東華大學圖書館 |

Uncertainty in strategic decision making = analysis, categorization, causation and resolution /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Uncertainty in strategic decision making/ by Richard J. Arend.
其他題名:	analysis, categorization, causation and resolution /
作者:	Arend, Richard J.
出版者:	Cham :Springer Nature Switzerland : : 2024.,
面頁冊數:	xxi, 458 p. :ill. (some col.), digital ;24 cm.
內容註:	Chapter 1. Overview of this Book on Strategic Decision-Making under Uncertainty -- Chapter 2. Confusion over Uncertainty in Decision-Making -- Chapter 3. Definitions of Uncertainty (for Decision-Making) -- Chapter 4. Sources of Uncertainty (in Decision-Making) -- Chapter 5. Span of Effects of Uncertainty (in Decision-Making) -- Chapter 6. Negative Effects of Uncertainty (on Decision-Making)-Chapter 7. Positive Effects of Uncertainty (on Decision-Making) -- Chapter 8. Optimal Uncertainty (in Decision-Making) -- Chapter 9. Measures of Uncertainty (in Decision-Making) -- Chapter 10. Multi-Dimensionality of Uncertainty -- Chapter 11. Uncertainty's Connections to Entrepreneurship -- Chapter 12. Uncertainty's Connections to Strategy -- Chapter 13. Uncertainty's Connections to Creativity, Art & Music -- Chapter 14. Uncertainty's Connections to Spirituality/ Religion -- Chapter 15. Uncertainty's Connections to Curiosity, Neurobiology & Evolution -- Chapter 16. Past Failures to Engage with Uncertainty -- Chapter 17. A New Typology of Uncertainty (for Decision-Making) -- Chapter 18. Best Treatments & Approaches to Uncertainty Types (in Decision-Making) -- Chapter 19. Conclusions of Analysis -- Chapter 20. Supplement on the Impact of Artificial Intelligence.
Contained By:	Springer Nature eBook
標題:	Uncertainty. -
電子資源:	https://doi.org/10.1007/978-3-031-48553-4
ISBN:	9783031485534

Uncertainty in strategic decision making = analysis, categorization, causation and resolution /
Arend, Richard J.

Uncertainty in strategic decision makinganalysis, categorization, causation and resolution /[electronic resource] :by Richard J. Arend. - Cham :Springer Nature Switzerland :2024. - xxi, 458 p. :ill. (some col.), digital ;24 cm.

Chapter 1. Overview of this Book on Strategic Decision-Making under Uncertainty -- Chapter 2. Confusion over Uncertainty in Decision-Making -- Chapter 3. Definitions of Uncertainty (for Decision-Making) -- Chapter 4. Sources of Uncertainty (in Decision-Making) -- Chapter 5. Span of Effects of Uncertainty (in Decision-Making) -- Chapter 6. Negative Effects of Uncertainty (on Decision-Making)-Chapter 7. Positive Effects of Uncertainty (on Decision-Making) -- Chapter 8. Optimal Uncertainty (in Decision-Making) -- Chapter 9. Measures of Uncertainty (in Decision-Making) -- Chapter 10. Multi-Dimensionality of Uncertainty -- Chapter 11. Uncertainty's Connections to Entrepreneurship -- Chapter 12. Uncertainty's Connections to Strategy -- Chapter 13. Uncertainty's Connections to Creativity, Art & Music -- Chapter 14. Uncertainty's Connections to Spirituality/ Religion -- Chapter 15. Uncertainty's Connections to Curiosity, Neurobiology & Evolution -- Chapter 16. Past Failures to Engage with Uncertainty -- Chapter 17. A New Typology of Uncertainty (for Decision-Making) -- Chapter 18. Best Treatments & Approaches to Uncertainty Types (in Decision-Making) -- Chapter 19. Conclusions of Analysis -- Chapter 20. Supplement on the Impact of Artificial Intelligence.

Knight (1921) defines uncertainty as an informational market failure that, while being detrimental to most existing businesses, presents possible profitable opportunities for others. This book builds upon that classic work by providing an analysis of the alternative approaches to strategic decision-making under such uncertainty. It covers what uncertainty is, why it is important, and what connections it has to business and related fields, culminating in a new and comprehensive typology and a valuable guide for how to appropriately address various types of uncertainties, even under AI. It clarifies the current terminological and categorical confusion about 'unknowns' while complementing the mathematical, probability-based approaches that treat uncertainty as 'knowable' (i.e., as risk) It corrects the mistaken approaches that treat 'unknowables' as 'shapeable' or 'discoverable'. This book widens the perspective for viewing uncertainty, in terms of its impacts across humanity, by offering a shrewder understanding of what roles uncertainties play in human activity. It will appeal to academics across business, economics, philosophy, and other disciplines looking for approaches to apply, test, and hone, for dealing with decision-making under uncertainty. Richard J. Arend is the L.L. Bean/Lee Surace Chair in Strategic Management at the University of Southern Maine, USA. He specializes in strategic decision-making under uncertainty and in the critical assessments of the current theories of strategy and of entrepreneurship. He has authored two previous books - one on building better theory and one on wicked entrepreneurship.

ISBN: 9783031485534

Standard No.: 10.1007/978-3-031-48553-4doiSubjects--Topical Terms:

529049
Uncertainty.

LC Class. No.: HB615

Dewey Class. No.: 658.4012

Uncertainty in strategic decision making = analysis, categorization, causation and resolution /
LDR:03931nmm a2200325 a 4500 001 2367443
003 DE-He213
005 20240103181821.0
006 m d
007 cr nn 008maaau
008 241127s2024 sz s 0 eng d
020 $a 9783031485534 $q (electronic bk.)
020 $a 9783031485527 $q (paper)
024 7 $a 10.1007/978-3-031-48553-4 $2 doi
035 $a 978-3-031-48553-4
040 $a GP $c GP
041 0 $a eng
050 4 $a HB615
072 7 $a KJC $2 bicssc
072 7 $a BUS041000 $2 bisacsh
072 7 $a KJC $2 thema
082 0 4 $a 658.4012 $2 23
090 $a HB615 $b .A681 2024
100 1 $a Arend, Richard J. $3 3710570
245 1 0 $a Uncertainty in strategic decision making $h [electronic resource] : $b analysis, categorization, causation and resolution / $c by Richard J. Arend.
260 $a Cham : $b Springer Nature Switzerland : $b Imprint: Palgrave Macmillan, $c 2024.
300 $a xxi, 458 p. : $b ill. (some col.), digital ; $c 24 cm.
505 0 $a Chapter 1. Overview of this Book on Strategic Decision-Making under Uncertainty -- Chapter 2. Confusion over Uncertainty in Decision-Making -- Chapter 3. Definitions of Uncertainty (for Decision-Making) -- Chapter 4. Sources of Uncertainty (in Decision-Making) -- Chapter 5. Span of Effects of Uncertainty (in Decision-Making) -- Chapter 6. Negative Effects of Uncertainty (on Decision-Making)-Chapter 7. Positive Effects of Uncertainty (on Decision-Making) -- Chapter 8. Optimal Uncertainty (in Decision-Making) -- Chapter 9. Measures of Uncertainty (in Decision-Making) -- Chapter 10. Multi-Dimensionality of Uncertainty -- Chapter 11. Uncertainty's Connections to Entrepreneurship -- Chapter 12. Uncertainty's Connections to Strategy -- Chapter 13. Uncertainty's Connections to Creativity, Art & Music -- Chapter 14. Uncertainty's Connections to Spirituality/ Religion -- Chapter 15. Uncertainty's Connections to Curiosity, Neurobiology & Evolution -- Chapter 16. Past Failures to Engage with Uncertainty -- Chapter 17. A New Typology of Uncertainty (for Decision-Making) -- Chapter 18. Best Treatments & Approaches to Uncertainty Types (in Decision-Making) -- Chapter 19. Conclusions of Analysis -- Chapter 20. Supplement on the Impact of Artificial Intelligence.
520 $a Knight (1921) defines uncertainty as an informational market failure that, while being detrimental to most existing businesses, presents possible profitable opportunities for others. This book builds upon that classic work by providing an analysis of the alternative approaches to strategic decision-making under such uncertainty. It covers what uncertainty is, why it is important, and what connections it has to business and related fields, culminating in a new and comprehensive typology and a valuable guide for how to appropriately address various types of uncertainties, even under AI. It clarifies the current terminological and categorical confusion about 'unknowns' while complementing the mathematical, probability-based approaches that treat uncertainty as 'knowable' (i.e., as risk) It corrects the mistaken approaches that treat 'unknowables' as 'shapeable' or 'discoverable'. This book widens the perspective for viewing uncertainty, in terms of its impacts across humanity, by offering a shrewder understanding of what roles uncertainties play in human activity. It will appeal to academics across business, economics, philosophy, and other disciplines looking for approaches to apply, test, and hone, for dealing with decision-making under uncertainty. Richard J. Arend is the L.L. Bean/Lee Surace Chair in Strategic Management at the University of Southern Maine, USA. He specializes in strategic decision-making under uncertainty and in the critical assessments of the current theories of strategy and of entrepreneurship. He has authored two previous books - one on building better theory and one on wicked entrepreneurship.
650 0 $a Uncertainty. $3 529049
650 0 $a Decision making. $3 517204
650 0 $a Strategic planning. $3 528149
650 1 4 $a Business Strategy and Leadership. $3 3591715
650 2 4 $a Entrepreneurship. $3 526739
650 2 4 $a Management. $3 516664
650 2 4 $a Organization. $3 529074
710 2 $a SpringerLink (Online service) $3 836513
773 0 $t Springer Nature eBook
856 4 0 $u https://doi.org/10.1007/978-3-031-48553-4
950 $a Business and Management (SpringerNature-41169)