Philosophy of Science Goals Resistance (.Is Eventually Eutile) Why Vds Book Now ' Plan of Analysis References 1 1 5 6 8 9 10 10 11 11 13 14 14 15 15 16 18 20 22 23 25 25 28 ix
X 2 CONTENTS Confusion over Uncertainty tn Decision-Making H7/v Claritv Is Important ИТ/лг Confusion Exists What Ternis Are Confused Sources of Confusion How to Unconfuse References 3 Definitions of Uncertainty (for Decision-Making) ИВу Definitional Precision Is Impartant Classic Definitions Uncertainty as the Inability to Assign Probabilities Uncertainty as Unknown Canscand-Effect Relationships Uncertainty-as- Unpredictability KnighCs Definition of Uncertainty Ellsbertfs Definition of Ambipuity Alternative Definitions of Uncertainty Uncertainty as Unknowability Uncertainty as Norcity Uncertainty as Non-Optimizabilitr Uncertainty as Doubt Contrasts to full Information Die Amount of Uncertainty Question The Epistemological Question References 4 Sources of Uncertainty (in Decision-Making) Why the Causes of Uncertainties arc Important Reminder—Flow a Cause's Symptoms Can Manifest in a Decision to Make it Non-Qptimizaldc Sources of Uncertainty Related to the Problem Itself Sources in the Problem Characteristics Novelty/Uniqucness Complexity of Phenomena Non-linear Dynamic Systems and Chaos Ill-Defined Problems Relationships with Time Other (Pointed) Issues Sources in the Problem 's External Context (Exogenous to the Decision-Maker) 33 34 35 35 37 3s 40 43 44 44 45 46 46 47 48 48 49 ^ 50 50 50 51 52 54 59 60 60 62 63 63 63 64 65 65 (^ 66
CONTENTS New Technology The Inherent Randomness of Nature Luck [as Randomness for Humans] Inconsistent (Often Rivalrous) External Human Behaviors Dynamic Aspects of Inconsistent External Human Behaviors (as Unpredictable Reactions) Conflicting External Reports Sources in the Problem’s Internal Context (Endogenous to the Decision-Maker) Change and Its Consequences (Inside) Communications Issues Personal Artefacts and Choices Biases and Errors in Statistical Analysis Blissful Ignorance and Dangerous Implicit Assumptions Limits of Analysis General Limits to Problem Analysis Laws and Regulations Measurement Error Computational Limits over Current Facts Mathematical Limits System-atic Errors Incomplete Modeling Empirical Non-Verifiability Organizational Limits to Problem Analysis Lack of Investigatory Time Lack of Other Investigatory Resources Human Limits Lack of Control Individual Limits to Problem Analysis Lack of Expertise Epistemic Issues/Decision-Maker Weakness References 5 Span of Effects of Uncertainty (in Decision-Making) The Impacts of Uncertainty Impacts on Entities On Survival On Feelings xi 66 67 67 68 69 70 71 71 71 72 72 73 73 74 74 75 75 76 76 77 78 79 79 79 79 80 80 80 81 83 89 89 90 90 91
xii CONTENTS Ow Challenges On Organization On Compensation for Experiencing Uncertainty On Rational Behaviors and Choices Impacts on Entity Reactions On Behaviors to Reduce or Accept Uncertainty On Behaviors to Explore or Exploit Uncertainty Impacts on Understanding Impacts on Theorizing Impacts on Lab Studies Impacts on Communications and Measures References 92 95 97 98 100 100 1 03 105 1 06 108 108 1 11 6 Negative Effects of Uncertainty (on Decision-Making) Costly Uncertainties Negative Effects of Uncertainty Drivers of Negative Effects Contexts for Negative Effects Dealing with Negative Effects References 1 15 1 15 1 17 120 120 121 124 7 Positive Effects of Uncertainty (on Decision-Making) The Existential Positive Effects of Uncertainty Uncertainty as a Signal of Potential Rewards Conceptual Benefits from Uncertainty Real Benefits from Uncertainty Conditions for Benefits Who Benefits References 127 I 27 129 1 30 131 132 133 135 8 Optimal Uncertainty (in Decision-Making) Why a Goldilocksian ‘Amount’ of Uncertainty Can Exist At What Level of Analysis? For What Ends? How to Generate It References 137 138 1 39 139 141 142 9 Measures of Uncertainty (in Decision-Making) He Importance of Measuring Uncertainty and Its Characteristics Approaches to Measurement 145 146 143
CONTENTS 10 Practical Measures Conceptual Measures Immeasurability References 148 151 152 154 Multi-Dimensionality of Uncertainty 155 156 157 159 162 164 Why Uncertainty Is Multi-Dimensional Which Dimensions? Bases for These Dimensions Dealing with Multi-Dimensionality References 11 Uncertainty’s Connections to Entrepreneurship Why Uncertainty Connects to Entrepreneurship Which Uncertainties and Activities? Drivers of the Entrepreneurship Connection The Context of the Entrepreneurship Connection Managing the Entrepreneurship Connection References 12 Uncertainty’s Connections to Strategy Why Uncertainty Connects to Strategy Uncertainty and Theories of the Firm (and of Firm Rents) ' Top Management’s Focus on Uncertainty Uncertainty and Contracting Deeper into Uncertainty Drivers of the Strategy Connection The Context of the Strategy Connection Uncertainties and Activities Managing the Strategy Connection References 13 xiü Uncertainty’s Connections to Creativity, Art, and Music Connecting Uncertainty to Creativity Connecting Uncertainty to Art and Music Why the Connections Exist Philosophical Questions Raised References 167 167 170 171 172 173 176 179 179 181 182 183 184 184 185 186 187 188 193 194 196 197 199 200
xiv CONTENTS 14 Uncertainty’s Connections to Spirituality/Religion Connecting Uncertainty to Spirituality and Religion Connecting Spirituality to Decision-Making under Uncertainty Importance of Uncertainty in Religion Drivers of Uncertainty in Religion Offering Some Balance References 15 Uncertainty’s Connections to Curiosity, Neurobiology, and Evolution Connecting Uncertaintyto Curiosity Connecting Uncertaintyto Nciirobiology Connecting Uncertaintyto Cognition Connecting Uncertaintyto Evolution Drivers of the Connections Philosophical Implications References 16 17 203 204 206 206 208 208 211 213 213 21? 217 220 224 22? 211 Past Failures to Engage with Uncertainty 231 Identifying the Failures to Engage Drivers of the Failures Why Probability-Based Approaches Fail How That Failure Extends to Subjective Expected Utility Alternatives References 236 240 242 243 244 A New Typology of Uncertainty (for Decision-Making) Introduction to a New Typology Reminders About the Main Assumption and Definition The Plan for Titis Chapter Past Uncertainty Types and Labels Incomplete Information Knightian Uncertainty Ellsbergian Ambiguity Ignorance Aleatory Uncertainty Unknown Unknowns Equivocality Vagueness 247 248 240 250 250 251 252 254 256 257 258 260 260 2S2
CONTENTS Epistemic Uncertainty Other Potential Types The New Primary Typology Cleaning Up the Minor Issues Involved The Relevant Secondary Typology Step One—Assessing the Background Facts State Uncertainty/ Uncertainty about the Present Reality Uncertainty about the Past Step Two—Understanding the Goals Step Three—Identifying the Stakeholders Step Four—Recognizing All Possible Relevant Options/ Choices Step Five—Identifying All Possible Outcomes (Relevant to the Choices) Step Six—Calculating the (Monetary) Payoffs of the Outcomes Step Seven—Considering the Ethics and Values of the Outcomes [separated from Goals] Step Eight—Calculating the (Overall) Worth of the Outcomes [Utilities] Step Nine—Assigning Probabilities to the Uncontrollable Outcome-Affecting Events Step Ten—Including Any Timing Issues Involved in the Process Step Eleven—Applying the Relevant Constraints A Line of Demarcation in the Decision-Making Process Step Twelve—Identifying the Dynamic Links in the Extended Process Step Thirteen—Assessing the Dynamics of Competition Unknown Effects on Rival Targets Unknown Responses of Targets Unknown Target Intensions Unknown Target Decision Constraints A Tertiary Typology Dimensions of Specifying What Is Uncertain Dimensions of Specifying Why the Uncertainty Exists Dimensions of Specifying Where the Uncertainty Exists Revisiting a Selection of Uncertainty Sources to Highlight the Separation from Types XV 261 263 263 266 268 268 269 270 270 271 271 272 273 274 275 273 276 276 277 277 278 278 279 279 280 281 282 287 287 288
CONTENTS Measurement Uncertainty Model Uncertainty Environmental Uncertainty Endogenous Uncertainty and Knowable Unknowns Supplement on Knightian Uncertainty Issues Knight’s Model as a Dcory of Rents The Three Dangers of the Knightian Model The Premise Danger Use Implication Danger Die Definition Danger Discussion References 18 Best Treatments and Approaches to Uncertainty Types (in Decision-Making) Introduction to Uncertainty Treatment Part One—Treating the Treatable Uncertainties Bucket One—Uncovering Unknowns ria Discovery, Scare!’, and Monitoring Bucket Two—Uncovering Unknowns ria Experimentation, Experience, Analysis, and Modeling Experimentation Sensemaking and Modeling Experience and Alertness Inference from Big Data Other Active Learning Approaches Bucket Dree—Uncovering Unknowns via Influencing the Outcome Dirough Social Construction and Preemption Bucket Pour—Uncovering Unknowns ria Scenarios and Simulations Bucket live—Uncovering Unknowns via Adapting to Outcomes Drough Flexibility, Options and Robustness Bucket Six—Uncovering Unknowns ria Sharing the Burden with Cooperation and Insurance, or Dirough Diversification Part Two—Addressing the Untreatable Uncertainties (the Unknown-and-Unknowables) A Shift in Mentality De Four Approaches 288 288 289 289 29] 292 293 293 296 298 300 302 313 314 317 319 ;1э ^1 ^ 324 326 '27 328 329 ; ς· 338 339 339
CONTENTS Bucket А-One—Addressing the Untreatable by Bearing the Irreducible Uncertainty Bucket A-Two—Addressing the Untreatable by Changing the Goal Heuristics in General Conditions for Heuristic Use Dangers of Heuristics Types and Examples of Heuristics Acting cAs If the Unknown Is Known Acting on the Knowns Alone Altering the Knowns to Reduce Harms Modeling What Is Known Applying Information-Gap Theory Bucket A-Two-Plus—Addressing the Untreatable bv Changing the Goal to a Relative One Bucket A-Three—Addressing the Untreatable by Changing the Eocal Entity Playing No-Regrets, Conservative Moves following Available Standard Procedures and Norms Expressing Dissatisfaction or Doubt Ignoring, Suppressing, or Denying the Uncertainty Trying to Delay the Decision or Action Avoiding the Uncertainty Bucket A-Four—Addressing the Untreatable by Altering the Game Part Three—Processing Issues in Decision Uncertainty Treatment/Approach Use Awareness of Uncertainties Prioritization Context Matters—Big and Small The Costs of Addressing Uncertainties Combining Approaches Ou the Offense—Creating Uncertainties References 19 Conclusions of the Analysis of Uncertainty (as Everything) Summary Implications xvii 341 343 343 344 346 346 349 352 352 352 353 353 354 355 355 356 356 356 357 357 359 360 361 361 364 365 366 368 381 382 382
xviii CONTENTS Philosophical and Scientific Issues Future Work (Almost) Final Thoughts References 20 Supplement on the Impact of Artificial Intelligence on Uncertainty Why Phis Supplement (Now)' Summary of Al’s Impacts on Uncertainties The Relevant Impact of AI Itself AI the Good AI the Bad The Uncertainties in the AI Box Mitigating Those (Treatable) Internal AI Uncertainties Estimating Those Uncertainties in AI Main Implications Wrapping IT Up—the Real and theF.ai.k References 3X3 388 389 391 393 394 395 397 398 398 400 401 402 403 405 407 Uncertainty Literature 409 Index 447 |
| adam_txt |
Contents Overview of This Book on Strategic Decision-Making Under Uncertainty H7jv This Book on Uncertainty? Notable Takes on Uncertainty Further Preliminaries More Notable Takes on Uncertainty Uncertainty as Good or Bad or Both? Examples of the Bads of Uncertainty Examples of the Goods of Uncertainty Effective Management of Uncertainty Our Perspective (Business-Based, Applying Western/ Democratic Values) Delineation from Risk (and Probability) Hen ce, Non -Ma them a tica In ess The Heterogeneity of Uncertainty Decision-Making and Knowns Creating the Decision-Making Model Complications Big Questions Philosophy of Science Goals Resistance (.Is Eventually Eutile) Why Vds Book Now ' Plan of Analysis References 1 1 5 6 8 9 10 10 11 11 13 14 14 15 15 16 18 20 22 23 25 25 28 ix
X 2 CONTENTS Confusion over Uncertainty tn Decision-Making H7/v Claritv Is Important ИТ/лг Confusion Exists What Ternis Are Confused Sources of Confusion How to Unconfuse References 3 Definitions of Uncertainty (for Decision-Making) ИВу Definitional Precision Is Impartant Classic Definitions Uncertainty as the Inability to Assign Probabilities Uncertainty as Unknown Canscand-Effect Relationships Uncertainty-as- Unpredictability KnighCs Definition of Uncertainty Ellsbertfs Definition of Ambipuity Alternative Definitions of Uncertainty Uncertainty as Unknowability Uncertainty as Norcity Uncertainty as Non-Optimizabilitr Uncertainty as Doubt Contrasts to full Information Die Amount of Uncertainty Question The Epistemological Question References 4 Sources of Uncertainty (in Decision-Making) Why the Causes of Uncertainties arc Important Reminder—Flow a Cause's Symptoms Can Manifest in a Decision to Make it Non-Qptimizaldc Sources of Uncertainty Related to the Problem Itself Sources in the Problem Characteristics Novelty/Uniqucness Complexity of Phenomena Non-linear Dynamic Systems and Chaos Ill-Defined Problems Relationships with Time Other (Pointed) Issues Sources in the Problem 's External Context (Exogenous to the Decision-Maker) 33 34 35 35 37 3s 40 43 44 44 45 46 46 47 48 48 49 ^ 50 50 50 51 52 54 59 60 60 62 63 63 63 64 65 65 (^ 66
CONTENTS New Technology The Inherent Randomness of Nature Luck [as Randomness for Humans] Inconsistent (Often Rivalrous) External Human Behaviors Dynamic Aspects of Inconsistent External Human Behaviors (as Unpredictable Reactions) Conflicting External Reports Sources in the Problem’s Internal Context (Endogenous to the Decision-Maker) Change and Its Consequences (Inside) Communications Issues Personal Artefacts and Choices Biases and Errors in Statistical Analysis Blissful Ignorance and Dangerous Implicit Assumptions Limits of Analysis General Limits to Problem Analysis Laws and Regulations Measurement Error Computational Limits over Current Facts Mathematical Limits System-atic Errors Incomplete Modeling Empirical Non-Verifiability Organizational Limits to Problem Analysis Lack of Investigatory Time Lack of Other Investigatory Resources Human Limits Lack of Control Individual Limits to Problem Analysis Lack of Expertise Epistemic Issues/Decision-Maker Weakness References 5 Span of Effects of Uncertainty (in Decision-Making) The Impacts of Uncertainty Impacts on Entities On Survival On Feelings xi 66 67 67 68 69 70 71 71 71 72 72 73 73 74 74 75 75 76 76 77 78 79 79 79 79 80 80 80 81 83 89 89 90 90 91
xii CONTENTS Ow Challenges On Organization On Compensation for Experiencing Uncertainty On Rational Behaviors and Choices Impacts on Entity Reactions On Behaviors to Reduce or Accept Uncertainty On Behaviors to Explore or Exploit Uncertainty Impacts on Understanding Impacts on Theorizing Impacts on Lab Studies Impacts on Communications and Measures References 92 95 97 98 100 100 1 03 105 1 06 108 108 1 11 6 Negative Effects of Uncertainty (on Decision-Making) Costly Uncertainties Negative Effects of Uncertainty Drivers of Negative Effects Contexts for Negative Effects Dealing with Negative Effects References 1 15 1 15 1 17 120 120 121 124 7 Positive Effects of Uncertainty (on Decision-Making) The Existential Positive Effects of Uncertainty Uncertainty as a Signal of Potential Rewards Conceptual Benefits from Uncertainty Real Benefits from Uncertainty Conditions for Benefits Who Benefits References 127 I 27 129 1 30 131 132 133 135 8 Optimal Uncertainty (in Decision-Making) Why a Goldilocksian ‘Amount’ of Uncertainty Can Exist At What Level of Analysis? For What Ends? How to Generate It References 137 138 1 39 139 141 142 9 Measures of Uncertainty (in Decision-Making) He Importance of Measuring Uncertainty and Its Characteristics Approaches to Measurement 145 146 143
CONTENTS 10 Practical Measures Conceptual Measures Immeasurability References 148 151 152 154 Multi-Dimensionality of Uncertainty 155 156 157 159 162 164 Why Uncertainty Is Multi-Dimensional Which Dimensions? Bases for These Dimensions Dealing with Multi-Dimensionality References 11 Uncertainty’s Connections to Entrepreneurship Why Uncertainty Connects to Entrepreneurship Which Uncertainties and Activities? Drivers of the Entrepreneurship Connection The Context of the Entrepreneurship Connection Managing the Entrepreneurship Connection References 12 Uncertainty’s Connections to Strategy Why Uncertainty Connects to Strategy Uncertainty and Theories of the Firm (and of Firm Rents) ' Top Management’s Focus on Uncertainty Uncertainty and Contracting Deeper into Uncertainty Drivers of the Strategy Connection The Context of the Strategy Connection Uncertainties and Activities Managing the Strategy Connection References 13 xiü Uncertainty’s Connections to Creativity, Art, and Music Connecting Uncertainty to Creativity Connecting Uncertainty to Art and Music Why the Connections Exist Philosophical Questions Raised References 167 167 170 171 172 173 176 179 179 181 182 183 184 184 185 186 187 188 193 194 196 197 199 200
xiv CONTENTS 14 Uncertainty’s Connections to Spirituality/Religion Connecting Uncertainty to Spirituality and Religion Connecting Spirituality to Decision-Making under Uncertainty Importance of Uncertainty in Religion Drivers of Uncertainty in Religion Offering Some Balance References 15 Uncertainty’s Connections to Curiosity, Neurobiology, and Evolution Connecting Uncertaintyto Curiosity Connecting Uncertaintyto Nciirobiology Connecting Uncertaintyto Cognition Connecting Uncertaintyto Evolution Drivers of the Connections Philosophical Implications References 16 17 203 204 206 206 208 208 211 213 213 21? 217 220 224 22? 211 Past Failures to Engage with Uncertainty 231 Identifying the Failures to Engage Drivers of the Failures Why Probability-Based Approaches Fail How That Failure Extends to Subjective Expected Utility Alternatives References 236 240 242 243 244 A New Typology of Uncertainty (for Decision-Making) Introduction to a New Typology Reminders About the Main Assumption and Definition The Plan for Titis Chapter Past Uncertainty Types and Labels Incomplete Information Knightian Uncertainty Ellsbergian Ambiguity Ignorance Aleatory Uncertainty Unknown Unknowns Equivocality Vagueness 247 248 240 250 250 251 252 254 256 257 258 260 260 2S2
CONTENTS Epistemic Uncertainty Other Potential Types The New Primary Typology Cleaning Up the Minor Issues Involved The Relevant Secondary Typology Step One—Assessing the Background Facts State Uncertainty/ Uncertainty about the Present Reality Uncertainty about the Past Step Two—Understanding the Goals Step Three—Identifying the Stakeholders Step Four—Recognizing All Possible Relevant Options/ Choices Step Five—Identifying All Possible Outcomes (Relevant to the Choices) Step Six—Calculating the (Monetary) Payoffs of the Outcomes Step Seven—Considering the Ethics and Values of the Outcomes [separated from Goals] Step Eight—Calculating the (Overall) Worth of the Outcomes [Utilities] Step Nine—Assigning Probabilities to the Uncontrollable Outcome-Affecting Events Step Ten—Including Any Timing Issues Involved in the Process Step Eleven—Applying the Relevant Constraints A Line of Demarcation in the Decision-Making Process Step Twelve—Identifying the Dynamic Links in the Extended Process Step Thirteen—Assessing the Dynamics of Competition Unknown Effects on Rival Targets Unknown Responses of Targets Unknown Target Intensions Unknown Target Decision Constraints A Tertiary Typology Dimensions of Specifying What Is Uncertain Dimensions of Specifying Why the Uncertainty Exists Dimensions of Specifying Where the Uncertainty Exists Revisiting a Selection of Uncertainty Sources to Highlight the Separation from Types XV 261 263 263 266 268 268 269 270 270 271 271 272 273 274 275 273 276 276 277 277 278 278 279 279 280 281 282 287 287 288
CONTENTS Measurement Uncertainty Model Uncertainty Environmental Uncertainty Endogenous Uncertainty and Knowable Unknowns Supplement on Knightian Uncertainty Issues Knight’s Model as a Dcory of Rents The Three Dangers of the Knightian Model The Premise Danger Use Implication Danger Die Definition Danger Discussion References 18 Best Treatments and Approaches to Uncertainty Types (in Decision-Making) Introduction to Uncertainty Treatment Part One—Treating the Treatable Uncertainties Bucket One—Uncovering Unknowns ria Discovery, Scare!’, and Monitoring Bucket Two—Uncovering Unknowns ria Experimentation, Experience, Analysis, and Modeling Experimentation Sensemaking and Modeling Experience and Alertness Inference from Big Data Other Active Learning Approaches Bucket Dree—Uncovering Unknowns via Influencing the Outcome Dirough Social Construction and Preemption Bucket Pour—Uncovering Unknowns ria Scenarios and Simulations Bucket live—Uncovering Unknowns via Adapting to Outcomes Drough Flexibility, Options and Robustness Bucket Six—Uncovering Unknowns ria Sharing the Burden with Cooperation and Insurance, or Dirough Diversification Part Two—Addressing the Untreatable Uncertainties (the Unknown-and-Unknowables) A Shift in Mentality De Four Approaches 288 288 289 289 29] 292 293 293 296 298 300 302 313 314 317 319 ;1э ^1 ^ 324 326 '27 328 329 ; ς· 338 339 339
CONTENTS Bucket А-One—Addressing the Untreatable by Bearing the Irreducible Uncertainty Bucket A-Two—Addressing the Untreatable by Changing the Goal Heuristics in General Conditions for Heuristic Use Dangers of Heuristics Types and Examples of Heuristics Acting cAs If the Unknown Is Known Acting on the Knowns Alone Altering the Knowns to Reduce Harms Modeling What Is Known Applying Information-Gap Theory Bucket A-Two-Plus—Addressing the Untreatable bv Changing the Goal to a Relative One Bucket A-Three—Addressing the Untreatable by Changing the Eocal Entity Playing No-Regrets, Conservative Moves following Available Standard Procedures and Norms Expressing Dissatisfaction or Doubt Ignoring, Suppressing, or Denying the Uncertainty Trying to Delay the Decision or Action Avoiding the Uncertainty Bucket A-Four—Addressing the Untreatable by Altering the Game Part Three—Processing Issues in Decision Uncertainty Treatment/Approach Use Awareness of Uncertainties Prioritization Context Matters—Big and Small The Costs of Addressing Uncertainties Combining Approaches Ou the Offense—Creating Uncertainties References 19 Conclusions of the Analysis of Uncertainty (as Everything) Summary Implications xvii 341 343 343 344 346 346 349 352 352 352 353 353 354 355 355 356 356 356 357 357 359 360 361 361 364 365 366 368 381 382 382
xviii CONTENTS Philosophical and Scientific Issues Future Work (Almost) Final Thoughts References 20 Supplement on the Impact of Artificial Intelligence on Uncertainty Why Phis Supplement (Now)' Summary of Al’s Impacts on Uncertainties The Relevant Impact of AI Itself AI the Good AI the Bad The Uncertainties in the AI Box Mitigating Those (Treatable) Internal AI Uncertainties Estimating Those Uncertainties in AI Main Implications Wrapping IT Up—the Real and theF.ai.k References 3X3 388 389 391 393 394 395 397 398 398 400 401 402 403 405 407 Uncertainty Literature 409 Index 447 |
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| id | DE-604.BV049567357 |
| illustrated | Illustrated |
| index_date | 2024-07-03T23:29:46Z |
| indexdate | 2025-01-28T09:02:53Z |
| institution | BVB |
| isbn | 9783031485527 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034912632 |
| oclc_num | 1429560434 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-11 DE-N2 |
| owner_facet | DE-355 DE-BY-UBR DE-11 DE-N2 |
| physical | xxi, 458 Seiten Illustrationen |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Palgrave Macmillan |
| record_format | marc |
| spelling | Arend, Richard J. Verfasser (DE-588)1319029426 aut Uncertainty in strategic decision making analysis, categorization, causation and resolution Richard J. Arend Cham Palgrave Macmillan [2024] xxi, 458 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Business Strategy and Leadership Entrepreneurship Management Organization Strategic planning Leadership New business enterprises Industrial organization Erscheint auch als Online-Ausgabe 978-3-031-48553-4 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034912632&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Arend, Richard J. Uncertainty in strategic decision making analysis, categorization, causation and resolution Business Strategy and Leadership Entrepreneurship Management Organization Strategic planning Leadership New business enterprises Industrial organization |
| title | Uncertainty in strategic decision making analysis, categorization, causation and resolution |
| title_auth | Uncertainty in strategic decision making analysis, categorization, causation and resolution |
| title_exact_search | Uncertainty in strategic decision making analysis, categorization, causation and resolution |
| title_exact_search_txtP | Uncertainty in strategic decision making analysis, categorization, causation and resolution |
| title_full | Uncertainty in strategic decision making analysis, categorization, causation and resolution Richard J. Arend |
| title_fullStr | Uncertainty in strategic decision making analysis, categorization, causation and resolution Richard J. Arend |
| title_full_unstemmed | Uncertainty in strategic decision making analysis, categorization, causation and resolution Richard J. Arend |
| title_short | Uncertainty in strategic decision making |
| title_sort | uncertainty in strategic decision making analysis categorization causation and resolution |
| title_sub | analysis, categorization, causation and resolution |
| topic | Business Strategy and Leadership Entrepreneurship Management Organization Strategic planning Leadership New business enterprises Industrial organization |
| topic_facet | Business Strategy and Leadership Entrepreneurship Management Organization Strategic planning Leadership New business enterprises Industrial organization |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034912632&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT arendrichardj uncertaintyinstrategicdecisionmakinganalysiscategorizationcausationandresolution |