Public Sector Leaders as Early Detectors of Crises: The Role of Mental Models, Expertise and Development
Uncertainty and Strategic Decision Making
ISBN: 978-1-78635-170-8, eISBN: 978-1-78635-169-2
Publication date: 5 November 2016
Abstract
This study investigates the complex interaction between properties of some emergent crises and the expertise of particular public sector leaders, who themselves are embedded in particular institutional processes that further constrain identification of these emergent crises. It is suggested that discrepancy in the ability of leaders to detect crises is due not only to their own proficiency in some cognitive skills, but also to their interaction with, and differences in, particular properties of some emergent crises, which render some emergent crises more detectable than others in some institutional environments.
Keywords
Citation
Marcy, R.T. and Berze, O. (2016), "Public Sector Leaders as Early Detectors of Crises: The Role of Mental Models, Expertise and Development", Uncertainty and Strategic Decision Making (New Horizons in Managerial and Organizational Cognition), Emerald Group Publishing Limited, Leeds, pp. 191-214. https://doi.org/10.1108/S2397-52102016016
Publisher
:Emerald Group Publishing Limited
Copyright © 2016 Emerald Group Publishing Limited