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003			UtOrBLW
005			20210303085018.0
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007			cr cn|||||||||
008			170327t20162016enk ob 000 0 eng d
020			_a9781786351692 (e-book)
040			_aUtOrBLW _beng _erda _cUtOrBLW
050		4	_aHD30.23 _b.U53 2016
072		7	_aKJC _2bicssc
072		7	_aBUS063000 _2bisacsh
082	0	4	_a658.403 _223
245	0	0	_aUncertainty and strategic decision making / _cedited by Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff.
264		1	_bEmerald Group Publishing Limited,
300			_a1 online resource (248 pages).
490	0		_aNew horizons in managerial and organizational cognition, _x2397-5210
505	0		_aForeword -- 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			_aThe 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.
504			_aIncludes bibliographical references.
588	0		_aPrint version record
650		7	_aBusiness & Economics _xStrategic Planning. _2bisacsh
650		7	_aBusiness strategy. _2bicssc
650		0	_aDecision making.
650		0	_aRisk management.
650		0	_aStrategic planning.
700	1		_aSund, Kristian J., _d1975- _eeditor.
700	1		_aGalavan, Robert J., _eeditor.
700	1		_aHuff, Anne Sigismund, _eeditor.
776	1		_z9781786351708
856	4	0	_uhttps://www.emerald.com/insight/publication/doi/10.1108/S2397-52102016
999			_c30475 _d30475