id	author	title	date	pages	extension	mime	words	sentences	flesch	summary	cache	txt
cord-294916-xc9ozxyn	Oehmen, Josef	Risk, uncertainty, ignorance and myopia: Their managerial implications for B2B firms	2020-07-31		.txt	text/plain	8488	476	46	While risk management, and to some lesser extent, management approaches focused on uncertainty, rely on a 'predict and plan' mindset (e.g. Van Poucke, Matthyssens, van Weele, & Van Bockhaven, 2019), resilience builds capabilities to 'monitor and react' (Hall et al., 2015) : This includes building capabilities in four areas: 1) Preparation, financially and operationally, for unexpected disruption (Sheffi, 2017) ; 2) Resistance, the immediate crisis management that moves the organization out of its denial and complacency, and minimizes the negative impact without delay (Henry & Ramirez-Marquez, 2016) ; 3) Recovery, when the organization works to regain pre-crisis performance by repairing damage, improvising, and making do; and 4) Learning, implementing new solutions refining them than possibly surpassing precrisis performance (Taleb, 2013) . First, it is important to note that the most widely used approach, risk management, is typically not geared towards providing meaningful responses to high-impact, low-probability events, such as the current COVID-19 pandemic.	./cache/cord-294916-xc9ozxyn.txt	./txt/cord-294916-xc9ozxyn.txt