000			02684nam a22001937a 4500
999			_c2600 _d2600
005			20220701113556.0
008			220701b ||||| |||| 00| 0 eng d
020			_a9781316641682
082			_a153.4 _bMAR
100			_aMarcus, Alfred A. _96489
245			_aStrategies for managing uncertainty: booms and busts in the energy industry
260			_bCambridge University Press _aNew York _c2019
300			_axiii, 551 p.
365			_aGBP _b39.99
504			_aTable of Contents 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			_aEnergy industries _95440
942			_2ddc _cBK