Strategic Managers' Competency Model in Implementing Crisis Management Policies in Defense Organizations

Authors

1 Assistant Prof., Department of Business Management, Payam Noor University, Tehran, Iran.

2 Assistant Professor , Department of Business Management, Faculty of management, economics & eccounting, Payame Noor University (PNU),Tehran,Iran

3 Assistant Professor, Department of Management, Shahid Sattari Aviation University, Tehran, Iran

Abstract

Background & Purpose: Crisis management in defense organizations is of vital importance due to the increasing complexities of novel threats and the significance of safeguarding national security. However, existing research in this area has often focused on general managerial competencies, with less attention paid to the specific competencies required by strategic managers in these organizations for implementing crisis management policies, especially considering the unique nature of military-security crises. This research aimed to design a competency model for strategic managers in defense organizations for implementing crisis management policies.
Methodology: This research employed a qualitative approach and utilized thematic analysis. The study's population consisted of 15 prominent experts and specialists in the fields of defense, crisis management, and policymaking within defense organizations. They were selected through purposive sampling until theoretical saturation was reached. The data collection tool was semi-structured interviews. The resulting data were analyzed using MAXQDA software and based on the stages of Attride-Stirling's three-stage approach. The trustworthiness and dependability of the findings were ensured through criteria such as member checking, data triangulation, and external audit.
Findings: The research findings led to the design of a comprehensive competency model for strategic managers in implementing crisis management policies within defense organizations. This model comprises five main competency dimensions: cognitive competencies (e.g., strategic thinking and foresight), interpersonal and communication competencies (e.g., team leadership and negotiation), technical and specialized competencies (e.g., crisis knowledge and information management), individual and personal competencies (e.g., resilience and decisive decision-making), and systemic and organizational competencies (e.g., inter-organizational coordination and macro-resource management).
Conclusion: This research, by presenting a comprehensive competency model, has taken a significant step toward empowering strategic managers in defense organizations to more effectively confront complex crises. Defense organizations can, by localizing and validating this model, use it as a foundation for designing and revising their strategic manager training and development programs. Furthermore, the identified competencies should be incorporated into the recruitment, appointment, and performance appraisal processes for these managers to ensure the presence of individuals with the necessary capabilities for future crisis management. Implementing these recommendations can significantly contribute to enhancing the readiness and resilience of defense organizations against emerging threats and safeguarding national interests.

Keywords

References

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