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230120 ||| eng |
| 020 |
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|a 9781786351692
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| 050 |
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4 |
|a HD30.23
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| 100 |
1 |
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|a Sund, Kristian J.
|e [editor]
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| 245 |
0 |
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|a Uncertainty and strategic decision making
|h Elektronische Ressource
|c edited by Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff
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| 260 |
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|a Bingley, U.K.
|b Emerald Group Publishing Limited
|c 2016
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| 300 |
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|a 248 pages
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| 505 |
0 |
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|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
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| 505 |
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|a Includes bibliographical references
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| 653 |
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|a Risk management
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| 653 |
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|a Business & Economics / Strategic Planning / bisacsh
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| 653 |
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|a Strategic planning
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| 653 |
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|a Business strategy / bicssc
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| 653 |
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|a Decision making
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| 700 |
1 |
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|a Galavan, Robert J.
|e [editor]
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| 700 |
1 |
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|a Huff, Anne Sigismund
|e [editor]
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| 041 |
0 |
7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b EMBAR
|a Emerald Business, Management and Economics eBook Collection Archive
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| 490 |
0 |
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|a New horizons in managerial and organizational cognition
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| 856 |
4 |
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|u https://www.emerald.com/insight/publication/doi/10.1108/S2397-52102016
|x Verlag
|3 Volltext
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| 082 |
0 |
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|a 658.403
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| 520 |
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|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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