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Journal articles on the topic 'Management under uncertainty'

Author: Grafiati

Published: 30 May 2022

Last updated: 31 May 2022

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1

Leonov, Ya. "Modern Approach to Sports Industry Management under Uncertainty." Economic Herald of the Donbas, no. 4 (62) (2020): 119–23. http://dx.doi.org/10.12958/1817-3772-2020-4(62)-119-123.

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The article considers the organizational conditions for the functioning of the sports industry, suggests ways to ensure the strategic development of the sports industry in conditions of uncertainty. The possibility of implementing the European model of socio-economic development management in Ukraine is analyzed, it is concluded that it is connected with complex systemic transformations in which a new quality society is formed, the level of business activity and political responsibility of citizens increases, human rights and freedoms are ensured. These changes in the structure and content of civil society inevitably determine changes in the form and essence of public policy in the system of state, territorial and sectoral government. The problem of developing social responsibility of business in Ukraine at the present stage is relevant and of paramount importance. Therefore, state support is necessary for the importance of ethical and socially responsible behavior of organizations, increasing their prestige. The introduction of a system of modern management of the sports industry, the use of best European management practices will increase competitiveness, efficiency and ensure the sustainable development of the sports industry in conditions of uncertainty. Improving the efficiency of interaction in the system "state – community – science – business" and building a socially responsible economic policy, improving the quality of the national management system of the sports industry is one of the main conditions for sustainable socio-economic development of the country as a whole man.

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2

García Morales, Rafael M., Asunción Baquerizo, and Miguel Á. Losada. "PORT OPERATIONALITY AND SAFETY ANALYSIS UNDER UNCERTAINTY." Coastal Engineering Proceedings 1, no. 34 (October 30, 2014): 31. http://dx.doi.org/10.9753/icce.v34.management.31.

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3

Skitmore, R. M., S. G. Stradling, and A. P. Tuohy. "Project management under uncertainty." Construction Management and Economics 7, no. 2 (June 1989): 103–13. http://dx.doi.org/10.1080/01446198900000015.

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4

Alonso-Ayuso, Antonio, Laureano F. Escudero, Monique Guignard, Martín Quinteros, and Andres Weintraub. "Forestry management under uncertainty." Annals of Operations Research 190, no. 1 (May 21, 2009): 17–39. http://dx.doi.org/10.1007/s10479-009-0561-0.

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5

Félix, Angélica, Asunción Baquerizo, Juan Manuel Santiago, and Miguel Ángel Losada. "DECISION MAKING UNDER UNCERTAINTY IN COASTAL ZONE MANAGEMENT." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 28. http://dx.doi.org/10.9753/icce.v33.management.28.

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We analyze decision making under uncertainty in a search for an integral management solution for Playa Granada in the Guadalfeo River Delta (Granada, Spain), where the construction of a dam in the river basin is causing severe erosion. Different management strategies are considered. For each of them the assessment of the uncertainty in the accomplishment of the management targets is done with a methodology that takes into account the coupled action of atmosphere, ocean, and land agents and their intrinsic stochastic character. This information is used to infer the joint distribution function of three criteria that represent the economic benefit of different interest groups. A stochastic multicriteria decision method that accounts for the uncertainty in the performances of alternatives and also in decision makers preferences, is used to rank strategies according to their effectiveness in an informed and transparent process.

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6

Samanta, Subarna K., and Ali H. Mohamad-Zadeh. "Bank's Portfolio Management under Uncertainty." American Economist 36, no. 2 (October 1992): 30–38. http://dx.doi.org/10.1177/056943459203600204.

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The major objective of this paper is to derive a set of optimal decision rules (for asset or inventory management) for a commercial bank operating under uncertain circumstances (subject to stochastic deposit loss). The bank is assumed to be maximizing the expected utility derived from it's net income. This objective is realized by the marginal conditions of the model. It shows how and under what conditions, the banker should expand loans at the expense of securities and/or excess reserves and how he adjusts to de-regulations and how the change in uncertainty about the deposit loss affects him.

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7

Karamouzis, Nicholas V., and Jagdeep S. Bhandari. "Exchange Rate Management under Uncertainty." Southern Economic Journal 52, no. 4 (April 1986): 1197. http://dx.doi.org/10.2307/1059189.

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8

Marini, Giancarlo, and Jagdeep S. Bhandari. "Exchange Rate Management under Uncertainty." Economica 54, no. 213 (February 1987): 126. http://dx.doi.org/10.2307/2554360.

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9

Mills, Terence C., and Jagdeep S. Bhandari. "Exchange Rate Management Under Uncertainty." Economic Journal 96, no. 381 (March 1986): 248. http://dx.doi.org/10.2307/2233453.

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10

Bensoussan, Alain, Anshuman Chutani, and Suresh P. Sethi. "Optimal cash management under uncertainty." Operations Research Letters 37, no. 6 (November 2009): 425–29. http://dx.doi.org/10.1016/j.orl.2009.08.002.

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11

Linninger, Andreas A., and Aninda Chakraborty. "Pharmaceutical waste management under uncertainty." Computers & Chemical Engineering 25, no. 4-6 (May 2001): 675–81. http://dx.doi.org/10.1016/s0098-1354(01)00668-8.

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12

Czerny, Achim I. "Airport congestion management under uncertainty." Transportation Research Part B: Methodological 44, no. 3 (March 2010): 371–80. http://dx.doi.org/10.1016/j.trb.2009.05.005.

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13

Lee, Yong W., Mohamed F. Dahab, and Istvan Bogardi. "Nitrate Risk Management under Uncertainty." Journal of Water Resources Planning and Management 118, no. 2 (March 1992): 151–65. http://dx.doi.org/10.1061/(asce)0733-9496(1992)118:2(151).

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14

Gauthier, Jean Bertrand, and Antoine Legrain. "Operating room management under uncertainty." Constraints 21, no. 4 (November 19, 2015): 577–96. http://dx.doi.org/10.1007/s10601-015-9236-4.

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15

Grauwe, Paul De, and Jagdeep S. Bhandari. "Exchange Rate Management under Uncertainty." Journal of Money, Credit and Banking 19, no. 3 (August 1987): 404. http://dx.doi.org/10.2307/1992087.

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16

Di Corato, Luca, and Natalia Montinari. "Flexible waste management under uncertainty." European Journal of Operational Research 234, no. 1 (April 2014): 174–85. http://dx.doi.org/10.1016/j.ejor.2013.09.026.

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17

Sethi, Gautam, Christopher Costello, Anthony Fisher, Michael Hanemann, and Larry Karp. "Fishery management under multiple uncertainty." Journal of Environmental Economics and Management 50, no. 2 (September 2005): 300–318. http://dx.doi.org/10.1016/j.jeem.2004.11.005.

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18

Mahmoudi, Amin, Saad Ahmed Javed, and Xiaopeng Deng. "Earned duration management under uncertainty." Soft Computing 25, no. 14 (May 4, 2021): 8921–40. http://dx.doi.org/10.1007/s00500-021-05782-6.

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19

Cettolin, Elena, and Arno Riedl. "Justice Under Uncertainty." Management Science 63, no. 11 (November 2017): 3739–59. http://dx.doi.org/10.1287/mnsc.2016.2535.

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20

Guo, Haiying, Honghua Shi, and Xiaosheng Wang. "Dependent-Chance Goal Programming for Water Resources Management under Uncertainty." Scientific Programming 2016 (2016): 1–7. http://dx.doi.org/10.1155/2016/1747425.

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Without sufficient data, consulting experts is a good way to quantify unknown parameters in water resources management which will result in human uncertainty. The aim of this paper is to introduce a new tool-uncertainty theory to deal with such uncertainty which is treated as uncertain variable with uncertainty distribution. And a dependent-chance goal programming (DCGP) model is provided for water resources management under such circumstance. In the model uncertain measure is used to measure possibility that an event will occur which is maximized by minimizing the deviation (positive or negative deviation) from target of objective event under a given priority structure. In the end, the developed model is applied to a numerical example to illustrate the effectiveness of the model. The result obtained contributes to the desired water-allocation schemes for decision-markers.

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21

Hong, Zhen, C. K. M. Lee, and Linda Zhang. "Procurement risk management under uncertainty: a review." Industrial Management & Data Systems 118, no. 7 (August 13, 2018): 1547–74. http://dx.doi.org/10.1108/imds-10-2017-0469.

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Purpose The purpose of this paper is twofold, first providing researchers with an overview about the uncertainties occurred in procurement including applicable approaches for analyzing different uncertain scenarios, and second proposing directions to inspire future research by identifying research gaps. Design/methodology/approach Papers related to supply chain risk management and procurement risk management (PRM) from 1995–2017 in several major databases are extracted by keywords and then further filtered based on the relevance to the topic, number of citations and publication year. A total of over 156 papers are selected. Definitions and current approaches related to procurement risks management are reviewed. Findings Five main risks in procurement process are identified. Apart from summarizing current strategies, suggestions are provided to facilitate strategy selection to handle procurement risks. Seven major future challenges and implications related PRM and different uncertainties are also indicated in this paper. Research limitations/implications Procurement decisions making under uncertainty has attracted considerable attention from researchers and practitioners. Despite the increasing awareness for risk management for supply chain, no detail and holistic review paper studied on procurement uncertainty. Managing procurement risk not only need to mitigate the risk of price and lead time, but also need to have sophisticated analysis techniques in supply and demand uncertainty. Originality/value The contribution of this review paper is to discuss the implications of the research findings and provides insight about future research. A novel research framework is introduced as reference guide for researchers to apply innovative approach of operations research to resolve the procurements uncertainty problems.

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22

Setia, Parveen P., and Gary V. Johnson. "Soil Conservation Management Systems under Uncertainty." North Central Journal of Agricultural Economics 10, no. 1 (January 1988): 111. http://dx.doi.org/10.2307/1349240.

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23

Flaaten, Ola, Anne Gro Vea Salvanes, Tore Schweder, and Øyvind Ulltang. "Fisheries management under uncertainty – an overview." Fisheries Research 37, no. 1-3 (August 1998): 1–6. http://dx.doi.org/10.1016/s0165-7836(98)00122-2.

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24

Fields, Dail, Andrew Chan, Syed Akhtar, and Terry C. Blum. "Human resource management strategies under uncertainty." Cross Cultural Management: An International Journal 13, no. 2 (April 2006): 171–86. http://dx.doi.org/10.1108/13527600610662348.

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25

Liu, Honglei, Sang Jin Kim, Huanzhang Wang, and Kyung Hoon Kim. "Corporate sustainability management under market uncertainty." Asia Pacific Journal of Marketing and Logistics 32, no. 5 (October 4, 2019): 1023–37. http://dx.doi.org/10.1108/apjml-03-2019-0131.

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Purpose The purpose of this paper is to understand how market uncertainty affects sustainability management for long-term survival and growth. Design/methodology/approach Structural equation modeling is applied to evaluate the research model using data from a survey of 210 firms in China. Findings Empirical findings show that market uncertainty encourages entrepreneurship, which is an impetus for sustainability management. Economic and environmental responsibility positively affects balanced scorecard, but social responsibility does not. Research limitations/implications The study results show that economic and environmental responsibility is essential for success, but social responsibility appears to lack effect. Therefore, future research might further explore why social responsibility fails to enhance corporate performance. Practical implications When firms consider sustainability management for long-term survival and growth, they should not only strive to grow regional economic benefits but also adhere to environmental regulations and protect the local ecosystem. Originality/value This study observes how market uncertainty, entrepreneurship and corporate sustainability (economic, environmental and social responsibility) affect the overall performance of firms in China.

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26

Setia, Parveen P., and Gary V. Johnson. "Soil Conservation Management Systems Under Uncertainty." Applied Economic Perspectives and Policy 10, no. 1 (January 1988): 111–24. http://dx.doi.org/10.1093/aepp/10.1.111.

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27

Chang, Ni-Bin. "Sustainable water resources management under uncertainty." Stochastic Environmental Research and Risk Assessment 19, no. 2 (February 3, 2005): 97–98. http://dx.doi.org/10.1007/s00477-004-0217-1.

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28

Madanat, Samer. "Optimal infrastructure management decisions under uncertainty." Transportation Research Part C: Emerging Technologies 1, no. 1 (March 1993): 77–88. http://dx.doi.org/10.1016/0968-090x(93)90021-7.

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29

Zhang, Xiaodong, Alexander Y. Sun, and Ian J. Duncan. "Shale gas wastewater management under uncertainty." Journal of Environmental Management 165 (January 2016): 188–98. http://dx.doi.org/10.1016/j.jenvman.2015.09.038.

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30

Pollack-Johnson, Bruce, and Matthew J. Liberatore. "Project Planning under Uncertainty Using Scenario Analysis." Project Management Journal 36, no. 1 (March 2005): 15–26. http://dx.doi.org/10.1177/875697280503600103.

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An important component of risk management relates to project schedule uncertainty. To address this issue, a scenario (i.e., macro-level approach) for modeling and analyzing projects with significant uncertainty in their network structure and/or durations of some activities is presented. This approach requires that a set of project network scenarios is able to be identified, each with an assessed probability of occurrence. These scenarios might differ according to the results of uncertain events that could occur during the course of the project, uncertain activity durations (whether independent or dependent), finite loops where repeated activities can have different durations, or a combination of these. Advantages of our approach include the use of standard methods and software, as well as greater accessibility to, and likelihood of, the use of uncertainty analysis in project planning. Several examples are used to illustrate the suggested approach.

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31

Goretzki, Lukas, and Martin Messner. "Coordination under uncertainty." Qualitative Research in Accounting & Management 13, no. 1 (April 18, 2016): 92–126. http://dx.doi.org/10.1108/qram-09-2015-0070.

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Purpose This paper aims to examine how managers use planning meetings to coordinate their actions in light of an uncertain future. Existing literature suggests that coordination under uncertainty requires a “dynamic” approach to planning, which is often realized in the form of rolling forecasts and frequent cross-functional exchange. Not so much is known, however, about the micro-level process through which coordination is achieved. This paper suggests that a sensemaking perspective and a focus on “planning talk” are particularly helpful to understand how actors come to a shared understanding of an uncertain future, based upon which they can coordinate their actions. Design/methodology/approach This paper builds upon a qualitative case study in the Austrian production site of an international manufacturing company. Drawing on a sensemaking perspective, the paper analyses monthly held “planning meetings” in which sales and production managers discuss sales forecasts for the coming months and talk about how to align demand and supply. Findings The authors show how collective sensemaking unfolds in planning meetings and highlight the role that “plausibilization” of expectations, “calculative reasoning” and “filtering” of information play in this process. This case analysis also sheds light on the challenges that such a sensemaking process may be subject to. In particular, this paper finds that competing hierarchical accountabilities may influence the collective sensemaking process and render coordination more challenging. Originality/value The paper contributes to the hitherto limited management accounting and control literature on operational planning, especially its coordination function. It also extends the management accounting and control literature that draws on the concept of sensemaking. The study shows how actors involved in planning meetings create a common understanding of the current and future situation and what sensemaking mechanisms facilitate this process. In this respect, this paper is particularly interested in the role that accounting and other types of numbers can play in this context. Furthermore, it theorizes on the conditions that allow managers to overcome concerns with hierarchical accountabilities and enact socializing forms of accountability, which is often necessary to come to agreements on actions to be taken.

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32

Nakatsugawa, Minoru, Takeichiro Nishikawa, and Ryusei Shingaki. "DECISION SUPPORT FOR FIELD QUALITY PROBLEMS UNDER UNCERTAINTY." Journal of the Operations Research Society of Japan 54, no. 2-3 (2011): 124–39. http://dx.doi.org/10.15807/jorsj.54.124.

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33

Anupindi, Ravi, and Ram Akella. "Diversification Under Supply Uncertainty." Management Science 39, no. 8 (August 1993): 944–63. http://dx.doi.org/10.1287/mnsc.39.8.944.

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34

Dantzig, George B. "Linear Programming Under Uncertainty." Management Science 50, no. 12_supplement (December 2004): 1764–69. http://dx.doi.org/10.1287/mnsc.1040.0261.

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35

Vahlne, Jan-Erik, Mattias Hamberg, and Roger Schweizer. "Management under uncertainty – the unavoidable risk-taking." Multinational Business Review 25, no. 2 (July 17, 2017): 91–109. http://dx.doi.org/10.1108/mbr-03-2017-0015.

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Purpose Accentuating the concept of management under uncertainty in the Uppsala internationalization process model, the purpose of this paper is to develop a model for describing how managers act while keeping uncertainty at an acceptable level. Design/methodology/approach The authors perform two empirical studies to underpin the model they construct. First, a survey of 309 chief executive officers and chief financial officers in large, publicly listed international firms in the Nordic region on managerial risk perceptions and, second, a case study of Volvo Car Corporation and its endeavors when developing new car models for the Chinese market on a new platform – a process characterized by unprecedented uncertainty. Findings The proposed model describing managers’ behavior under uncertainty contains elements such as adjusting/proceeding in small steps, reducing uncertainty via learning, building relationships with important parties in the environment to avoid unforeseen changes and re-dos (i.e. starting all over again) and, perhaps most important, acting despite uncertainty. Originality/value The paper highlights a central, though forgotten, concept of the Uppsala internationalization process model, i.e. management under uncertainty, and, thereby, opens a new path for research on how manager behave under the sway of uncertainty.

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36

GOTO, Tadahiro, Shinji YAMAGUCHI, Yasuhiro SHOJI, and Satoshi FUSHIMI. "Project Evaluation and Cost Management Under Uncertainty." Journal of Construction Management, JSCE 10 (2003): 141–50. http://dx.doi.org/10.2208/procm.10.141.

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37

Krcmar, Emina, Brad Stennes, G. Cornelis van Kooten, and Ilan Vertinsky. "Carbon sequestration and land management under uncertainty." European Journal of Operational Research 135, no. 3 (December 2001): 616–29. http://dx.doi.org/10.1016/s0377-2217(00)00326-x.

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38

Ogˇuzsoy, Cemal Berk, and Sibel Gu¨ven. "Bank asset and liability management under uncertainty." European Journal of Operational Research 102, no. 3 (November 1997): 575–600. http://dx.doi.org/10.1016/s0377-2217(96)00241-x.

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39

Ben‐Akiva, Moshe, Frannie Humplick, Samer Madanat, and Rohit Ramaswamy. "Infrastructure Management under Uncertainty: Latent Performance Approach." Journal of Transportation Engineering 119, no. 1 (January 1993): 43–58. http://dx.doi.org/10.1061/(asce)0733-947x(1993)119:1(43).

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40

Kattan, Fadi, Richard Pike, and Mike Tayles. "Reliance on management accounting under environmental uncertainty." Journal of Accounting & Organizational Change 3, no. 3 (September 25, 2007): 227–49. http://dx.doi.org/10.1108/18325910710820283.

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41

LAM, CHUAN-LEONG. "MANAGEMENT UNDER CONDITIONS OF COMPLEXITY AND UNCERTAINTY." Singapore Economic Review 59, no. 02 (June 2014): 1475001. http://dx.doi.org/10.1142/s0217590814750010.

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Managers are faced with increased complexity and unexpected risks. This article raises some reasons for the increase in complexity and risks. It also describes the tools and approaches used to anticipate some of these risks and how to mitigate against them. The usefulness of the scenario planning process is also indicated. The type of behavioral biases that makes risk identification difficult is also explained.

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42

Batabyal, Amitrajeet A., and E. Bruce Godfrey. "Rangeland Management under Uncertainty: A Conceptual Approach." Journal of Range Management 55, no. 1 (January 2002): 12. http://dx.doi.org/10.2307/4003257.

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43

Moynihan, Donald P. "Learning under Uncertainty: Networks in Crisis Management." Public Administration Review 68, no. 2 (March 2008): 350–65. http://dx.doi.org/10.1111/j.1540-6210.2007.00867.x.

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44

Wagner, Brian J., and Steven M. Gorelick. "Optimal groundwater quality management under parameter uncertainty." Water Resources Research 23, no. 7 (July 1987): 1162–74. http://dx.doi.org/10.1029/wr023i007p01162.

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45

Xu, Yue-Ping, and Yeou-Koung Tung. "Decision-making in Water Management under Uncertainty." Water Resources Management 22, no. 5 (June 5, 2007): 535–50. http://dx.doi.org/10.1007/s11269-007-9176-x.

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46

Levy, Jason K., and Jim Hall. "Advances in flood risk management under uncertainty." Stochastic Environmental Research and Risk Assessment 19, no. 6 (October 13, 2005): 375–77. http://dx.doi.org/10.1007/s00477-005-0005-6.

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47

Antón, Jesús, Andrea Cattaneo, Shingo Kimura, and Jussi Lankoski. "Agricultural risk management policies under climate uncertainty." Global Environmental Change 23, no. 6 (December 2013): 1726–36. http://dx.doi.org/10.1016/j.gloenvcha.2013.08.007.

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48

Bean, Wilna L., Johan W. Joubert, and M. K. Luhandjula. "Inventory management under uncertainty: A military application." Computers & Industrial Engineering 96 (June 2016): 96–107. http://dx.doi.org/10.1016/j.cie.2016.03.016.

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49

Tylock, Steven M., Thomas P. Seager, Jeff Snell, Erin R. Bennett, and Don Sweet. "Energy management under policy and technology uncertainty." Energy Policy 47 (August 2012): 156–63. http://dx.doi.org/10.1016/j.enpol.2012.04.040.

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50

Logutova, Tamara. "MANAGEMENT OF INTEGRATED ECONOMIC STRUCTURES UNDER UNCERTAINTY." Actual Problems of Economics 1, no. 232 (2020): 72–80. http://dx.doi.org/10.32752/1993-6788-2020-1-232-72-80.

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The article identifies the difficult situation of the Ukrainian economy, considers the impact of globalization on economic processes, as well as the processes of managing paradigms of industrial enterprises that are part of integrated structures. The analysis of the latest publications of domestic scientists on the topic of enterprise management is carried out. It was determined that in parallel with the "new", digital economy, it is necessary not to destroy, but to save and develop the industrial economy. The main models of making managerial decisions are considered. The processes of creating corporate structures in Ukraine are analyzed. It is substantiated that in the conditions of today's uncertainty, it is necessary to make efforts to save the main branches of Ukrainian industry: metallurgical and machine-building. Based on the generalization of the results of the analysis of integration processes in the field of entrepreneurship, a conclusion was made about the regularity and irreversibility of the process of creating integrated structures in Ukraine. It has been determined that the state should influence the formation of priorities when choosing the type of organizational structures, forms and mechanisms for integrating business structures and give preference to large corporations of the holding type. In order to increase the competitiveness of enterprises, it is proposed for complex integrated systems (holding associations) to make management decisions that combine the use of command-hierarchical and innovative types of management and are based on the use of motivational systems

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