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COVID ‐19 induced emergent knowledge strategies
Author(s) -
Bratianu Constantin,
Bejinaru Ruxandra
Publication year - 2020
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.1656
Subject(s) - nexus (standard) , covid-19 , pandemic , power (physics) , isolation (microbiology) , perception , business , process (computing) , knowledge management , public relations , political science , psychology , computer science , medicine , biology , virology , physics , disease , pathology , quantum mechanics , neuroscience , outbreak , infectious disease (medical specialty) , microbiology and biotechnology , embedded system , operating system
The pandemic of COVID‐19 is considered the most complex global process generated so far due to its unprecedented power of disruption, interconnection, and lockdowns in all the domains of our life, from health to economy, education, research, culture, sports, and social isolation. The COVID‐19 crisis came like any other natural disaster, finding people and organizations unprepared for disruptive power and social nexus. The unthinkable became a reality, and people realized that organizations and governments have no strategies to fight against such a pandemic. They found out that the strategic knowledge gap is enormous, and the only way to navigate this crisis is to create emergent knowledge strategies. This paper aims to analyze the characteristics of emergent knowledge strategies by comparing them with deliberate knowledge strategies and showing how people can develop such new kinds of strategies. The analysis is based on criteria like time perception, systems thinking, type of knowledge, type of changes, and complexity.