Every organization faces difficult decisions when managing risk and
the potential consequences of its manifestation. For a more
thorough outlook on risk, organizations should also evaluate and
engage with its advantages. Organizational Risk Management:
Managing for Uncertainty and Ambiguity covers a series of
perspectives that represent both causal and interpretative
frameworks. These perspectives shed light on how organizational
structures and processes adapt amid a complex, dynamic
organizational environment in an effort to manage and exploit the
accompanying risks of that environment. This volume will oftentimes
challenge the expectation for and utility of clarity in crisis
situations, thereby favoring uncertainty and ambiguity as the
necessary conditions to exploit organizational risk and explore
opportunities that rely on interpretation, learning, and knowledge
among individuals. The ultimate objective of Organizational Risk
Management: Managing for Uncertainty and Ambiguity is to promote
discussion among practitioners and organizational scholars who
venture to understand organizational risk. Setting such a goal is
to essentially practice what this volume shall inevitably preach:
engage one another in order to proactively monitor and respond to
risk. Strengthening ties along the bridge between practice and
science will be a welcomed consequence of this volume.
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