Strategy under uncertainty
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000cab a22000004b 4500 | ||
| 001 | MAP20150020017 | ||
| 003 | MAP | ||
| 005 | 20150528150801.0 | ||
| 007 | hzruuu---uuuu | ||
| 008 | 150528e20150501usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a922.111 | ||
| 100 | 1 | $0MAPA20150011442$aCourtney, Hugh G. | |
| 245 | 0 | 0 | $aStrategy under uncertainty $cHugh G. Courtney, Jane Kirkland, and S. Patrick Viguerie |
| 520 | $aThe traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help: 1. a clear enough future; 2. alternative futures; 3. a range of futures; 4. true ambiguity | ||
| 650 | 4 | $0MAPA20080606091$aEstrategia empresarial | |
| 650 | 4 | $0MAPA20080565992$aIncertidumbre | |
| 650 | 4 | $0MAPA20080563790$aPredicciones | |
| 650 | 1 | $0MAPA20080607067$aManagement estratégico | |
| 650 | 4 | $0MAPA20080541125$aFuturo | |
| 700 | 1 | $0MAPA20150011459$aKirkland, Jane | |
| 700 | 1 | $0MAPA20100010693$aViguerie, Patrick | |
| 710 | 2 | $0MAPA20080443139$aMacKinsey & Company | |
| 740 | 4 | $aThe Mckinsey Quarterly | |
| 773 | 0 | $gMay 2015 ; p. 81-90$d[New York] : Mckinsey & Company$tThe McKinsey Quarterly : financial services practice |