Strategy in crisis: knowledge vacuum in practitioners

Abstract

PurposeThe purpose of this paper is to help organisations view strategy as a profession and something that needs training rather than something that is hard‐wired in executives when they are employed to top positions in organisations.Design/methodology/approachThe author conducted research in organizations and found that strategy is in a state of crisis and has hit on hard times, mainly because executives do not have knowledge in strategic management and organisations make assumptions when executives are employed that they are strategists.FindingsThe assumption that when executives are employed they can think and act strategically has been refuted by this study since executives have shown lack of knowledge of strategic issues.Practical implicationsMethods are provided for organizations so that they can reduce the vacuum in strategy practitioners.Originality/valueThis paper gives practical advice from situations in organizations and helps organizations to reduce the vacuum in strategy practitioners.

Cambio organizacional en educación básica: impacto de las tecnologías durante la pandemia

“…Argyris (1982) plantea que las transformaciones en el comportamiento de los individuos dentro de la organización, cuando interactúan y reciben otros conocimientos y percepciones, presentan diferencias significativas que condicionan y modifican su acción, dependiendo de la cultura, ideología e historia, y pueden generar tipos de aprendizaje. A pesar de que los individuos figuran como el elemento central, los medios son también la parte estratégica para que el conocimiento transite de lo individual a lo colectivo, es decir, se convierte en aprendizaje organizacional cuando se distribuye en la organización, en especial, cuando se formaliza en reglas, rutinas, procesos y estrategias que guían la conducta del individuo y que son transmitidas entre los miembros mediante procesos de socialización, imitación e intercambios (Nonaka y Takeuchi, 1999;Alcover y Gil, 2002, Dandira, 2012.…”

Problems of Adapting Enterprises in the Strategy Implementation Process. Case of Poland

“…It is important to note that both the strategy and the enterprise components must not be based on rigid premises which, in volatile conditions, do not adequately represent the specific characteristics of the organisation activity, thus creating some confusion (Dandira, 2012). Table 1 2.…”

Anti-crisis Management Strategy for a Construction Organization during an Economic Downturn Amid a Pandemic and Lockdown

“…People experience fear, depression, and there is a lack of faith in the future among the population. Corruption and theft are flourishing in all spheres of human activity, but at the same time the volunteer movement is growing [7][8][9].…”

“…The anti-crisis management model defines five important stages: perspective, prevention, rescue, naturalization of production and rehabilitation of the management system of an organization affected by the crisis [5,7]. The main direction of the model is forecasting.…”