<abstract xmlns="http://www.w3.org/1999/xhtml">

<sec><h3>Objective</h3>
<p>The aim of this paper is to determine the role of the mode of crisis situation solving in the process of institutionalization of new practice Achieving this goal required attempting to answer two research questions: 1) How can a crisis situation in an organization lead to change? 2) Does purposive and intuitive decision making differentiate the process of new practice emergence?</p>
</sec>
<sec><h3>Methodology</h3>
<p>Based on the literature review, the considerations of selected authors regarding crisis situations in organizations, the concept of institutionalization and managerial decision-making (purposive and intuitive) were presented. The empirical section presents the results of qualitative research. A comparative case study, illustrating the thesis that intuitive and purposive decision-making stand as important categories that differentiate the outcomes of emergent practice, was carried out. Semi-structured interviews were conducted with managers in the area of decision-making in problematic situations in the logistics industry (with analysis and sub-summary of the results).</p>
</sec>
<sec><h3>Findings</h3>
<p>The research shows how managers (leaders) respond differently to crisis situations. It was registered that even though decisions can be made in apparently opposite modes, they can initiate the emergence of new practice and its institutionalization.</p>
</sec>
<sec><h3>Value Added</h3>
<p>Elaborating on the notion of institutionalization, the concept of new practice emergence offers a promising approach within crisis management.</p>
</sec>
<sec><h3>Recommendations</h3>
<p>Perceiving crisis management through the processes of decision making and new practice institutionalization offers a new opportunity to understand crisis outcomes.</p>
</sec>
</abstract>

Objective
The aim of this paper is to determine the role of the mode of crisis situation solving in the process of institutionalization of new practice Achieving this goal required attempting to answer two research questions: 1) How can a crisis situation in an organization lead to change? 2) Does purposive and intuitive decision making differentiate the process of new practice emergence?

Methodology
Based on the literature review, the considerations of selected authors regarding crisis situations in organizations, the concept of institutionalization and managerial decision-making (purposive and intuitive) were presented. The empirical section presents the results of qualitative research. A comparative case study, illustrating the thesis that intuitive and purposive decision-making stand as important categories that differentiate the outcomes of emergent practice, was carried out. Semi-structured interviews were conducted with managers in the area of decision-making in problematic situations in the logistics industry (with analysis and sub-summary of the results).

Findings
The research shows how managers (leaders) respond differently to crisis situations. It was registered that even though decisions can be made in apparently opposite modes, they can initiate the emergence of new practice and its institutionalization.

Value Added
Elaborating on the notion of institutionalization, the concept of new practice emergence offers a promising approach within crisis management.

Recommendations
Perceiving crisis management through the processes of decision making and new practice institutionalization offers a new opportunity to understand crisis outcomes.

Institutionalization of the Outcomes of Purposive and Intuitive Decision – Making in Crisis Situations

Journal of Intercultural Management

This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License.

Objective
The aim of this paper is to determine the role of the mode of crisis situation solving in the process of institutionalization of new practice...

Institutionalization of the Outcomes of Purposive and Intuitive Decision – Making in Crisis Situations

Online veröffentlicht: 16. Feb. 2024

Seitenbereich: 26 - 49

Eingereicht: 30. Nov. 2023

Akzeptiert: 22. Dez. 2023

DOI: https://doi.org/10.2478/joim-2023-0010

Schlüsselwörter
crisis situation, decision making, change in organization, intuitive decisions, purposive decisions, institutionalization

© 2023 Zofia Patora-Wysocka et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License.

Institutionalization of the Outcomes of Purposive and Intuitive Decision – Making in Crisis Situations

Online veröffentlicht: 16. Feb. 2024

Seitenbereich: 26 - 49

Eingereicht: 30. Nov. 2023

Akzeptiert: 22. Dez. 2023

DOI: https://doi.org/10.2478/joim-2023-0010

Schlüsselwörtercrisis situation, decision making, change in organization, intuitive decisions, purposive decisions, institutionalization

© 2023 Zofia Patora-Wysocka et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License.

Schlüsselwörter
crisis situation, decision making, change in organization, intuitive decisions, purposive decisions, institutionalization