LEADER 05664nam 2200745 450 001 9910139141703321 005 20230707215111.0 010 $a1-118-95914-0 010 $a1-118-95915-9 010 $a1-118-95913-2 035 $a(CKB)2550000001298107 035 $a(EBL)1688024 035 $a(SSID)ssj0001378279 035 $a(PQKBManifestationID)11900008 035 $a(PQKBTitleCode)TC0001378279 035 $a(PQKBWorkID)11340569 035 $a(PQKB)11021056 035 $a(SSID)ssj0001340231 035 $a(PQKBManifestationID)12584958 035 $a(PQKBTitleCode)TC0001340231 035 $a(PQKBWorkID)11356484 035 $a(PQKB)11358713 035 $a(MiAaPQ)EBC1688024 035 $a(Au-PeEL)EBL1688024 035 $a(CaPaEBR)ebr10870246 035 $a(CaONFJC)MIL608525 035 $a(OCoLC)879947443 035 $a(PPN)19145558X 035 $a(EXLCZ)992550000001298107 100 $a20141025h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStrategic decisions and weak signals $eanticipation for decision-making /$fHumbert Lesca, Nicolas Lesca 210 1$aLondon, England ;$aHoboken, New Jersey :$cISTE Ltd :$cJohn Wiley & Sons, Inc.,$d2014. 210 4$dİ2014 215 $a1 online resource (145 p.) 225 0 $aFocus Business, Management and Finance Series,$x2051-249x 225 1 $aFocus Series 300 $aDescription based upon print version of record. 311 $a1-84821-609-2 311 $a1-306-77274-5 320 $aIncludes bibliographical references and index. 327 $aCover; Title Page; Copyright; Contents; Introduction; CHAPTER 1. THE SUBJECT WITHIN THE FIELD OF MANAGEMENTSCIENCE: CONCEPTS AND ISSUES; 1.1. Strategic management and strategic decision making; 1.2. Strategic decision-making and anticipatio; 1.2.1. Knowing and anticipating; 1.2.2. Anticipating and deciding; 1.2.3. Anticipating for effective decision-making; 1.2.4. Characteristics of a strategic decision; 1.3. Anticipation, anticipative information and weak signals; 1.3.1. Weak signals; 1.3.2. Characteristics of a weak signal; 1.3.3. Weak signals for anticipation 327 $a1.3.4. Where might we find a weak signal?1.3.5. Usefulness of weak signals in strategic decision making; 1.4. Weak signals and anticipative strategic scanning; 1.4.1. Anticipative strategic scanning and weak-signal detection; 1.4.2. The use of weak signals depends on managers' wishes; 1.5. Organizational issues in anticipative strategic scanning, which could weaken strategic decision making; 1.5.1. Definition of "targeting" of anticipative strategic scanning; 1.5.2. Insufficient information: too restrictive a target, and the consequences for strategic decision-making 327 $a1.5.3. Too much information: consequences of information overload for strategic decision-making1.5.4. Detecting a weak signal in an informationoverload situation (in a full text); 1.6. Conclusion: concepts discussed, issues noted and resulting requirements; CHAPTER 2. STATE OF THE ART: SYSTEMS SUGGESTED BYPREVIOUS AUTHORS; 2.1. Entry point: collective interpretation of a set of homogeneous weak signals to make sense; 2.1.1. Interpreting weak signals: sense-making; 2.1.2. How about sense-making using images, remotely?; 2.1.3. Puzzle method: example 327 $a2.2. Directly detecting a weak signal in a full text2.3. Automatically selecting a "useful" information fragment (a "brief", for our purposes); 2.3.1. Data overload versus "useful" information fragments; 2.3.2. Managers want automation of information detection; 2.3.3. Is it possible to automate the detection of potentially useful information?; 2.3.4. Prototype of a device to filter data obtained from Web 2.0: ABIMA; 2.4. Improving weak-signal detection by improving the target; 2.4.1. What should we scan for in the environment? 327 $a2.4.2. Learning about the boundary of the environment being scanned2.4.3. An automated technique to help change an organization's peripheral vision; 2.5. Conclusion; CHAPTER 3. PROPOSED SYSTEMS: RESULTS OF INFORMATIONSYSTEM PROTOTYPING RESEARCH CONDUCTED AT THECNRS-CERAG LAB (FRANCE); 3.1. TARGETBUILDER, an aid to targeting scanning priorities; 3.1.1. Usefulness; 3.1.2. Principle behind TARGETBUILDER system; 3.1.3. Recap on TARGETBUILDER; 3.2. APROXIMA, automated extraction of fragments (briefs), which may hold weak signals; 3.2.1. Usefulness; 3.2.2. Principle behind APROXIMA system 327 $a3.2.3. Case study: application to the topic of "solar/photovoltaic" power 330 $aAn increasing number of business executives, managers and political leaders are using the concept of "weak signals" nowadays. There are also an increasing number of people trying to find out exactly what this concept means, as well as when and how to use it. Such questions arise particularly when it comes down to making strategic decisions. To help with these questions, this book defines the concept of the "weak signal" and then demonstrates how it would be useful in relation to strategic decisions, and more precisely in relation to three moments of the strategic decision, i.e.: