Escrever uma Reflexão sobre o Texto o Administrador na Crise

EDITORIAL Review of Managerial Science 2022 1620352046 httpsdoiorg101007s11846022005802 Abstract The world is shaken by global crises that have severe implications for firms and their management But what is characteristic of a global crisis and why do firms and their managers often fail to deal proactively and strategically with coping strat egies for crises This introductory paper explains the characteristics of crises and important underlying management behavior These behaviors are most important to understand because they might escalate or reduce the effects of a global crisis in firms We also explain the challenges associated with emphasizing the local effects of crises while ignoring or downplaying their global effects Finally we present the papers in this special issue that provide specific answers that can help to deal with aspects of a global crisis Keywords Crisis management COVID19 Ukraine war Climate change Entrepreneurship Innovation JEL classification M1 M10 M19 M20 Received 4 August 2022 Accepted 6 August 2022 Published online 19 August 2022 The Authors 2022 Management in times of crises reflections on characteristics avoiding pitfalls and pathways out Ricarda B Bouncken1 Sascha Kraus24 Antonio de Lucas Ancillo3 Sascha Kraus saschakrauszfkede Ricarda B Bouncken bounckenunibayreuthde Antonio de Lucas Ancillo antoniolucasuahes 1 Chair for Strategic Management and Organisation University of Bayreuth Bayreuth Germany 2 Faculty of Economics Management Free University of BozenBolzano Bolzano Italy 3 Economics and Business Management Department University of Alcalá Madrid Spain 4 Department of Business Management University of Johannesburg Johannesburg South Africa 1 3 R B Bouncken et al 1 Introduction Since the beginning of 2020 the world has been changing on a scale and with an intensity that no one could have predicted While we see the emergence and con sequences of the still ongoing COVID19 pandemic the Russian war in Ukraine and climate change in society and politics we also perceive the strong disruptions of these crises for established businesses entrepreneurship but also for innovation and global management eg Kuckertz et al 2020 Aguinis et al 2022 Firms not only need to deal with dramatic changes that were not anticipated but also need to maneuver with the longterm consequences of these crises strategically eg Breier et al 2021 Obviously the sudden challenges related to the health situation social welfare lockdown and supply chain disruption of COVID19 have had a strong negative impact on the overall economic situation perhaps deepening some latent challenges that have their origins in the 2009 financial crisis Sharma et al 2022 Some indus tries and firms were more strongly affected by the situation while policymakers hile policymakers were eager to soon bring the economic situation back to preCOVID levels GalindoMartín et al 2021 Still coping with COVID19 2022 has shown another additional crisis caused by the war in Ukraine that will have ongoing and more severe problems in the future Mbah Wasum 2022 These two sudden crises are accompanied by the most severe and boundaryless climate change that increas ingly has strong negative influences of different kinds eg heat waves droughts erosion Previous research can deliver some answers to the actual challenges for firms in crises Especially the COVID19 pandemic motivated research on the health care situation and virtual work Yet surprisingly little research has examined the charac teristics and challenges of such global crises What does crisis mean and what are the specifics and challenges On these critical questions this introductory paper aims to disentangle the characteristics as well as local and global challenges and causes of innovation and entrepreneurship and to provide an overview of the studies in this special issue with regards to how they answer challenges related to these crises 2 Current crises and their comparison Today economies and firms face three major global crises The most sudden and unanticipated is the COVID19 pandemic crisis Global and local economies were hit hard sudden and partly continuously by the adverse effects of the pandemic COVID19 has globally and dramatically influenced individual lives exerted huge health and economic costs and affected many firms in diverse ways eg Meyer et al 2022 Harms et al 2021 For example it has led to staggering unemployment and restrictions in normal life Clark et al 2020 Kraus et al 2020 Interestingly the COVID19 pandemic has called for the willingness to show solidarity with others while accepting negative effects on selfinterest Cappelen et al 2021 The second and also sudden crisis is the ongoing war in Ukraine When it started it first truncated delivery of supply chain parts and food In addition the sanctions 1 3 2036 Management in times of crises reflections on characteristics avoiding against Russia and the lowered supply of fossil energies have lowered global trade and supply The sanctions show solidarity on the level of countries and super coun try arrangements such as on the level of the EU van Bergeijk 2022 However the solidarity of the population does not always or fully match the actions and sanctions on the collective level initiated by governments The crisis initially hit the Ukrai nian population and specific firms in different countries Yet it is already visible that energy supply problems will increasingly exert several additional severe threats for example on industrial manufacturing and social wellbeing over the next months The third crisis of this time climate change has been ongoing but its effects become more visible and severe every coming year Bouncken et al 2022 Com pared to the progressive longterm environmental crisis the COVID19 pandemic nuances the shortterm effect of a major disruption For example individuals anxiet ies of contamination of becoming ill or dying connected to limitations health facili ties initiated immediate and often dramatic actions from the side of the government that caused strong disruptions on the level of individuals and firms Dosi and Soete 2022 Potentially the more pressing the environmental problems the greater the modifications of the conventional objective of economic growth towards the inclu sion of metrics for sustainable development Some research has already nuanced that climate change will demand changes in organizations and individuals behavior toward the development of identification processes that are in favor of environmental sustainability Bouncken et al 2022 Clauß et al 2022 Concerning the COVID19 pandemic the war in Ukraine and the environmental crisis we can disentangle a local dimension related to the problems surface and a more global dimension that includes the deeper global drivers and causes Dosi and Soete 2022 Together the three crises have nuanced effects that are first and fore most perceived and evaluated locally although their effects Yet they are far more longterm and global in the context of a highly interlinked globalized world where boundaries to the crises are lower than many expect them Dosi and Soete 2022 3 Definition and understanding of crises Crises are related to strong changes that have not been anticipated and which are not short occurrences but which even become more severe over time Pearson and Clair 1998b Kraus et al 2013 Due to the uncertainties and disruptions crises escalate fear in individuals and organizations With this fear individuals tend to hang on to their habits engage strongly in the search for certainty look for clear formal guidance even authoritar ian regimes and cling to identity processes and social categorization that might lead to social effects such as polarization and the growth of intolerance Dosi and Soete 2022 Hence the fear that clings to crises causes extra challenges reduces solidar ity and limits the success of actions taken towards coping with the crises Accord ingly when solidarity is low and egointerests high there will be declining chances of reducing the escalating problems of a crisis Although environmental and economic crises might appear suddenly their influ ences on firms in the appearance of organizational crises are usually understood via a 1 3 2037 R B Bouncken et al process Claeys and Cauberghe 2014 Pearson and Clair 1998a Sayegh et al 2004 Traditionally the literature understands an organizational crisis not as a sudden event but as a process that might be differentiated into stages Lukason and Laitinen 2019 or specific cycles Fernandez and Mazza 2014 So typically the crisis emerges and remains over a period of time but might allow for actions to reduce it respectively Trahms et al 2013 Weitzel and Jonsson 1989 Yet wrong actions or inactivity might escalate the process Even though a crisis relates to a process previous research has revealed that an organizational crisis demands quick decisions of managers mainly at the Clevel or by the organizations founders Merendino and Sarens 2020 Often the crisis evolves from a smoldering state but to prevent its diffusion and escalation manag ers need to look for immediate solutions Williams et al 2017 Research pinpoints that for organizational crises that there is not a single triggering or initial event but a long journey of misguidance that enfolds unknown paths Coombs 2014 Pearson and Clair 1998a Similarly an organizational crisis is rarely the outcome of only one factor but rather of different ones Often the combination of internal and external events causes an organizational crisis MacDougall et al 2016 Sheng and Lan 2019 There might be external causes and environmental uncertainty which become severe threats to the firm because of specific contextual conditions Lorsch and MacIver 1989 The inter nal view or the important internal causes often relate to environmental maladaptation combined with wrong decisions conflicts or misconducts of managers Merendino and Sarens 2020 Hence misconduct or managers might further escalate an organi zational crisis while proper management behavior can shorten the crisis and deliver ways out of it We reason that the following insights into misconduct in organiza tional crises might also provide guidance about how to work with a global crisis that affects the organization 31 Management misconduct in crises Understanding the crisis as a process calls for managers to strategize and action toward identifying ways out of the ongoing crises However previous research has identified factors that reduce dealing with the crisis The knowledge of such miscon duct can help avoid those behaviors and guide pathways that better cope with global crises In the following we explain important causes and bring arguments on how they relate to the actual crises 32 Overconfidence When a crisis unfolds be it gradually or suddenly managers show overconfidence in dealing with it Overconfidence spoils effective decisionmaking as it produces less accurate or overoptimistic evaluations of a decisions outcomes Simon and Shrader 2012 In situations of overconfidence managers cognitive processes are too lowly activated as they do not see the challenges or threats of the crises In detail overconfi dent managers are largely ignorant of potential problems so they do not enter search 1 3 2038 Management in times of crises reflections on characteristics avoiding processes crisis planning and the development of creative visions out of the crises Merendino and Sarens 2020 All the recent three crises might have been triggering overconfidence in managers At the beginning of the pandemic managers had not considered the dramatic and worldwide challenges that affected more and more firms in different industries and the international transfer of goods that limited or blocked the global supply chain processes Then managers might have considered local effects but only gradually understood the severity of the global challenges Due to the greater attention on local challenges managers overconfidence lingered over a longer period For example the ongoing lockdowns health issues and virtual work relationships brought about several shortages of human resources physical resources and market demands Managers largely ignored the scale and scope of these challenges The overconfidence and emphasis on local challenges seems to have parallels in its effects as the war in Ukraine We propose that the energy and food supply short ages will even enfold more in the future Yet with the effects of the pandemic still lingering eg shortage of Solar Panels there are limited ways out of the energy shortage While the pandemic and the war occurred more suddenly the climate change crisis is still evolving Even Government policies see Paris climate agreement seem to have been overheard or downplayed by managers Managers also seem to underesti mate the necessary moral and identification changes needed to cope with the climate changes In addition climate change has very strong global and longterm effects The typical focus on local challenges and overconfidence in mastering longterm and global problems worsen the inactivity Overconfidence and managers igno rance might worsen the situation because alternative paths that demand longterm investments out of the crises have not been taken for example by fostering technol ogy and necessary organizational innovation that could make an organization more sustainable 33 Gaps of knowledge and experience Previous research reveals that managers are often not cognitively equipped to sense the seeds related to the crisis because they lack knowledge and experience for per ceiving and are crucial for the global and longterm effects of the global crises The two sudden crises today the pandemic and the war indeed show situations in which managers naturally lacked knowledge and experience The most significant gaps in knowledge and experiences were associated with the pandemic Hence guesswork and gut feeling essentially needed to substitute similar problem solutions from the past for management during the pandemic A bit different are the effects related to the war Managers might have experience and knowledge in dealing with areas affected by war or where their supply chain partners are located in an area affected by war Yet while there have been wars constantly in the world the Ukrainian war is differ ent because it involves a major nuclear player and because Ukraine was a powerful supplier of food and industry parts Yet changes associated with uncertainty might be smaller than those of the pandemic 1 3 2039 R B Bouncken et al A different matter is the slowly progressing climate change While there are numer ous models of how climate change plays out and who will be affected in which ways we see great ignorance and overconfidence so that managers do not use their poten tially useful experiences and knowledge Firms might use much more of their estab lished innovation search and implementation routines to find ways to reduce energy consumption reduce pollution etc Yet the low financial and economic incentives and the often insufficient levels of environmental solidarity limit those options In addition there are organizations that take advantage of holes in environmental regu lations and routines and the insolidarity might motivate other organizations to care less about climate change for now 34 Lack of independent thinking Previous research shows that managers insufficient independent thinking slowed the development of creative ideas missing proactivity and risktaking Merendino and Sarens 2020 The lack of formal independence is defined as managers ability to make strategic decisions consistent with the concerns and evaluations of a broader set of stakeholders Rindova 1999 p 966 Interestingly managers might be formally independent but prioritize their personal interests over the firms Merendino and Sarens 2020 Hence a lack of independence defines that even when managers can recognize and understand the seeds of a crisis they do not react at all or sufficiently because they prioritize their personal interests Brown et al 2020 For example they ignore signs in the environment about the development and increase of a crisis and the cognitive processes about solutions and the subsequent severe changes in the firm will not be activated Merendino and Sarens 2020 However the COVID19 pandemic has demanded increasing solidarity Still in some countries this crisis has initiated extensive discussions about the governments role in implementing policies that reduce economic inequality and better protect health Cappelen et al 2021 Hence there is an interesting ambivalence On the one hand the existence of a common enemy the virus might bring individuals together On the other hand high levels of stress and fear can activate an individuals or groups selfish impulses Researchers claim that the pandemic has made salient the selfless behavior of some individuals and groups while also showing the heroism of others such as health workers Brandt et al 2020 Peopletopeople solidarity has been witnessed such as assisting elderly people through voluntary shopping services and volunteering in health care institutions Cappelen et al 2021 Selfish behavior became visible by hoarding and individuals not respecting the need for social distancing Cappelen et al 2021 Related to a lack of independent thinking managers but also boards or organi zations might be subject to shorttermism On the individual level shorttermism shapes a constraint as a single manager might prioritize temporal focus towards the short term and conservatism and this often or more strongly occurs during times of great uncertainty Flint 1999 Merendino and Sarens 2020 showed that boards pri oritized shortterm solutions while making decisions to enhance immediate results Especially the great uncertainties related to the pandemic might have needed short term and immediate solutions Yet the war and the climate crises should motivate 1 3 2040 Management in times of crises reflections on characteristics avoiding longterm visions scenarios and strategies to cope with the challenges Perhaps increasingly occurring threats of climate change might trigger perceptions of local ized challenges and drive greater levels of solidarity that are needed to cope with the global climate crisis 35 Complexity and its underestimation Global crises are complex especially in the negative effects they incur over time Typically the greater a crisis becomes the more complex the influences and the more difficult it becomes to find ways out of the crisis Generally there are unclear relationships and hard to estimate causes and effects when complexity is extremely high While the complexity adds a threat of its own managers might even underestimate the complexity of crises In this managers tend to pursue too simple actions that cannot cope with the multifaceted and fuzziness of the crises Henning Reschke et al 2010 In addition in underestimating the com plexity managers tend to postpone crucial decisions and this either ignorance or underestimation becomes more severe when the seeds of a crisis become more evi dent step by step Merendino and Sarens 2020 The complexity of the pandemic became greater and greater over the course of the pandemic However some manag ers chose the right focus and proactively implemented solutions Yet most firms and governments were confronted with unanticipated multifaceted challenges In dealing with the pandemic the Government initiated actions that increased the complexity for firms Potentially the current War bears fewer complex issues but demands hardly achievable solutions for example a shortage of energy supply The severe global effects of climate change and many managers seem to underestimate the complexity With every week passed the magnitude of climate change increases and so does the complexity and difficulty of finding ways out of it Still the crises might stimu late proactive risktaking and innovative behavior of individuals and organizations towards innovation and entrepreneurship that reduces the challenges Covin et al 2020 Hughes et al 2018 36 A glimpse of how crises affect entrepreneurship and innovation While we experience a slowing down of economic factors additionally it has been shown that the pandemic has negatively affected entrepreneurship GalindoMartín et al 2021 One might believe that a crisis mobilizes creativity and entrepreneur ship PerisOrtiz et al 2014 Dejardin et al 2022 Still these positive triggers have mostly been related to vaccination development testing services virtual work deliv ery services and home and garden solutions Negative effects of entrepreneurship in general have been put forward stating lowered demand imposed by confinements and other limitations on mobility GalindoMartín et al 2021 Accordingly ElErian 2010 argued that firms have been less apt to take risks during the financial crisis Risktaking is a precondition to innovation and entrepreneurship Bouncken et al 2014 In addition firms were less open to investments in innovative firms as they evaluated the risks as too high in terms of capital loss In particular it has been shown that the great financial crisis limited the emergence of a dominant design The crisis 1 3 2041 R B Bouncken et al developed fewer innovations especially a lower amount of disruptive ones Brem et al 2020 The COVID19 crisis again showed different levels of creativity in dealing with the crisis often only at a medium innovative level but technologyfacilitated Wendt et al 2021 Just this technology could be the trigger for turning crises into opportunities for entrepreneurship and innovation Different views on a problem might also trigger innovation and entrepreneurship Lv et al 2021 In this vein researchers have remarked that a crisis can bring people into a moral conundrum which might facilitate the development and articulation of opposing intuitions and perspectives Kluger 2020 Hence diverse needs and oppos ing views related to the emergence of a global crisis might stimulate diverse thoughts over this course of entrepreneurship However perhaps the digitalization artificial intelligence the solidarity of family firms specific business incubators entrepreneur ial strategies new forms of knowledge work novel shared value systems and new digital platforms might reveal solutions to the crises and build up resilience Hill mann 2021 Still one might argue that especially the issues related to climate change will encourage innovation and entrepreneurship in the form of technological progress Including metrics for sustainable development might stimulate innovation and entre preneurship toward new business opportunities for dealing with the new metrics GalindoMartín et al 2021 4 Overview of the papers This special issue includes eight contributions on specific solutions to crises offering a wide overview of strategies from different perspectives Two contributions examine business models AI business model innovation create shared value Three papers investigate knowledge and information transfer information asymmetries knowl edge worker and email marketing And three contributions draw on more contextual perspectives and topics studying innovation ecosystems business incubators and notions in entrepreneurial strategies Åström et al 2022 provide a work on Value creation and value capture for AI business model innovation a threephase process framework They explain how AI providers integrate valuecreation and valuecapture elements to develop com mercially viable AI business models Against the growing adoption of AI technology this study used an indepth singlecase study to understand firms AI business model innovation toward commercializing the value of the technology They identified three stages AI suppliers must go through identifying AI value creation prerequisites matching value capture methods and establishing an AI business model They also suggest that AI providers must develop and experiment with a wide range of AI busi ness models to achieve economic success Camisón et al 2022 in their article on Asset tangibility information asymme tries and intangibles as determinants of family firms leverage examine the capital structure decision in small and mediumsized family firms Drawing on a mix of the ories agency theory the behavioral theory of the firm and strategic theory they look at how family control publicly available information and tangibility affect financial 1 3 2042 Management in times of crises reflections on characteristics avoiding structure based on survey data from 543 companies in the Spanish tourism industry Their findings show that family ownership and leverage have a more complicated and variable relationship than conventional financial and behavioral models suggest Their empirical evidence reveals that the relationship between family ownership and leverage capacity is also contingent on information transmission strategies asset investment decisions and ownership arrangements on debt capacity Deyanova et al 2022 in Hatching startups for sustainable growth a bibliomet ric review on business incubators conduct bibliometric performance analyses and science mappings to present a systematic overview of the scholarly knowledge base relating to business incubators Their findings are based on reviewing and analyzing relationships between 194 published articles in this field The performance analyses show the literature and publishing practice of researchers and organizations includ ing the characteristics of publications and their citations over time The science map pings comprise keyword cooccurrence analysis and bibliographic coupling which identify leading research topics in this field uncovering its framework and dynamics In their paper entitled Examining subjective career success of knowledge work ers Gaile et al 2022 suggest a novel model for evaluating career success by con sidering universal personal values behavioral factors and sociodemographic factors On the fundament of theoretical implications suggested by protean career orienta tion they collected data from 384 specialists and managers in Latvian organizations across 20 different industries The results show that selfdirection and power are the most impactful personal qualities on subjective career success Even though some career behaviors including confidence behaviors and attitudes toward incentives and relationships significantly contribute to subjective job success curiosity habits and educational levels present negative influences Besides gender shows no significant impact on their perceived professional success Rapp 2022 on Predictive vs nonpredictive entrepreneurial strategies Whats the difference anyway offers a novel perspective on the role of prediction and adap tion in entrepreneurial action The author argues that the two essential conceptions of how entrepreneurial activity could progress one being the predictive approach causation and the other being the nonpredictive or adaptive method effectuation should be unified rather than distinct and mutually exclusive Through reasoning the overlaps and concurrency of the two features this research suggests that prediction and adaptation invariably cooccur proposing a judgmentbased unified idea of pre dictiveadaptive entrepreneurial activity RubioAndrés et al 2022 offer a piece on Driving innovation management to create shared value and sustainable growth a metric and governance model for evaluating the advantages of creating shared value in small and mediumsized enter prises They draw on current discussions on the importance of creating shared value for SMEs and collected data from 1136 Spanish SMEs This study suggests innova tion management as a critical driver for creating shared value through cultural trans formation processes Furthermore the findings also show that creative businesses may promote the development of social and economic value with reputation mediat ing the relationship They propose a strategic management model to achieve shared value and sustainable growth considering innovation management social value and reputation 1 3 2043 R B Bouncken et al The article Gaming innovation ecosystem actors roles and coinnovation pro cesses by Klimas and Czakon 2022 looks into innovation ecosystems and the co innovation process among various actors They conducted a longitudinal investigation into the Polish gaming innovation ecosystem over three years The findings identify four cocreation roles direct value creation supporting value creation encourag ing entrepreneurship and leadership This study further suggests a fivestage co innovation process codiscovery codevelopment codeployment codelivery and codissemination Funding Open access funding provided by Libera Università di Bolzano within the CRUICARE Agreement Data availability Our manuscript has no associate data Open Access This article is licensed under a Creative Commons Attribution 40 International License which permits use sharing adaptation distribution and reproduction in any medium or format as long as you give appropriate credit to the original authors and the source provide a link to the Creative Commons licence and indicate if changes were made The images or other third party material in this article are included in the articles Creative Commons licence unless indicated otherwise in a credit line to the material If material is not included in the articles Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use you will need to obtain permission directly from the copyright holder To view a copy of this licence visit httpcreativecommonsorg licensesby40 References Aguinis H Jensen SH Kraus S 2022 Policy implications of organizational behavior and human resource management research Academy of Management 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excesso de confiança priorização de interesses pessoais em detrimento dos da empresa desconhecimento dos problemas potenciais e falta de experiência Esses desafios representam barreiras significativas que podem prejudicar a eficácia das decisões tomadas em momentos críticos evidenciando a complexidade e os obstáculos que os administradores enfrentam diante de crises O excesso de confiança como primeiro problema destacado pode distorcer a percepção da realidade e levar à subestimação dos desafios envolvidos na crise Por exemplo um administrador excessivamente confiante pode ignorar sinais de alerta e tomar decisões arriscadas sem considerar as possíveis consequências adversas Já o segundo problema a priorização de interesses pessoais em detrimento dos da empresa pode resultar em decisões prejudiciais à organização Por exemplo um administrador pode optar por projetos que beneficiem sua própria carreira ou aumentem seus bônus mesmo que não sejam as melhores opções para a sustentabilidade da empresa O terceiro problema o desconhecimento dos problemas potenciais pode impedir o administrador de antecipar e mitigar riscos como uma empresa que enfrenta uma crise financeira devido à falta de previsão de mudanças no mercado ou de eventos externos que impactam suas operações Por fim a falta de experiência na tomada de decisão pode levar a erros graves e oportunidades perdidas Um administrador inexperiente pode por exemplo subestimar os riscos de um novo empreendimento ou não identificar corretamente as tendências de mercado resultando em investimentos mal direcionados Diante desses desafios a importância do administrador se destaca como um elementochave na condução das organizações em tempos de incerteza Sua habilidade de enfrentar e superar obstáculos não apenas evidencia sua competência de liderança mas também enfatiza sua responsabilidade em guiar a empresa em direção a soluções eficazes e duradouras Ao lidar com a complexidade e a incerteza inerentes à gestão o administrador assume uma função vital na garantia do sucesso organizacional e na promoção de um ambiente de trabalho produtivo e sustentável Portanto é evidente a importância de o administrador investir continuamente em seu desenvolvimento profissional Cultivar habilidades como o pensamento estratégico a resolução de problemas e uma liderança eficaz não só amplia suas competências individuais mas também fortalece a capacidade de toda a equipe em enfrentar desafios e adversidades Essa abordagem não apenas prepara a equipe para tomar decisões acertadas em momentos de crise mas também estabelece bases sólidas para lidar com os desafios cotidianos de forma mais eficiente REFERÊNCIAS Bouncken RB Kraus S Ancillo A L Management in times of crises reflections on characteristics avoiding pitfalls and pathways out Review of Managerial Science v16 p 112 2022 Disponível em httpsdoiorg101007s11846022005802 Acesso em 9 jun 2024 No texto é enfatizada a importância do papel do administrador como um agente de mudança e como alguém que toma decisões estratégicas especialmente em situações desafiadoras Dentro desse contexto são identificados e examinados quatro problemas que afetam a gestão na tomada de decisão excesso de confiança priorização de interesses pessoais em detrimento dos da empresa desconhecimento dos problemas potenciais e falta de experiência Esses desafios representam barreiras significativas que podem prejudicar a eficácia das decisões tomadas em momentos críticos evidenciando a complexidade e os obstáculos que os administradores enfrentam diante de crises O excesso de confiança como primeiro problema destacado pode distorcer a percepção da realidade e levar à subestimação dos desafios envolvidos na crise Por exemplo um administrador excessivamente confiante pode ignorar sinais de alerta e tomar decisões arriscadas sem considerar as possíveis consequências adversas Já o segundo problema a priorização de interesses pessoais em detrimento dos da empresa pode resultar em decisões prejudiciais à organização Por exemplo um administrador pode optar por projetos que beneficiem sua própria carreira ou aumentem seus bônus mesmo que não sejam as melhores opções para a sustentabilidade da empresa O terceiro problema o desconhecimento dos problemas potenciais pode impedir o administrador de antecipar e mitigar riscos como uma empresa que enfrenta uma crise financeira devido à falta de previsão de mudanças no mercado ou de eventos externos que impactam suas operações Por fim a falta de experiência na tomada de decisão pode levar a erros graves e oportunidades perdidas Um administrador inexperiente pode por exemplo subestimar os riscos de um novo empreendimento ou não identificar corretamente as tendências de mercado resultando em investimentos mal direcionados Diante desses desafios a importância do administrador se destaca como um elementochave na condução das organizações em tempos de incerteza Sua habilidade de enfrentar e superar obstáculos não apenas evidencia sua competência de liderança mas também enfatiza sua responsabilidade em guiar a empresa em direção a soluções eficazes e duradouras Ao lidar com a complexidade e a incerteza inerentes à gestão o administrador assume uma função vital na garantia do sucesso organizacional e na promoção de um ambiente de trabalho produtivo e sustentável Portanto é evidente a importância de o administrador investir continuamente em seu desenvolvimento profissional Cultivar habilidades como o pensamento estratégico a resolução de problemas e uma liderança eficaz não só amplia suas competências individuais mas também fortalece a capacidade de toda a equipe em enfrentar desafios e adversidades Essa abordagem não apenas prepara a equipe para tomar decisões acertadas em momentos de crise mas também estabelece bases sólidas para lidar com os desafios cotidianos de forma mais eficiente REFERÊNCIAS Bouncken RB Kraus S Ancillo A L Management in times of crises reflections on characteristics avoiding pitfalls and pathways out Review of Managerial Science v16 p 112 2022 Disponível em httpsdoiorg101007s11846022005802 Acesso em 9 jun 2024