000			03454nam a2200373 i 4500
001			CR9781108120586
003			UkCbUP
005			20240923174730.0
006			m|||||o||d||||||||
007			cr||||||||||||
008			160809s2019||||enk o ||1 0|eng|d
020			_a9781108120586 (ebook)
020			_z9781107191150 (hardback)
020			_z9781316641682 (paperback)
040			_aUkCbUP _beng _erda _cUkCbUP
050	0	0	_aBF463.U5 _bM36 2019
082	0	0	_a153.4 _223
100	1		_aMarcus, Alfred A. _q(Alfred Allen), _d1950- _eauthor.
245	1	0	_aStrategies for managing uncertainty : _bbooms and busts in the energy industry / _cAlfred A. Marcus.
264		1	_aCambridge : _bCambridge University Press, _c2019.
300			_a1 online resource (xiii, 551 pages) : _bdigital, PDF file(s).
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
490	1		_aOrganizations and the natural environment
500			_aTitle from publisher's bibliographic system (viewed on 13 Mar 2019).
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			_aAll 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.
650		0	_aUncertainty.
776	0	8	_iPrint version: _z9781107191150
830		0	_aOrganizations and the natural environment.
856	4	0	_uhttps://doi.org/10.1017/9781108120586
942			_2ddc _cEB
999			_c10131 _d10131