Uncertainty and Strategic Decision Making

Business & Finance, Management & Leadership, Planning & Forecasting
Cover of the book Uncertainty and Strategic Decision Making by Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff, Emerald Group Publishing Limited
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Author: Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff ISBN: 9781786351692
Publisher: Emerald Group Publishing Limited Publication: November 14, 2016
Imprint: Emerald Group Publishing Limited Language: English
Author: Kristian J. Sund, Robert J. Galavan, Anne Sigismund Huff
ISBN: 9781786351692
Publisher: Emerald Group Publishing Limited
Publication: November 14, 2016
Imprint: Emerald Group Publishing Limited
Language: English

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 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.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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 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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