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Brilliant Mistakes
If you have ever flown in an airplane, used electricity from a nuclear power plant, or taken an antibiotic, you have benefited from a brilliant mistake. Schoemaker proveds a practical roadmap for using mistakes to accelerate learning for your organization and yourself.
See Sooner, Act Faster
How organizations can anticipate threats, spot opportunities, and act faster when the time is right; with rich examples including Adobe, MasterCard, and Amazon. When turbulence is the new normal, an organization's survival depends on vigilant leadership that can anticipate threats, spot opportunities, and act quickly when the time is right. In See Sooner, Act Faster, strategy experts George Day and Paul Schoemaker offer tools for thriving when digital advances intensify turbulence. Vigilant firms have greater foresight than their rivals, while vulnerable firms often miss early signals of external threats and organizational challenges. Charles Schwab, for example, was early to see and act on ...
Profiting From Uncertainty
What manager is not anxious about the future? We live in a white-knuckled age of rapid technological change and global instability. But uncertainty is not the enemy, says management expert Paul J. H. Schoemaker. It is where the greatest opportunities are. To unlock these opportunities, however, requires a very different approach to strategy and implementation. In this pioneering book, Dr. Schoemaker presents a systematic approach that combines concepts such as scenario planning, options thinking, and dynamic monitoring to create novel strategies for profiting from ambiguity. Building on his experience with more than one hundred consulting projects in fields ranging from health care to manufa...
Wharton on Managing Emerging Technologies
Manager in allen Branchen werden mit dem Thema neue, zukunftsweisende Technologien konfrontiert. Hierher gehören nicht nur elektronische Technologien, sondern jede neue Technologie, die in der Lage ist, neue Industriezweige zu schaffen oder bestehende zu verändern. Diese Technologien sind ein "neues Spiel", dessen Regeln unvereinbar sind mit Kultur und Geschäftsmethoden der meisten etablierten Unternehmen. Das erste Buch auf dem Markt, das sich mit diesem wichtigen Thema gezielt auseinandersetzt. Ein interdisziplinäres Expertenteam der Wharton School erläutert, wie Geschäftspraktiken geändert werden müssen, um Innovationen wie der Biotechnologie, der Informationstechnologie und dem Internet zu begegnen. Darüber hinaus wird diskutiert, wie Manager ihre Methoden zur Finanzanalyse, Markteinschätzung und zur Wettbewerbsstrategie ändern müssen, und wie etablierte Firmen künftig die gängigen Fehler im Zusammenhang mit neuen Technologien vermeiden können.
Decision Traps
Two experts in business management show how to avoid the ten common pitfalls that ensanre decision makers. The very latest research in the fields of business and psychology has been distilled into practical training methods that will save readers from ever making a bad decision again.
Experiments on Decisions under Risk: The Expected Utility Hypothesis
In this valuable book, Paul Schoemaker summarizes recent experimental and field research that he and others have undertaken regarding the descrip tive validity of expected utility theory as a model of choice under uncer tainty. His principal message is that this paradigm is too narrow in its con ception and misses some of the important elements of a descriptive model of individual choice. In particular, Schoemaker calls attention to the impor tance of individual differences, task effects, and context effects as they influence behavior. The expected utility hypothesis has come under scrutiny in recent years from a number of different quarters. This book brings together these many studies and ...
Decision Sciences
The long-awaited textbook on the developing field of decision sciences. This book compares different types of decision making and emphasises the link between problem finding and problem solving.
Winning Decisions
Explains the importance of making the right decisions in the business world, identifies the factors which often lead to poor decisions, and offers suggestions to help businessmen and women make the choices that will best benefit them.
Decision Theory and Decision Analysis: Trends and Challenges
Decision Theory and Decision Analysis: Trends and Challenges is divided into three parts. The first part, overviews, provides state-of-the-art surveys of various aspects of decision analysis and utility theory. The second part, theory and foundations, includes theoretical contributions on decision-making under uncertainty, partial beliefs and preferences. The third section, applications, reflects the real possibilities of recent theoretical developments such as non-expected utility theories, multicriteria decision techniques, and how these improve our understanding of other areas including artificial intelligence, economics, and environmental studies.
Decision Making
A compilation of different approaches--normative, descriptive,and prescriptive--develops this integrated analysis of decision-making that emphasizes the contributions of various disciplinary interests.
