by Stephen J. Hoch (Editor), Howard C. Kunreuther (Editor), Robert E. Gunther (With)
Die Entscheidungsfindung, insbesondere im Bereich des Risikomanagement, ist ein Thema das alle Manager angeht, die mit komplexen Situationen konfrontiert sind. "Wharton on Making Decisions" ist der dritte Band von Wileys "Wharton on"-Reihe, die über Perspektiven und Forschungsaktivitäten der anerkannten Wharton Business School berichtet. Dieser aktuelle Band entstand in enger Zusammenarbeit mit Whartons international führendem Risk Management and Decision Processes Center.
"Wharton on Making Decisions" - Hier zeigen führende Forscher der Wharton Business Faculty, wie man die neuesten Erkenntnisse im Bereich der Entscheidungsanalyse auf vier verschiedenen Handlungsebenen einsetzt, nämlich auf der Personal-, Management-, Verhandlungs- und Kundenebene. Anhand eines breiten Themenspektrums - von der Einbeziehung der Intuition bis hin zur Anwendung der Spieltheorie - beschreiben die Autoren, wie Entscheidungen tatsächlich getroffen werden. Darüber hinaus stellen sie das ideale Szenario vor und geben praktische Anregungen, für eine bessere Entscheidungsfindung.
Front Jacket
Praise for WHARTON ON MAKING DECISIONS
Provides a unique blend of theory and practical experience. The authors' insights are at many times humorous, always instructive, and definitely thought-provoking. This book should be recommended reading for decision makers in today's fast-moving world where alternative choices are increasing in number, complexity, and importance.
--Arthur D. Collins Jr., Chairman and CEO, Medtronic, Inc.
This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that.
--Rakesh Gangwal, Chairman, President, and CEO, Worldspan
Takes a thorough look at the hard and soft sides of decision making-the intuitive as well as the analytical. With the frenetic pace and complexities of decision making today, this is reading that no manager should miss.
--Robert S. Morrison, Chairman, President, and CEO, The Quaker Oats Company
The depth and breadth of the Wharton collection will help establish the case for the decision sciences to become a new major field of undergraduate and graduate studies at many universities (including my own at Harvard). Thanks, Wharton!
--Howard Raiffa, Frank P. Ramsey Professor (Emeritus) of Managerial Economics, Harvard Business School
As managers, we would be pretty disappointed if someone could give us our batting average on the decisions we make. I have no doubt that this book can improve your average.
--Jean-Pierre Rosso, Chairman, CNH Global N.V.
Offers penetrating insight into the art and science of decision making. Relevant to both business and personal life, it's a must-read for any decision maker.
--Alfred P. West Jr., Chairman and CEO, SEI Investments
Back Jacket
Praise for WHARTON ON MAKING DECISIONS
"Provides a unique blend of theory and practical experience. The authors' insights are at many times humorous, always instructive, and definitely thought-provoking. This book should be recommended reading for decision makers in today's fast-moving world where alternative choices are increasing in number, complexity, and importance."
--Arthur D. Collins Jr., Chairman and CEO, Medtronic, Inc.
"This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that."
--Rakesh Gangwal, Chairman, President, and CEO, Worldspan
"Takes a thorough look at the hard and soft sides of decision making-the intuitive as well as the analytical. With the frenetic pace and complexities of decision making today, this is reading that no manager should miss."
--Robert S. Morrison, Chairman, President, and CEO, The Quaker Oats Company
"The depth and breadth of the Wharton collection will help establish the case for the decision sciences to become a new major field of undergraduate and graduate studies at many universities (including my own at Harvard). Thanks, Wharton!"
--Howard Raiffa, Frank P. Ramsey Professor (Emeritus) of Managerial Economics, Harvard Business School
"As managers, we would be pretty disappointed if someone could give us our batting average on the decisions we make. I have no doubt that this book can improve your average."
--Jean-Pierre Rosso, Chairman, CNH Global N.V.
"Offers penetrating insight into the art and science of decision making. Relevant to both business and personal life, it's a must-read for any decision maker."
--Alfred P. West Jr., Chairman and CEO, SEI Investments
Author Biography
STEPHEN J. HOCH is the John J. Pomerantz Professor of Marketing at the Wharton School.
HOWARD C. KUNREUTHER is the Cecilia Yen Koo Professor of Decision Sciences and Public Policy and Management, and Codirector of the Risk Management and Decision Processes Center at the Wharton School.
ROBERT E. GUNTHER was the coordinating writer for Wharton on Managing Emerging Technologies and Wharton on Dynamic Competitive Strategy.