Description
Uncertainty and Strategic
Decision Making New Horizons on Managerial and Organizational Cognition
Authors: GALAVAN Robert J., GALAVAN Robert J.
Language: EnglishSubjects for Uncertainty and Strategic :
Approximative price 134.81 €
In Print (Delivery period: 14 days).
Add to cart the book of GALAVAN Robert J., GALAVAN Robert J.
Publication date: 09-2016
280 p. · Hardback
280 p. · Hardback
Description
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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 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 manager’s 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.
The strategy field 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 manager’s 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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