Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times

Global Journal of Flexible Systems Management, Journal Year: 2021, Volume and Issue: 22(S2), P. 107 - 132

Published: Aug. 3, 2021

Abstract Risk management plays a key role in uncertain times, preventing corporations from acting rashly and incorrectly, allowing them to become flexible resilient. A global turbulence such as the COVID-19 pandemic has had strong impact on individual companies entire economic sectors, raising question of whether paradigm shift is necessary, order enable new cycle development that much environmentally, socially economically sustainable. This environmental socio-economic context profound uncertainty forces organizations consider more carefully risk factors affecting their business continuity, well how these relate sustainability issues. However, there gap knowledge about systems systems, both exert influence performance, especially theoretical point view. The aim this study address gap, by developing interpretative framework for analysis strategies organizations. approach been identified hermeneutics an innovative methodological tool improve design most appropriate strategies. paper provides two main results: first one construction model relates management; second operational multidimensional assessment useful at different levels (business, competitive scenario system). Finally, also makes it possible carry out through evaluation perspective sustainable goals.

Language: Английский

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The future of public administration research: An editor's perspective

Public Administration, Journal Year: 2022, Volume and Issue: 100(1), P. 59 - 71

Published: Jan. 21, 2022

Abstract Research in the field of public administration has changed and advanced significantly recent years. These advancements concern both how we engage research—such as methods apply, interdisciplinary nature theories use, research questions ask. Increasingly, are witnessing a shift public‐sector values away from efficiency effectiveness toward paradigm that highlights equity. In this article, reflect on these changes our position editors‐in‐chief some leading journals field. addition to describing progress discipline, explore emerging windows opportunity for new research. One such window is ways incorporate perspectives methods. We also see need work areas social equity, comparative administration, artificial intelligence, climate change. Finally, argue more proactive approach disseminating those involved day‐to‐day decision‐making processes organizations.

Language: Английский

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Public administration and politics meet turbulence: The search for robust governance responses

Public Administration, Journal Year: 2022, Volume and Issue: 101(1), P. 3 - 22

Published: July 2, 2022

Public governance has always been challenged by turbulence, defined as "situations where events, demands, and support interact change in highly variable, inconsistent, unexpected or unpredictable ways" (Ansell & Trondal, 2017, p. 1). Social conflicts, economic recession, war, political leadership contests create turmoil chaos to which governments aim respond with a mixture of repression, concession, reform, regime maintain restore some form social, economic, order. Political philosophers such Machiavelli Hobbes depicted history circular movement the rise relatively stable regimes predicated on excise hard power ultimately gives way decadence, corruption, ruin that erode social In contrast, Hegel Marx portrayed linear trajectory governed rational unfolding dialectics whereby new, contradicting developments challenge old, structures, thus leading turbulent transitions bring society higher stages. Despite their different views history, they all agreed order is temporary invariably disturbed short spells crisis heightened turbulence occurring at regular intervals but tending foster new period rule. Today, there seems be sense become chronic endemic condition for modern governance. This cannot traced any single factor, arising instead from multiple interacting developments. A first factor acute creeping crises seem more frequently, affecting wider range sectors, spilling across boundaries, possibly producing (dubbed "poly-crisis" Zeitlin et al., 2019). second how interactions among widely distributed, multi-level parties are accelerating—producing surprising speed, scale, scope (Hong Lee, 2018). Communication information technologies lightning-fast exchanges demanding rapid timely response far-flung citizens, suppliers, stakeholders, decision-makers who may not have even part administrative picture until recently. Keeping up potentially destabilizing, mediatized events can easily devolve into constant stream fire drills (Cottle, 2006). third source arises an intensification conflict challenges existing norms mechanisms mediation. While public organizations familiar politics conflict, must now adapt shifting issues, polarized populations, turnover, clashing reform agendas, uncertain planning horizons—sometimes once (Kriesi 2012). Although concept implies need change, it refers certain kind adaptation change. When slow steady, when shifts trends clearly anticipated, important parameters observable, understandable, discrete ways, we world. leisure through planned adaptation, seek optimize structures processes comprehensive system reforms, tweak operations expected variance resources, supplies, personnel, generally world turbulence; instead, describes state sudden, difficult understand track. It deal multiple, simultaneous changes, each our immediate attention, often creating contradictions dilemmas. Adaptation like group strangers rapidly assembling puzzle, blurry pieces fit together poorly. crises, no means novel administration, theories analytical perspectives treat them peripheral exceptional rather than central commonplace. Both systems theory (Easton, 1965) neoclassical economics (McKenzie, 1959) focused occasional disturbance systemic equilibrium subsequent efforts equilibrium. Similarly, historical institutionalism talks about periodic disrupt policy paths self-reinforcing restored (Streeck Thelen, 2005; Torfing, 2009). Even poststructuralist discourse theorists describe hegemonic discourses dislocated domesticate, struggles aimed moral-intellectual (Laclau Mouffe, 1985). The common story here societal rule prevail despite brief interregnums turbulence. intellectual legacy this sharp order–disorder dichotomy reflected difficulty understanding designed, led, managed complex interactive normal exceptional. Our institutions tend associate stability absence while understood disruption stability. As intuitive is, prevents us what makes robust face dynamic challenges. key addressing these re-conceptualize administration stability–change relationship; focus enables and, reciprocally, To (as opposed resilient, explained below) essentially able continue providing value unexpected, demands. We argue paying attention interdependence—as opposition—of illuminate contributing robustness. special issue suggests address thinking robustness governing processes. situate frame argument times, examine paradigms conceptualized relationships. selectively two prominent well-established paradigms—public bureaucracy network governance—and then contrast emerging paradigm: (we leave management out analysis because does build directly upon it). account three one-by-one view define governance, discuss its distinctiveness compared management, resilience, agile investigate conditions strategies pursuing it. following section reviews prior theoretical claims relates findings articles issue. conclude returning notion seen interdependent, use springboard suggesting additional achieving ideas impersonal civil servants long (Kiser Schneider, 1994; Nickerson, 1996), growth Weberian Wilsonian was particularly pronounced interwar postwar periods. core ambition rules based predictable decisions (Du Gay, 2000). Separating private interests personal whims authority exercised professionally trained rule-bound provides potent tool securing controlled few surprises. bureaucratic quest predictability motivated interest maintaining sovereign simultaneously protecting citizens against arbitrary decisions. Hence, inherently good, making instability disorder problem. Since regarded exceptional, however, poses significant threat; indeed, invented tame eliminate shows ugly if incomplete breaks down extraordinary, unforeseen situations. Modern child industrial revolution. bureaucracies administer numerous large-scale programs systematically coordinate actions large numbers people working levels achieve goals. They economies scale delivering standardized service solutions masses. Built centralized hierarchical orders flow top bottom, compliance success criteria. Hierarchy along vertical axis complemented functional division labor horizontal axis. compartmentalization separate departments, agencies, bureaus creates specialization advantage, allowing employees experts undertaking particular task greatly enhancing coordination provided higher-level agencies. Together, hierarchy help keep everyone check. theory, should know exactly position do, do it, resources disposal. formulation written ultimate compliance, predictability, transparency, especially combined formal accountability monitoring, auditing, legal sanctions (West, 2005). paradigm relies organizational ensure perform expected. Deviation script limited professional altruistic concerns interest. little transactional transformational aiming motivate employees. Elected politicians lead defining overall goals occasionally reshaping sector, whereas managers overseeing implementation policies dealing breaches. Being integral liberal democracy, deeply concerned free fair elections universal suffrage, democratic control government, preventing pressure groups gaining excessive influence. legislation regulated rules, norms, procedures guaranteeing fairness abuse power. model, input legitimacy throughput over output (Schmidt, 2013). recognized paradigm—with rule-based command-and-control accountability—may rigid, siloed changing sluggish (Downs, 1967). begs question circumstances. initial answer "planning"; budgets activities present coming years forecasting demographic developments, needs, largely determine tax revenues. Planning helps rationally predict provide services, undertaken departments responsible documents statistics requesting parts sector submit relevant (Friedmann, 1971). Comprehensive supplemented planning, emerges instrument align plans diverge prompt reduce conflicts synergies. Coordination also needed prevent overlaps gaps services government sponsored agencies sectors (Bouckaert 2016). Bureaucratic top-down bodies make authoritative many Optimism sectoral peaked early 1960s, after assumptions underpinning were severely criticized (Lindblom, 1959; Wildavsky, 1973). fall grace, did disappear; assumed modest targeted forms sought facilitate specific Strategic anticipate mid- long-term context-dependent responses shaped differentiating itself rational-comprehensive (Bryson, Contingency became fashionable late 1960s several environmental (Lentzos Rose, decision-making tools determining takes decision anticipated circumstances crisis. mandatory, although foiled actual (Clarke, 1999). Organizational scholars increasingly open closed began questioning could resilient external shocks. Thompson (1967) described open-system buffer "technical core," coining term "boundary spanner" specialized functions managing fluctuations might disturb core. Cyert March (1963) importance "slack" resource called undergo stress. Landau (1969) introduced redundancy back-up ensuring reliability. Finally, pointed structural adaptations unique problems For example, "adhocracy" coined organization draws membership sufficiently flexible adaptable cope wake (Mintzberg McHugh, 1985; Toffler, 1970). Large-scale urged "ambidextrous" effectively exploiting well-known exploring develop future demands (March, 1991). sum, still dominated 1980s, increasing number hinted becoming concern. However, remained monumental bureaucracies, one occurred only periodically urgent (Fernandez Rainey, Often associated New Governance (Osborne, 2006, 2010; Torfing Triantafillou, 2013), emerged pluricentric alternative unicentric model (Kersbergen Waarden, 2004), limiting mobilization exploitation advantages collaborative (Huxham Vangen, mode fits well postindustrial post-Fordist logic specialization, since small stakeholders brought design tailor-made target subsequently amend preferences (Jessop, 2002). networks scale. Digital sustained interaction between manifold actors knowledge-sharing distributed settings. Collaborative networks, partnerships, so forth initially perceived lender last resort other market-based had failed Gash, 2008). eventually standard toolbox frequently used confronted wicked (Rittel Webber, 1973) mediate interdependent (Rhodes, 1997). Wicked both cognitive dimensions ill-defined poorly due presence tangled causalities, existence tradeoffs competing tends hamper (Head Alford, 2015). Complex vary terms wickedness, calling customized arrangements 2017). Much corporatism prequels, islands provisional cognitively politically complex—and therefore unstable challenging—policy contexts (Mayntz, 1993; Provan Kenis, 2008; Sørensen 2007). Provisional fostered involving networked find ways constructively differences (Gray, 1989) agreeing understandings hand set satisfactory solutions. recognizes perceives matter situational complexity. So manage spin cause turbulence? First, connect around solving. Second, participate trust-based collaboration self-regulated institutional sometimes hard-nosed bargaining, times involves open-ended deliberations search agreement. Third, contribute joint establish ownership Emerson Nabatchi, Compared modus operandi bureaucracy, replaces hierarchy, insulation, inter-organizational interdependency. Network grant priority legitimacy, prevails legitimacy. Pragmatic problem-solving getting things done override impartiality observing fixed process. Nearly definition, "flexible"; property advantageous responding centralized, authority, becomes emergent alignment aims combine diverse jointly negotiated happen, when, (Innes Booher, 2010). retain operational autonomy. respective prefabricated negotiation table explore congruencies possible synergies, mutual adjustments, scenarios contingent priorities conditions. Thus, Kenis (2008) observe, "flexibility–stability" tension. tension represented literature. Networks typically critical (e.g., Comfort Zhang, 2020; Kapucu, 2006; Moynihan, Nohrstedt, adaptive frameworks situations demand appeal, necessity fiat, "command center" orchestrator hybrid (Christensen "self-organizing" process 2010), meaning come (rather mandated) fashion self-regulating. Research tradition complexity stresses self-organizing nature underscoring self-organization (Duit Galaz, Koliba, paradigm, stress informal (Hawkins Still, convening actors, supporting collaboration, mediating conflict. facilitative directional (Kickert 1997) organized less (Provan By stressing values flexibility, self-organization, informality, respects mirror image paradigm. Indeed, failures bureaucracies—particularly limits placed formality fragmentation produced contracting services. studied failures, encounter (Koolma, 2013; Schrank Whitford, 2011; 2007; Teubner, 2009), occur collaboration; or, Whitford (2011, 170) vividly put "exchange partners either screw up." Transaction costs high (Lubell 2017), interdependence increase risk failure. paradoxes conflicting unity diversity (Ospina Saz-Carranza, arise (Koliba 2011) anchorage (Sørensen considered temporal rarely explicitly considered. Yet effective trust-building time, issues grow Johnston Klijn imply shared leadership, time (Ulibarri 2020). Failure negotiate, trust, produce "collaborative inertia" (Huxham, 2003). If traditional confronts related emphasis order, control, stability, equally very informality. Moreover, neither nor likely simply replace another. scenario will compete co-exist Agranoff (2014) rightly observes, reconstructed transformed growing play role metagovernors initiate, support, influence without reverting unduly command constrain built-in flexibility scare off 2009; flawless approach quixotic, suggest considering drawbacks light prompts viable alternative. embryonic paradigm—what call "robust governance"—aims societies enhance capacity permanently engage production creation developmental capable fostering improvisation, experimentation, learning systematic involvement affected beyond narrow involved networks. Envisioning requires rethinking relationship modalities interact. exhibit impressive characterized "galloping elephants" (Rainey Steinbauer, 1999) known adaptability. qualities, institutionalization 2020), touted suggest, viewed opposing attributes: disrupting On abstract level, building meet examining light: posing mutually conditions, relating wide scientific disciplines—from biology, engineering, sociology—to signify ability carry hold (Anderies Janssen, Carlson Doyle, 2002; Holling, 1973; Huber, 1981; Kitano, 2004; Leeson Subrick, Lempert Schupbach, Robustness refer features persist flux, implying basic cousin, refer, latter, bounce back shock. necessarily point uphold (stability) continuous transformations (change) supported infrastructure (stability). instance conservatism bounces forward perhaps attractive recently found study policy, 2021; Capano Woo, 2018; Ferraro 2015; Howlett, 2019; Trondal 2021). previous triggered internal malfunctions (Duit, 2016; Juncos, 2017; Lindbom Rothstein, Walker 2004). Recent strands research distinguish static resilience; resilience continuously function under improve performance relation goals, values, Howlett Ramesh, 2022). There clear resemblance advanced al. (2015), Woo (2017), (2019). Explaining difference robustness, Ansell (2018) capture absorb complexity, improving fitness environment incorporating requisite variety. emphasizes repertoires flexibly redeployed

Language: Английский

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Working from home during the corona pandemic: Investigating the role of authentic leadership, psychological capital, and gender on employee performance

Cogent Business & Management, Journal Year: 2021, Volume and Issue: 8(1)

Published: Jan. 1, 2021

The Corona Pandemic has forced many organizations to limit human interactions by implementing what so-called Work-from-Home (WFH). This study aims investigate the role of Authentic Leadership, Psychological Capital, and employees' gender in predicting performance a public organization Indonesia during implementation WFH. Participants were recruited from governmental institution under Minister Home Affairs Indonesia. An online survey link was sent 150 full-time employees via email or virtual groups. There 116 usable responses included data analysis. results supported hypotheses suggesting that perception leaders' authenticity could directly influence indirectly PsyCap. effect Leadership on PsyCap significantly moderated which female respondents showed positive significant impact their Working home have how perceive supports leaders. Drawing Gender Role theory Work/Family Boundary theory, are more likely than male counterparts experience resource loss due work-family interference demanding household chores when working home. Discussion, limitations, future research directions included.

Language: Английский

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COVID-19 and the New Normal of Organizations and Employees: An Overview

Sustainability, Journal Year: 2021, Volume and Issue: 13(21), P. 11942 - 11942

Published: Oct. 28, 2021

The COVID-19 pandemic has hit organizations and employees in every sector worldwide unprecedented ways. It became extremely difficult for across sectors to operate under increased mobility restrictions. effectively disrupted previous operational models imbued changes such as telework digital adoption that are pervasive may potentially last beyond the pandemic. Amid these circumstances, it was essential ask how will sustain themselves post-COVID-19 ”new normal”. Although so much research is conducted about COVID-19, there no comprehensive view of at meso (organizational) micro (individual) levels. This article aims explain this using emergency-learning-institutionalization-new normal (ELIN) framework, which based on timeline bring forth overall trends adapting pandemic, lessons they have learned, change adapt a “new We analyzed existing policy papers, articles published business, public administration, nonprofit journals, other studies achieve this. find an increasing trend towards tools both meso- micro-levels. effective implementation policies transformation plans meso-level ensure sustainability jobs new normal. vary within countries, increase flexibility adopting solutions, making them more open innovation. makes important recommendations make transitions sustainable medium long term.

Language: Английский

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Efficiency in the governance of the Covid-19 pandemic: political and territorial factors

Globalization and Health, Journal Year: 2021, Volume and Issue: 17(1)

Published: Sept. 21, 2021

Abstract Background The pandemic generated by Covid-19 has changed the way of life citizens around world in a short time, affecting all areas society directly or indirectly, which is facing global health crisis with different national responses implemented governments. Several months into pandemic, first after-effects are beginning to be felt citizens, who questioning management carried out so far. In order improve performance governmental decisions reduce impact during coming months, we calculated levels efficiency resources. addition, identify some country characteristics that may condition efficient management. Results We obtained significant differences according geographical location country, European and American countries being less than Asian African countries. Likewise, can affirm greater freedom expression, higher median age an unstable economy labor market efficiency. However, female leadership government compliance rule law offer more management, as do derive revenues from tourism. Conclusions These results provide opportunity for political leaders reflect on their these mistakes implementation effective measures. It been shown using resources does not mean managing better; therefore, policymakers need pay special attention use resources, taking account budgetary constraints public sector.

Language: Английский

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Science Mapping of the Global Knowledge Base on Management, Leadership, and Administration Related to COVID-19 for Promoting the Sustainability of Scientific Research

Sustainability, Journal Year: 2021, Volume and Issue: 13(17), P. 9631 - 9631

Published: Aug. 27, 2021

The pandemic caused by the COVID-19 virus has resulted in inevitable radical changes across almost all areas of daily life, with having revealed perhaps greatest crisis humanity faced modern history. This study aims to provide thematic and methodological recommendations for future sustainable research programs through a bibliometric analysis publications focused on management, leadership, administration related COVID-19. data were obtained from Web Science Core Collection (WoSCC) bibliographic database then analyzed according content methodology. study’s units include countries, journals, keywords, models, sample/study group, time publication. VOSviewer software visualization maps used report findings data. When results are evaluated regarding number total citations, it can be that Anglo-American-, Chinese-, European-centered dominance continues COVID-19-related studies. vast majority this subject area concentrated field health. In addition, examined articles generally published journals considered as prestigious, have high impact factors, English language, short after much-reduced editorial/review publishing process. Unlike previous reviews, comprehensively management-, leadership-, administration-oriented holistic approach, providing essential opportunities.

Language: Английский

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The Fault Lines of Leadership: Lessons from the Global Covid-19 Crisis

Journal of Change Management, Journal Year: 2021, Volume and Issue: 21(1), P. 66 - 86

Published: Jan. 2, 2021

In this article, we reflect on the role that leadership has played in response to global Covid-19 crisis. We discuss two major 'fault lines' of leadership: narcissism, and ideological rigidity. A fault line is a problem may not be obvious under normal circumstances but could cause fail stakeholders society at large defining moment such as pandemic. Using case examples from political leaders elaborate these breaking points crisis contrast them with healing properties leader compassion mending forces evidence-based decision making. conclude our article implications for responsible research practice.

Language: Английский

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From recovery resilience to transformative resilience: How digital platforms reshape public service provision during and post COVID-19

Public Management Review, Journal Year: 2022, Volume and Issue: 25(4), P. 710 - 733

Published: Jan. 26, 2022

This paper investigates how government-sponsored digital platforms facilitated the transition from recovery resilience during COVID-19 to transformative of city-level service provision post COVID-19. Using an in-depth case study Weijiayuan platform implemented in Jiaxing City China, we found that played critical roles both stages and helped facilitate resilience. was made possible by four conditions: adopting experimenting with public entrepreneurship, achieving a mass usership, incentivizing coproduction services, generating accountability mechanisms for government responsiveness.

Language: Английский

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Institutional and behaviour-change interventions to support COVID-19 public health measures: a review by the Lancet Commission Task Force on public health measures to suppress the pandemic

International Health, Journal Year: 2021, Volume and Issue: 13(5), P. 399 - 409

Published: April 22, 2021

The Lancet COVID-19 Commission Task Force for Public Health Measures to Suppress the Pandemic was launched identify critical points consideration by governments on public health interventions control coronavirus disease 2019 (COVID-19). Drawing our review of published studies data analytics and modelling, evidence synthesis contextualisation, behavioural science theory from a range sources, we outline institutional measures behaviour-change measures. We cite examples adopted countries, but especially jurisdictions that have, thus far, achieved low numbers deaths limited community transmission severe acute respiratory syndrome 2. Finally, highlight gaps in knowledge where research should be undertaken. As countries consider long-term measures, there is an opportunity learn, improve response prepare future pandemics.

Language: Английский

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