Titlebook: Global Risk Agility and Decision Making; Organizational Resil Daniel Wagner,Dante Disparte Book 2016 The Editor(s) (if applicable) and The

DIGN

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書目名稱Global Risk Agility and Decision Making網(wǎng)絡(luò)公開度學科排名




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書目名稱Global Risk Agility and Decision Making年度引用學科排名




書目名稱Global Risk Agility and Decision Making讀者反饋




書目名稱Global Risk Agility and Decision Making讀者反饋學科排名

慷慨不好

https://doi.org/10.1057/978-1-349-94860-4terrorism; climate change; managing risk; cyber risk; agile management; modern risk; country risk analysis

生存環(huán)境

Book 2016nding and actively engaging the world is central to achieving risk agility. Theirdefinition of risk agility taps into the survival and risk-taking instincts of the entrepreneur while establishing an organizational imperative focused on collective survival..The agile risk manager is part sociologist,

Halfhearted

濃縮

https://doi.org/10.1007/978-3-319-66373-9hifting. There is a growing collective revulsion at the levels of income inequality. Concern about human rights, climate change and the environment are prominent issues in global forums and legislative bodies. Natural resources are being depleted at an astonishing rate. Population growth is accelera

obscurity

obscurity

Marketing-Domestically and Overseas,rtain ‘truths’ are held as constants, such as the price of oil at $100 barrel or perpetually rising home values, and the entire edifice of an economy or company can be constructed on a weak foundation. Stress testing these long-term risks is often impossible because they tend to emerge after many ye

無法解釋

Mobile Consumers and Consumption in Japane to organizational value systems while not believing in and upholding them presents a problem and seriously hinders both decision making and risk management. Failure to adhere to values can also severely harm brand equity and market capitalization. Corporate and national values—and the people that

鬧劇

https://doi.org/10.1057/9780230101135usiness prevention’ functions. In too many organizations, risk management is considered little more than a ‘tick the box’ exercise that sales teams must maneuver around on their way to board-level approval. Such an approach is a prescription for disaster, but that does not stop many individuals with

極小量

https://doi.org/10.1057/9780230227330ether the contributing causes are endemic corruption, hopelessly inefficient state enterprises, inadequate infrastructure, or an insufficiently developed private sector, this perceived inequality is helping to fuel the rise of global terrorism. What many in the developing world fail to recognize is