Top managers' improvisational decision-making in crisis: a paradox perspective

Tabesh, Pooya; Vera, Dusya

doi:10.1108/md-08-2020-1060

Cited by 38 publications

(56 citation statements)

References 103 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This allows avoiding losses due to the full payment of wages with the reduced revenues caused by a decrease in demand and offer. The negative consequences of personnel cuts are the loss of unique corporate intellectual resources, aggravation of the company's reputation in the labor market as an employer (with the following difficulties in the attraction of better personnel), and complexity of the following restoration of work in the previous volumes after the cancelling of limitations, caused by the impossibility of the quick formation of new staff (Tabesh and Vera 2020).…”

Section: Introductionmentioning

confidence: 99%

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Inshakova

Sozinova

Litvinova

2021

Risks

View full text Add to dashboard Cite

The purpose of the article: to find new (most effective) directions for the corporate COVID-19 risks management and developing management implications for leading this fight amid the pandemic and crisis for sustainable development. The methods of correlation and regression analysis are used. It is proved that the most perspective method of the corporate fight against the COVID-19 risks is a flexible transformation of business according to the new conditions based on the Industry 4.0 technologies. This paper further develops and supplements the concept of corporate social responsibility, including a new direction—corporate fight against the COVID-19 risks in it. The authors develop management implications on improving the corporate fight against the COVID-19 risks as a new direction of corporate social responsibility amid the pandemic. The advantages of using the Industry 4.0 technologies for the corporate fight against the viral threat include reduction of the share of the population with household expenditures for healthcare above 25% of total expenditures or incomes, reduction of the number of new cases per 1 million people, and an increase of the self-isolation index, the share of responsible employers amid COVID-19 risks.

show abstract

Section: Introductionmentioning

confidence: 99%

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Inshakova

Sozinova

Litvinova

2021

Risks

View full text Add to dashboard Cite

show abstract

“…Although top management usually has distinct preferences for decision-making styles, these approaches are not mutually exclusive (Cunha et al, 2006). A sound response in fact often takes advantage of different approaches, including improvisation (Tabesh and Vera, 2020).…”

Section: An Integrative Framework Of Crisis Management and Resiliencymentioning

confidence: 99%

Disruptive crisis management: lessons from managing a hospital during the COVID-19 pandemic

Donelli

Fanelli

Zangrandi

et al. 2022

View full text Add to dashboard Cite

PurposeHealthcare organizations worldwide were badly hit by the “surprise” of the pandemic. Hospitals in particular are trying hard to manage problems it caused, searching for solutions to protect the health of citizens and reorienting operations. The implementation of resilience solutions in the coping phase and the ability to react promptly and redefine activities is essential. Integrating crisis management and resiliency literature, this paper discusses how health organizations were able to cope with adversity during the crisis.Design/methodology/approachThe research is conducted through a case study of a large Italian hospital, the Gemelli Polyclinic Foundation, which was one of the leading hospitals in the Italian response to the pandemic.FindingsThe case reports actions taken in order to continue functioning and to maintain core activities despite severe adversity. The overall response of the Gemelli was the result of the three types of response: behavioral (effective leadership), cognitive (rapid resource reallocation) and the contextual reinforcement (multiagency network response). The authors highlight how an integrative framework of crisis management and resiliency could be applied to healthcare organizations in the coping phase of the pandemic. The experience of the Gemelli can thus be useful for other hospitals and organizations facing external crises and for overall improvement of crisis management and resilience. Responding to crisis brings the opportunity to make innovations introduced during emergencies structural, and embed them moving forward.Research limitations/implicationsThe paper focuses only on the coping phase of the response to the pandemic, whereas building long-term resilience requires understanding how organizations accumulate knowledge from crises and adapt to the “new normal.”Originality/valueThe paper responds to the call for empirical studies to advance knowledge of an integrative framework of crisis management and resiliency theories with reference to complex organizations such as healthcare.

show abstract

“…It is paradoxical because SI practice requires dealing with rigidity-flexibility, structure-freedom and stability-movement in the conclusion and redesign process. In this new meaning, these tensions are viewed as complementary and interwoven (Tabesh and Vera, 2020). This paradoxical nature is distinctive of the SI concept, one that coalesces opposite elements that make it particularly challenging in practice.…”

Section: What Is Strategic Improvisation?mentioning

confidence: 99%

Strategic improvisation: an introductory conceptual framework

Mamédio

Cunha

Meyer

2021

CCSM

View full text Add to dashboard Cite

PurposeBy exploring “what is strategic improvisation in organizations?” the authors respond to advances in strategic improvisation (SI) conceptualization with an emphasis on the challenges of combining unplanned but deliberate responses to relentlessly changing environments, in which strategy becomes increasingly improvised.Design/methodology/approachAn integrative review was conducted with the potential to develop new theoretical approaches to research problems. This literature review resulted in an introductory SI framework.FindingsThe authors propose a SI conceptual framework combining foundation, structuration and capillarization. While foundations comprise extemporaneity, novelty and intentionality, considered as triggers for the manifestation of SI, in this study structuration refers to the combination of a minimal structure and a reassessment process in response to unexpected situations. Capillarization means interaction patterns characterized as spontaneous, dynamic and collaborative. This framework leads to the definition of SI as an impromptu deliberate action stream, combining unplanned responses with intentional actions sustaining the convergence of strategy and operation, to integrate and reconfigure resources at the strategic level.Practical implicationsSI in practice considers reconfiguring the internal and external forces to deal with unexpected events and impromptu deliberate responses to face rapidly changing environments. This would enable practitioners and managers to prepare for eventualities that evolve dynamically and spontaneously, and unpredictable imminent global crises.Originality/valueThe authors conducted the first study mapping improvisation as a strategic organizational level phenomenon. SI is recognized as operating across levels, from the tactical and functional to the strategic.

show abstract

Top managers' improvisational decision-making in crisis: a paradox perspective

Cited by 38 publications

References 103 publications

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Corporate Fight against the COVID-19 Risks Based on Technologies of Industry 4.0 as a New Direction of Social Responsibility

Disruptive crisis management: lessons from managing a hospital during the COVID-19 pandemic

Strategic improvisation: an introductory conceptual framework

Contact Info

Product

Resources

About