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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA)
Mendonça, S., Cunha, M. P. E., Kaivo-oja, J. & Ruff, F. (2004). Wild cards, weak signals and organisational improvisation. Futures. 36 (2), 201-218
Exportar Referência (IEEE)
S. M. Mendonça et al.,  "Wild cards, weak signals and organisational improvisation", in Futures, vol. 36, no. 2, pp. 201-218, 2004
Exportar BibTeX
@article{mendonça2004_1656565255439,
	author = "Mendonça, S. and Cunha, M. P. E. and Kaivo-oja, J. and Ruff, F.",
	title = "Wild cards, weak signals and organisational improvisation",
	journal = "Futures",
	year = "2004",
	volume = "36",
	number = "2",
	doi = "10.1016/S0016-3287(03)00148-4",
	pages = "201-218",
	url = "https://www.sciencedirect.com/science/article/pii/S0016328703001484?via%3Dihub"
}
Exportar RIS
TY  - JOUR
TI  - Wild cards, weak signals and organisational improvisation
T2  - Futures
VL  - 36
IS  - 2
AU  - Mendonça, S.
AU  - Cunha, M. P. E.
AU  - Kaivo-oja, J.
AU  - Ruff, F.
PY  - 2004
SP  - 201-218
SN  - 0016-3287
DO  - 10.1016/S0016-3287(03)00148-4
UR  - https://www.sciencedirect.com/science/article/pii/S0016328703001484?via%3Dihub
AB  - This paper addresses the need for reliable action guidelines which can be used by organisations in turbulent environments. Building on current conceptual and empirical research, we suggest an analytical approach to the management of surprising and potentially damaging events. In order to do so we propose the wild card management system. Wild cards refer to sudden and unique incidents that can constitute turning points in the evolution of a certain trend. As the first of the two components of such a wild card system, we advocate a weak signal methodology to take into account those wild cards that can be anticipated by scanning the decision environment. The second component, the nurture of improvisation capabilities, is designed to deal with unanticipated ongoing crises. This paper can be seen as part of a broader agenda on how to manage in conditions of continuous but unpredictable change.
ER  -