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Managing incomplete knowledge: Why risk management is not sufficient
9 references·16 citing·34 second hop
Managing incomplete knowledge: Why risk management is not sufficient (2001)Managing incomplete knowledge: Why risk m…Real options: Managerial flexibility and strategy in resource allocation (1996)Real options: Managerial flex…Real Options: Managerial Flexibility and Strategy in Resource Allocation (1996)Real Options: Managerial Flex…Fuzzy sets (1996)Fuzzy setsThe magical number seven, plus or minus two: Some limits on our capacity for processing information. (1994)The magical number seven, plu…Determinants of corporate borrowing (1977)Determinants of corporate bor…The Pricing of Options and Corporate Liabilities (1973)The Pricing of Options and Co…Fuzzy sets (1965)Fuzzy setsThe magical number seven, plus or minus two: Some limits on our capacity for processing information. (1956)The magical number seven, plu…Risk, Uncertainty and Profit (1921)Risk, Uncertainty and ProfitA review of methods, techniques and tools for project planning and control (2018)A review of methods, techniqu…Fuzzy based risk assessment module for metropolitan construction project: An empirical study (2017)Fuzzy based risk assessment m…Total Cost Control in Project Management via Satisficing (2013)Total Cost Control in Project…The impact of uncertainty and ambiguity related to iteration and overlapping on schedule of product development projects (2013)The impact of uncertainty and…Portfolio Risk Management and Its Contribution to Project Portfolio Success: An Investigation of Organization, Process, and Culture (2013)Portfolio Risk Management and…Two Schools of Risk Analysis: A Review of past Research on Project Risk (2011)Two Schools of Risk Analysis:…Risk Management Affecting IS/IT Project Success through Communicative Action (2011)Risk Management Affecting IS/…Decision maps: A framework for multi-criteria decision support under severe uncertainty (2011)Decision maps: A framework fo…The Titanic sunk, so what? Project manager response to unexpected events (2009)The Titanic sunk, so what? 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A Study of the Film Industry (1997)Real options reasoning and a new look at the R&D investment strategies of pharmaceutical firms (2003)Real options theory in strategic management (2016)What IsNotA Real Option: Considering Boundaries for the Application of Real Options to Business Strategy (2004)RISK, UNCERTAINTY, AND DIVERGENCE OF OPINION (1977)Entrepreneurial discovery and the competitive market process: an Austrian approach (2000)Gender Differences in Preferences (2009)A scaling method for priorities in hierarchical structures (1977)How to make a decision: The analytic hierarchy process (1990)The theory of planned behavior (1991)Extensions of the TOPSIS for group decision-making under fuzzy environment (2000)An approach for detecting, quantifying, and visualizing the evolution of a research field: A practical application to the Fuzzy Sets Theory field (2010)Science mapping software tools: Review, analysis, and cooperative study among tools (2011)Family resemblances: Studies in the internal structure of categories (1975)Basic objects in natural categories (1976)Soft set theory—First results (1999)
this work references cited by second hop

References

  • 1965Fuzzy sets67,827 cited
  • 1996Fuzzy sets46,880 cited
  • 1973The Pricing of Options and Corporate Liabilities29,064 cited
  • 1956The magical number seven, plus or minus two: Some limits on our capacity for processing information.17,773 cited
  • 1994The magical number seven, plus or minus two: Some limits on our capacity for processing information.17,161 cited
  • 1977Determinants of corporate borrowing13,160 cited
  • 1921Risk, Uncertainty and Profit9,962 cited
  • 1996Real Options: Managerial Flexibility and Strategy in Resource Allocation2,220 cited
  • 1996Real options: Managerial flexibility and strategy in resource allocation1,241 cited

Cited by

  • 2009The Titanic sunk, so what? Project manager response to unexpected events155 cited
  • 2018A review of methods, techniques and tools for project planning and control135 cited
  • 2011Decision maps: A framework for multi-criteria decision support under severe uncertainty122 cited
  • 2007Choosing a project risk-handling strategy: An analytical model118 cited
  • 2007A redefinition of the project risk process: Using vulnerability to open up the event-consequence link118 cited
  • 2005Intervening conditions on the management of project risk: Dealing with uncertainty in information technology projects

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118 cited
  • 2009Risk management applied to projects, programs, and portfolios115 cited
  • 2008Risk management in a multi‐project environment110 cited
  • 2003Perception of human risk factors in construction projects: an exploratory study105 cited
  • 2013Portfolio Risk Management and Its Contribution to Project Portfolio Success: An Investigation of Organization, Process, and Culture104 cited
  • 2017Fuzzy based risk assessment module for metropolitan construction project: An empirical study103 cited
  • 2005Deviations, Ambiguity and Uncertainty in a Project-Intensive Organization90 cited
  • 2011Risk Management Affecting IS/IT Project Success through Communicative Action79 cited
  • 2013Total Cost Control in Project Management via Satisficing64 cited
  • 2011Two Schools of Risk Analysis: A Review of past Research on Project Risk63 cited
  • 2013The impact of uncertainty and ambiguity related to iteration and overlapping on schedule of product development projects61 cited