تصمیم گیری مشارکتی در دوران پسا کرونا

نوع مقاله: مقاله پژوهشی

نویسندگان

1 دانشجوی دکتری مدیریت صنعتی گرایش مدیریت سیستم ها، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران.

2 استاد گروه مدیریت صنعتی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران

3 استادیار گروه مدیریت صنعتی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران

چکیده

بحران کرونا با نشان دادن حالات مرزی سیستم‌های اجتماعی - اقتصادی عرصه‌های مختلفی از زندگی انسان را تحت تأثیر قرار داده و باعث شده است بسیاری از جریان‌های رو به رشد و گسترش در عرصه‌های تجارت و صنعت با چالش مواجه شوند. تصمیم‌گیری مشارکتی از جمله مهمترین این عرصه‌هاست. این پژوهش تلاش می‌کند تأثیراتی که بحران کرونا بر لایه‌های مختلف دانش و اقدام تصمیم‌گیری مشارکتی گذاشته است را مورد بررسی قرار داده و تغییرات ضروری تصمیم‌گیری مشارکتی برای حیات در دوران پساکرونا را برآورد کند. بنابرین، گامی ضروری برای سامان دادن تصمیم‌گیری مشارکتی در دوران پساکروناست. بر این اساس، با بهره‌گیری از استراتژی مبناگرایی، تأثیرات بحران کرونا بر تصمیم‌گیری مشارکتی در سه سطح مبانی، نظریات و تکنیک‌ها مورد بررسی و تحلیل قرار گرفته است. نتایج پژوهش نشان می‌دهد که تصمیم‌گیری مشارکتی در هر یک از سطوح معرفی شده، تحت تأثیر بحران کرونا قرار گرفته است. همچین در تمامی سطوح عرصه‌هایی از تصمیم‌گیری کاملاً بدون تغییر باقی مانده‌اند. تحلیل‌های بیشتر نشان می‌دهد که علی رغم نگاه کمّی، مهم‌ترین تأثیرات در سطح مبانی تصمیم‌گیری مشارکتی ایجاد شده است. نتایج این پژوهش بیانگر ضرورت اعمال تغییرات پارادایمیک در حوزه تصمیم گیری مشارکتی در دوران پسا کروناست. سرانجام پیشنهادهایی برای پژوهش‌های بیشتر و پیشنهاداتی در سطح کاربردی ارائه شده است.

کلیدواژه‌ها


عنوان مقاله [English]

Participatory decision making in the post COVID-19 period

نویسندگان [English]

  • Mostafa Motallebi 1
  • adel azar 2
  • mahmoud Dehghan Nayeri 3
1 PhD Student in Systems Management, School of Management and Economics, Tarbiat Modares University, Tehran, Iran.
2 Professor, Department of Industrial Management, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
3 Management and Economics Faculty, Tarbiat Modares University
چکیده [English]

The COVID-19 Crisis, by showing the boundary states of socio-economic systems, has affected various areas of human life and has challenged many growing trends in trade and industry. . Participatory decision-making is one of the most important of these areas. This study seeks to examine the effects of the COVID-19 Crisis on different layers of participatory decision-making knowledge, and to estimate the necessary changes in participatory decision-making for life in the post COVID-19 period. Therefore, it is an essential step in organizing post-crisis participatory decision-making. Accordingly, using the Fundamentalism Strategy, the effects of the Corona Crisis on participatory decision-making at the three levels of principles, theories and techniques have been studied and analyzed. The results show that participatory decision-making at each of the introduced levels is affected by the Corona crisis. Also, at all levels, there has been areas of decision-making that remain completely unchanged. Further analysis shows that, despite the quantitative view, the most important effects have been created at the level of participatory decision-making principles and philosophical theories. The results of this study indicate the need for paradigm shifts in participatory decision-making in the post COVID-19 period. Finally, this study provide suggestions for further research and empirical suggestions.

کلیدواژه‌ها [English]

  • Participatory decision making
  • crisis management
  • COVID-19 management
  • spirituality in management
  • Foundationalism
[1]      Yong Suk Jang, J. Steven Ott, Jay M. Shafritz (2011), Classic Readings in Organization Theory, New York: Wadsworth Cengage Learning.

[2]      Taylor, Frederick Winslow (1911), the Principles of Scientific Management, New York: Harper & Brothers.

[3]      Franke, Richard Herbert and James D. Kaul (1978), The Hawthorne Experiments: First Statistical Interpretation, American sociological review, Vol 4. No 5 pp. 623 – 643. 

[4]      Taket, Ann and white, Leroy (2000), Partnership and Participation: Decision-making in the Multiagency Setting. New York: Wiley.

[5]      Grant T. Harris (2020), How Investors Can Navigate Pandemic-Related Risk in Emerging Markets, Harvard Business Review. May 15, 2020.

[6]      Roberts, Jonathan M. (1988), Decision-making during International Crises. London: the Macmillan Press.

[7]      Solomon, Robert C. (2005), On Ethics and Living Well, Austin: University of Texas.

[8]      Eggleston, Ben (2014), the Cambridge companion to utilitarianism, London: Cambridge University Press.

[9]      Staveren, Irene (2007), Beyond Utilitarianism and Deontology, Review of Political Economy, Volume 19, Number 1, 21–35, January.

[10]   Tanner, Carmen (2007), Influence of deontological versus consequentialist orientations on act choices and framing effects: When principles are more important than consequences, European Journal of Social Psychology, Eur. J. Soc. Psychol. DOI: 10.1002/ejsp.493.

[11]   Khodamradi, Sara and Yousefi, Minoo and Aghdami, Mehri (1396). Investigating the Relationship between Social Responsibility and Customer Loyalty. New Research in Management and Accounting, No. 29. 210-235

[12]   Ranjbar, Ahmad Abolhassani and Rahro, ‌ Amir Hossein and Eskandari‌nia, Nima and Bozorgi Nejad, Mehrdad (1394). Provide a fuzzy model to assess the level of social responsibility of the organization. Quarterly Journal of State Management Mission, Year 6, Issue 17, 80-97.

[13]   WHO and European Investment Bank strengthen efforts to combat COVID-19 and build resilient health systems to face future pandemics, world health organization, 1 May 2020.

[14]   Greig, Finlay (2020) Coronavirus symptoms explained: meaning of a ‘persistent’ or ‘continuous’ cough, high temperature and loss of smell and taste, URL: https://inews.co.uk/news/health/coronavirus-symptoms-explained-persistent-continuous-cough-temperature-high-loss-smell-taste-anosmia-409092

[15]   Ghaffari, Gholamreza (1388). "The logic of comparative research." Iranian Journal of Social Studies: Winter 2009, Volume 3, Number 4

[16]   Azizi, Mahdi (1397), Explaining the Basics of Islamic Decision Making in Organizations, Master Thesis, Management, Imam Sadiq University.

[17]   Greenberg, Marvin (1974), Euclidean and non-Euclidean geometries, New York: Freeman.

[18]   Sagden, Robert and Williams, Anne (1978). Fundamentals of cost-benefit analysis. Oxford: Oxford University Press.

[19]   Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson (2020), Strategic Management: Concepts: Competitiveness and Globalization, 12th Edition, New York: Cengage Learning.

[20]   Gray, John (2020), Goodbye to globalization, The Guardian, https://www.theguardian.com/world/2001/feb/27/globalisation

[21]   Kymlicka, Will (2002). CONTEMPORARY POLITICAL PHILOSOPHY, New York: OXFORD UNIVERSITY PRESS.

[22]   Motahhari, Morteza (1390). Imamate and leadership. Sixth edition. Tehran: Sadra.

[23]   Mehdi Azizi , Hossein Bakhtiari, Mohammad Jawad Bahmanabadi (2018), Islamic authoritative decision-making and its place in the application of Islamic decision-making, The Interdisciplinary Quarterly of Fundamental Researches on Humanities, 3(4): 25-42.

[24]   Kavousi, Ismail, Chavosh Bashi, Farzaneh, (2010), Designing Sustainable Strategies for Creating Social Responsibility, Journal of Organizational Social Responsibility (2), Cultural and Social Research Group, Expediency Discernment Council.

[25]   Fleming, M. (2002), What is safety culture? Rail way safety ever green House, Sage Publication, November

[26]   Azizi, Mehdi et al. (2017). Investigating the effect of utilitarian school on decision-making theories and comparing it with the theory of Islamic growth, Journal of Islamic Management Research, No. 3.

[27]   COVID-19 and Responsible Business Conduct (2020), Business human rights, https://www.business-humanrights.org/sites/default/files/documents/OECD_COVID-19%20and%20Responsible%20Business%20Conduct_Full%20Note.pdf

[28]   Mental health and psychosocial considerations during the COVID-19 outbreak (2020), world health organization, https://www.who.int/docs/default-source/coronaviruse/mental-health-considerations.pdf?sfvrsn=6d3578af_2

[29]   Drucker, P.F. (1993). Managing for the future. Butterworth -Heinemann, Oxford.

[30]   Hassan Ali Viskermi, Leila Amirian, Sajjad Khodaei (1397) The effectiveness of critical thinking training on happiness and tolerance of ambiguity of medical students. Journal of Research in Medical Education, Volume 10, Number 3, pp. 58-66.

[31]   Rahimi Masoumeh, VaezFar Seyed Saeed, Jairvand Hamdaleh (2015) The simple and multiple relationship between the power of tolerating ambiguity and the emotional atmosphere of the family and cognitive creativity. Innovation and Creativity in the Humanities, Volume 5, Number 2, 147-164.

[32]   Alavi, S.A. and Azizi, M. (2020), "The effect of Islamic culture’s constituents on decision-making", Journal of Islamic Marketing, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JIMA-10-2018-0192.

[33]   Senge, P.M. (1990). The fifth discipline: the art and practice of the learning organisation. Random House, Sydney.

[34]   Hopman J, Allegranzi B, Mehtar S. Managing COVID-19 in Low- and Middle-Income Countries. JAMA. 2020;323(16):1549–1550. doi:10.1001/jama.2020.4169

[35]   Greenberg Neil, Docherty Mary, Gnanapragasam Sam, Wessely Simon (2020), Managing mental health challenges faced by healthcare workers during covid-19 pandemic BMJ 2020; 368 :m1211

[36]   Ackoff, Russell L. (1981), Creating the Corporate Future: Plan or be planned For. New York: Wiley.

[37]   Darrell K. Rigby (2020), Develop Agility That Outlasts the Pandemic, Harvard Business Review, May 15, 2020.

[38]   North Robert C. (1962) Decision-making in crisis: an introduction, Journal of Conflict Resolution, Vol. 6 No. 3, pp. 197-200.

[39]   Maarten, Jan and Aletta, Schraagen and Eikelboom, Kees van Dongen and Guido te Brake (2005), Experimental Evaluation of a Critical Thinking Tool to Support Decision Making in Crisis Situations, Proceedings of the 2nd International ISCRAM Conference (B. Van de Walle and B. Carlé, eds.), Brussels, Belgium, April 2005

[40]   Sayegh, Lisa (2004) Managerial decision-making under crisis: The role of emotion in an intuitive decision process, Human Resource Management Review, Volume 14, Issue 2, Pages 179-199

[41]   Schraagen, Jan Maarten (2018) Improving Decision Making in Crisis Response through Critical Thinking Support, Journal of Cognitive Engineering and Decision Making, Volume: 2 issue: 4, page(s): 311-327.

[42] Chambers, R. (1994). The origins and practice of PRA. World Development, 22 (7): 953-965.