`Philippe Baumard has observed that strategic success seems to lie more in top managers' ability to use tacit knowledge than in their gaining or updating explicit knowledge' - William H Starbuck, New York University

`This important new book effectively illustrates how, in conditions of ambiguity, managers `over-manage', i.e. rely too much on explicit plans and interpretations. Here, Philippe Baumard develops an alternative analysis and with it a new approach to management' - Frank Blackler, Lancaster University

This landmark book delves below the surface of organizations in order to understand the complex processes of top managers' decision making.

Philippe Baumard argues that the conventional, rational model of decision making ignores the tacit and intuitive processes that are often crucial in successful business outcomes. He demonstrates through his four central business cases how it is in times of uncertainty, rapid change and turbulence that the fate of companies is often determined, and it is at these times that managers' tacit knowledge and their ability to navigate ambiguous and complex situations is most critical.

This Brief presents the overarching framework in which each nation is developing its own cyber-security policy, and the unique position adopted by France. Modern informational crises have penetrated most societal arenas, from healthcare, politics, economics to the conduct of business and welfare. Witnessing a convergence between information warfare and the use of "fake news", info-destabilization, cognitive warfare and cyberwar, this book brings a unique perspective on modern cyberwarfare campaigns, escalation and de-escalation of cyber-conflicts. As organizations are more and more dependent on information for the continuity and stability of their operations, they also become more vulnerable to cyber-destabilization, either genuine, or deliberate for the purpose of gaining geopolitical advantage, waging wars, conducting intellectual theft and a wide range of crimes. Subsequently, the regulation of cyberspace has grown into an international effort where public, private and sovereign interests often collide. By analyzing the particular case of France national strategy and capabilities, the authors investigate the difficulty of obtaining a global agreement on the regulation of cyber-warfare. A review of the motives for disagreement between parties suggests that the current regulation framework is not adapted to the current technological change in the cybersecurity domain. This book suggests a paradigm shift in handling and anchoring cyber-regulation into a new realm of behavioral and cognitive sciences, and their application to machine learning and cyber-defense.

Traditionally, organizations have consisted of collections of people who physically gather together in one place to carry out some kind of coordinated activity. Today, however, business is increasingly relying on "virtual" processes in which people engage in internet-mediated interactions that often span the globe. These processes create intangible "imaginary organizations" that exist largely as a concept in the minds of electronically interacting individuals. As more and more high value-added work is performed by knowledge workers interacting through electronically mediated networks, however, managers and management researchers must evolve new concepts for monitoring, interpreting, assessing, and managing activities carried out in such virtual settings. This volume presents an important multidisciplinary approach to understanding these new kinds of imaginary organizations and their processes. Close reading of the papers in this volume should reward the reader with new insights into the inner workings of the new kinds of virtual organizations and processes that are gaining increasing prominence in business.

`Philippe Baumard has observed that strategic success seems to lie more in top managers' ability to use tacit knowledge than in their gaining or updating explicit knowledge' - William H Starbuck, New York University

`This important new book effectively illustrates how, in conditions of ambiguity, managers `over-manage', i.e. rely too much on explicit plans and interpretations. Here, Philippe Baumard develops an alternative analysis and with it a new approach to management' - Frank Blackler, Lancaster University

This landmark book delves below the surface of organizations in order to understand the complex processes of top managers' decision making.

Philippe Baumard argues that the conventional, rational model of decision making ignores the tacit and intuitive processes that are often crucial in successful business outcomes. He demonstrates through his four central business cases how it is in times of uncertainty, rapid change and turbulence that the fate of companies is often determined, and it is at these times that managers' tacit knowledge and their ability to navigate ambiguous and complex situations is most critical.