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001472230 001__ 1472230
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001472230 019__ $$a1392344356
001472230 020__ $$a9783031293443$$q(electronic bk.)
001472230 020__ $$a3031293444$$q(electronic bk.)
001472230 020__ $$z3031293436
001472230 020__ $$z9783031293436
001472230 0247_ $$a10.1007/978-3-031-29344-3$$2doi
001472230 035__ $$aSP(OCoLC)1392046253
001472230 040__ $$aYDX$$beng$$cYDX$$dGW5XE$$dEBLCP
001472230 049__ $$aISEA
001472230 050_4 $$aHD58.9
001472230 08204 $$a658.406$$223/eng/20230814
001472230 1001_ $$aDindarian, Khalil.
001472230 24510 $$aEmbracing the Black swan :$$bhow resilient organizations survive and thrive in the face of geopolitical and macroeconomic risks /$$cKhalil Dindarian.
001472230 260__ $$aCham, Switzerland :$$bSpringer,$$c2023.
001472230 300__ $$a1 online resource
001472230 4901_ $$aFuture of Business and Finance
001472230 5050_ $$aIntro -- Disclaimer -- Preface -- Why do we need a new book about Resilience? -- Acknowledgments -- Introduction -- Why do we need to understand the concept of `Enterprise Resilience?́ -- References -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Part I: Embedding Complexity Thinking in the Decision-making Process -- 1: Prologue -- 1.1 The Following Questions Will Be Addressed in this Book -- References -- 2: Strategy -- 2.1 Qualifying Enterprise Resilience as a Strategic Objective -- 2.2 Qualifying ERM as a Strategic Decision-Making Property -- 2.3 Strategy and Structure
001472230 5058_ $$a2.4 Strategy Formulation -- 2.5 Strategic Decision-Making Levels -- References -- 3: Resilience -- 3.1 Resilience, Complexity, Uncertainty and Risk -- 3.2 Resilience and Business Continuity -- 3.3 Organizational Resilience -- 3.4 Operational Resilience -- 3.5 Supply-Chain Resilience -- 3.6 Information Resilience -- 3.7 ERM -v- Resilience -- 3.8 Analysis of Resilience -- References -- 4: Complexity -- 4.1 Complicated -v- Complex Systems -- 4.2 Natural and Artificial Systems -- 4.3 Social, Technical, and Socio-Technical Systems -- 4.4 Complex Adaptive Systems
001472230 5058_ $$a4.5 Manufacturing and Product Complexity -- 4.5.1 Complexity in Technology Development and Application -- 4.6 Cost of Complexity -- 4.7 Complexity -v- Product Variant Cost -- 4.8 Complexity Cost -v- Complexity Reduction -- 4.9 Complexity Cost -v- Outsourcing -- 4.10 Complexity Cost -v- Modularization -- 4.11 Complexity Cost -v- Platform Strategy -- 4.12 Complexity Cost -v- Lifecycle Engineering -- 4.13 Complexity Cost -v- Economic and Accounting Cost -- 4.14 Complexity Cost -v- Productivity -- 4.15 Complexity Cost -v- Supply Chain -- 4.16 Projects and Project Management Complexity
001472230 5058_ $$a4.17 Project Stakeholder Complexity -- 4.18 Characteristics of Project Complexity -- References -- 5: Enterprise Risk Management -- 5.1 Need for Enterprise Risk Management -- 5.2 ERM Frameworks -- 5.3 The ERM Process -- 5.4 ERM -v- Enterprise Resilience -- 5.5 ERM Analysis -- References -- 6: Building the Conceptual Enterprise Resilience Framework -- 6.1 Points Worth Noting -- 6.2 Resilience and Strategic Management -- 6.3 Resilience and Decision-Making -- 6.3.1 Resilience and Complexity -- 6.4 Resilience, Risk and Uncertainty -- 6.5 Enterprise Resilience
001472230 5058_ $$a6.6 The Enterprise Resilience Framework Concept -- 6.7 Embedding Complexity Thinking into ERM -- Reference -- Part II: Case Studies and the Enterprise Resilience Framework -- 7: Case Study I: Delivery of a Complex Railway Programme -- 7.1 British Rail: The Oldest Rail Network in the World -- 7.2 UK Government: Department for Transport (DfT) -- 7.2.1 Complexity of the DfT Organization -- 7.3 Rail Franchising -- 7.4 The TransPennine Express Programme -- 7.5 Rolling Stock Order -- 7.6 Train Requirements -- 7.6.1 Railway Group Standards -- 7.6.2 Requirement Summary -- 7.6.3 Specifications
001472230 506__ $$aAccess limited to authorized users.
001472230 520__ $$aOur world is becoming ever more complex. Among the geopolitical and macroeconomic issues currently facing mankind, with serious ramifications for our future, are digitalization and technology, climate change, and globalization. Political upheaval, wars, natural disasters, economic recessions, and pandemics, have all had massive negative impacts on our society. In this new world, various governmental and organizational decisionmakers including managers, international agencies, NGOs, political leaders, economists, science & technology innovators, and medical professionals must all learn to anticipate and deal with these emergent risks, the integration of which, along with the management of black swan events, has assumed paramount importance. This is the huge challenge now facing us. This book, aimed at both academics and practitioners, shows how a framework for resilience can be created to help modern organizations to not only survive but to thrive. The author considers some of the organizations and bodies that can be said to be highly resilient and examines how Resilience Thinking affects different disciplines and environments. He addresses the question of how resilience works and how it is applied in practice. The relationship between resilience and other knowledge areas such as complexity theory, strategy, and risk management from both top-down and bottom-up perspectives is examined. Situations are identified where there is a particular need for resilience, and an overview of the best ways of implementing a resilience process is offered. .
001472230 588__ $$aDescription based on print version record.
001472230 650_0 $$aOrganizational resilience.
001472230 650_0 $$aFinancial risk management.
001472230 655_0 $$aElectronic books.
001472230 77608 $$iPrint version: $$z3031293436$$z9783031293436$$w(OCoLC)1371401199
001472230 830_0 $$aFuture of business and finance.
001472230 852__ $$bebk
001472230 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-3-031-29344-3$$zOnline Access$$91397441.1
001472230 909CO $$ooai:library.usi.edu:1472230$$pGLOBAL_SET
001472230 980__ $$aBIB
001472230 980__ $$aEBOOK
001472230 982__ $$aEbook
001472230 983__ $$aOnline
001472230 994__ $$a92$$bISE