000			03743cam a2200385 i 4500
001			20880685
003			FULib
005			20250814170739.0
008			190307s2019 enka b 001 0 eng
010			_a 2018049867
020			_a9781107191150
020			_a9781316641682
035			_a20880685
040			_aDLC _beng _cFoundation University _erda _dDLC
042			_apcc
050	0	0	_aHD 9560.5 _b.2019 M3155
084			_aBUS025000 _2bisacsh
100	1		_aMarcus, Alfred A. _q(Alfred Allen), _d1950- _eauthor. _912095
245	1	0	_aStrategies for managing uncertainty : _bbooms and busts in the energy industry / _cAlfred A. Marcus, University of Minnesota.
264		1	_aCambridge, United Kingdom ; _aNew York, NY, USA : _bCambridge University Press, _c2019.
300			_a1 online resource _b(xiii, 567 pages illustrations)
336			_atext _btxt _2rdacontent
337			_acomputer _bn _2rdamedia
338			_aonline resource _bnc _2rdacarrier
490	0		_aOrganizations and the natural environment
504			_aIncludes bibliographical references (pages 525-531) and index.
505	8		_aMachine generated contents note: Introduction: calculated wagers and hedging; Part I. The Problem: 1. Risk and uncertainty in the energy industry; 2. The management of risk and uncertainty; 3. Hedging in the energy industry; 4. Booms and busts in the energy industry; Part II. Challenges in Major Sectors: 5. The oil and natural gas sector; 6. The motor vehicle sector; 7. The electric utility sector; Part III. Oil and Natural Gas Company Strategies: 8. Strategies to try to offset plummeting prices: Exxon Mobil; 9. Strategies to try to offset plummeting prices: BP; 10. Strategies to try to offset plummeting prices: Shell; 11. Strategies to try to offset plummeting prices: Total; Part IV. Motor Vehicle Company Strategies: 12. Strategies to take advantage of plummeting prices: GM; 13. Strategies to take advantage of plummeting prices: Ford; 14. Strategies to take advantage of plummeting prices: VW; 15. Strategies to take advantage of plummeting prices: Toyota; Part V. Conclusion: 16. Oil and gas companies strategic moves 2017-18; 17. Motor vehicles companies strategic moves 2017-18; 18. Ambivalence, paradox, and hedging.
520			_a"All organizations must cope with future uncertainties. These uncertainties affect the strategic choices they make. They must commit scarce organizational resources to future outcomes which they have little assurance will come into being. Marcus explores how decision makers in the energy industry made choices in the face of such uncertainties, specifically examining two major uncertainties they confronted in the 2012-18 period - price volatility and climate change. Marcus tells the story of how different companies in the integrated oil and natural gas sector and in the motor vehicle sector responded to these uncertainties. In the face of these challenges, companies in the energy industry hedged their bets by staking out paradoxical or contrasting positions. On the one hand, they focused on capturing as much gain as they could from the world's current dependence on fossil fuels and on the other hand they made preparations for a future in which fossil fuels might not be the world's dominant energy source"-- _cProvided by publisher.
650		0	_aPetroleum industry and trade _xRisk management. _912096
650		0	_aMotor vehicle industry _xRisk management. _912097
650		0	_aUncertainty. _912098
650		7	_aBUSINESS & ECONOMICS / Entrepreneurship. _2bisacsh _96083
856			_uhttps://drive.google.com/file/d/1i_3I8KP-S0Rfq1QumS3DzI70isBdIbko/view?usp=sharing _zView full document
942			_2lcc _cEB _hHD 9560.5 _i.2019 M3155 _k(SIET-IE) _n0
999			_c4906 _d4906