Agility, hierarchy, and resilience: A cross-sector analysis of strategic decision-making during the Covid19

Details

Supervisors

Biga Diambeidou, Mahamadou

Faculty

Louvain School of Management

Degree label

Master [120] en sciences de gestion, à finalité spécialisée
Master [120] en sciences de gestion, à finalité spécialisée

Abstract

enThis research looks at the differences in decision-making processes between organizations in the private, public and academic sectors when faced with a sudden external shock, such as a health or economic crisis. These shocks disrupt operations and require rapid, strategic decisions, with responses that vary according to the structures, priorities and missions specific to each sector. The specific problem studied lies in the three key dimensions: the limited cross-sector comparative research, the underrepresentation of universities in existing studies, and the lack of post-crisis analysis that would enable a deeper understanding of long-term strategic learning and adaptation. While existing literature explores decision-making in the private and public sectors, the inclusion of universities remains limited, leaving a significant gap in understanding the dynamics specific to these organizations with very different objectives: profitability and economic performance for the private sector, continuity of the mission for the public sector, and innovation and education for universities.The research question is: What are the differences in the decision-making processes of private, public and university organizations in response to an external shock? The aim is to understand how these organizations reconcile their sector-specific objectives and respond strategically to sudden crises. This study adopts a qualitative case study methodology, based on semi-structured interviews with decision-makers, analysis of strategic documents (crisis plans, internal communications), and observation of decision-making processes during these shocks. Preliminary findings suggests clear contrasts in the level of autonomy, centralization, reactivity and emotional management across sectors, highlighting how structural and cultural factors shape strategic responses in crisis context. Thanks to a comparative analysis we identify traditional practices of the different sectors as well as intersectoral models. Thanks to thus, we contribute to a nuanced understanding of how organizations can improve their resilience. Through post-covid analysis, this study also helps to understand to what extend organizations learn from the shocks they have experienced and how they adjust their governance and response strategies. The practical implications concern managers, public decision-makers, hospital managers and academics. By identifying best practices, this research will promote greater organizational resilience and adaptability, enabling a more effective response to external shocks while balancing the objectives specific to each sector