PRINCIPLES OF ORGANIZATIONAL WISDOM IN THE HEALTH TOURISM INDUSTRY

Health tourism is when patients travel to another state (or within a country) to improve or restore health (Hudson and Li, 2012). Recent studies show that health care spending is on the rise, averaging around 9 percent of GDP in OECD countries, and that the right balance needs to be struck between spending on disease prevention and treatment. Assessing the problem field of the health tourism industry and the current situation, the following key problems are identified: lack of communication and support between health tourism policy makers and health tourism organizations; lack of a culture of cooperation and organizational partnership between the public and private sectors; lack of strategic planning; gaps in the targeted distribution of responsibilities between actors in the health tourism network; resistance of the public and private sector to change. Thus, the article solves the problem – how to ensure the effective application of the principles of organizational wisdom in the health tourism industry? According to the authors, it is expedient for the organizations involved in this complex field of tourism to base their activities on the principles of organizational wisdom. The aim of the article is to propose the application of the principles of organizational wisdom in the health tourism industry. For the systematic review, scientific articles were searched in databases: Cambridge Journals Online; EBSCO; Emerald Publishing; SAGE Journals Online; Science direct; Taylor & Francis. The scientific articles included in the systematic review cover the period 1999-2020. The following methods are used to present the results of the research: comparative analysis, synthesis, graphical representation and generalization. The study identified the following essential principles of organizational wisdom that are appropriate to adapt in the health tourism industry: transformational leadership; organizational culture, management structure and teamwork; recognition of environmental change and rapid and effective response to it; systemic thinking; interaction between different organizations that can lead to high-quality solutions (innovation); the ability to accumulate organizational memory to compare past and present situations and decisions made. The authors in the article substantiate the opinion that the sustainability of the application of these principles depends on the mechanism of organizational partnership in organizing / creating health tourism cooperative. Such an organization has: a balanced structure and clearly defined roles and responsibilities of participants; long-term commitments are matched by specific short-term objectives that can be measured; periodic evaluation of the effectiveness of the role played by each partner; accurate and effective communication between partners and all stakeholders.

Practical and Theoretical Wisdom in Management Scholarship: Re-assesing the Use and Appropriations of Aristotle’s Philosophy

Within contemporary discussions on organizational wisdom, management scholars frequently turn to Aristotle’s work to conceptualize wisdom as phronesis, or practical wisdom. Contrary to the prevailing view, this paper argues that Aristotle did not propose an exclusively practical or particularistic conception of wisdom but, instead acknowledged that wisdom broadly conceived consists of two types of intellectual virtue: theoretical wisdom (sophia) and practical wisdom. Aristotle’s ultimate position regarding the relations between sophia and phronesis has remained, however, ambiguous, giving rise to different interpretations, and, more substantively, to the major appropriations of Aquinas, Heidegger and Gadamer. An analysis of the philosophical underpinnings of exemplary contributions to management wisdom suggests that research has predominantly applied Heideggerian and Gadamerian understandings of Aristotelian wisdom, while an Aquinian interpretation is largely absent in contemporary elaborations. Interpreting the Aristotelian notion of wisdom as dedicated purely to practical phronesis narrows the discussion on the nature of (organizational) wisdom within an Aristotelian framework in ways that do not give full credit to the breadth and complexity of Aristotle’s thought.

Managerial Energy in Sustainable Enterprises: Organizational Wisdom Approach

The circular economy (CE) as an idea involves applying the concept of sustainable development that has been gaining worldwide support. This shift in perception of energy and resource-use from its linear to circular forms creates a specific business environment, which constitutes the subject of this research. This article aims to analyze the impact of a manager’s energy on organizational wisdom, focusing on its circular business model activity. In the beginning, the article focuses on presenting ideas of the circular economy, emphasizing the manager’s activity in implementing strategic and operational tasks. These activities are identified as energy to launch mechanisms for developing organizational wisdom for sustainable enterprise. Assuming that organizational wisdom consists of two dimensions, organizational learning, and absorptive capacity, the research identifies relationships between them. The study was conducted at VIVE Textile Recycling Ltd., (Kielce, Poland). Empirical data were collected from 138 managers using the PAPI technique. Regression analysis and structural equation modeling (SEM) were applied to test the research hypotheses. Main results: Managerial energy (ME) is understood as the active attitude of managers who use knowledge from their environments to achieve goals both in the operational and strategic areas. Being an activating force for sustainable enterprise, ME is viewed as the antecedent to the development of enterprises operating in the CE model. ME directly activates the process of developing organizational wisdom in the area of absorptive capacity (AC) at the stages of assimilation, transformation, and exploitation. The transfer of knowledge from the individual to the organizational level (acquisition) requires a mediator, which is in this case the process of organizational learning (OL).

Cultivating organizational wisdom for value innovation

Purpose Marketing literature, while acknowledging the relevance of organizational learning for a better market understanding, has shown remarkably little effort to develop a framework for organizational wisdom (OW). A learning organization becomes wiser through time. Knowledge acquisition and exploitation are the foundation for differentiation between firms and sustain value creation. Therefore, this paper aims to integrate OW with previously validated marketing concepts in a broader nomological network. Design/methodology/approach The authors review extant literature associated to OW and offer a theoretical model to clarify the conceptual domain of this construct. Findings This study develops the theory of OW, arguing that when a firm clusters a specific set of knowledge dynamically through time, the organization reaches a level of exceptional understanding about the market and improves the judgment and communication of decision-making. Moreover, this study partializes the effect of the market orientation construct through its components for better outcomes in the value innovation process. Originality/value Based on the theoretical support, therefore, the authors provide a framework identifying the properties of OW, as well as the antecedents (a set of organizational knowledge) and consequences of OW (innovation and marketing capabilities development), specifying the moderation role of the marketing function influence.

Older workers as a source of wisdom capital: broadening perspectives

Purpose The purpose of this paper is to pinpoint some key variables that help shape the notion of older workers as a source of organizational wisdom capital. Design/methodology/approach Toward that end, the paper reviews a selective bibliography in order to support its arguments. Findings The evidence garnered throughout this paper – fundamentally through different lens of analysis – suggests that older workers may be considered as valuable assets. Furthermore, a sizeable number of members of this cohort continue, even in the latter stages of their careers, to be willing, well-equipped, and able to enhance, if properly utilized, companies to achieve other patterns of performance. Accordingly, it is advocated here that their knowledge and expertise constitutes an authentic source of organizational wisdom capital that deserves careful attention from organizations to maintain by means of suitable incentives and training. Research limitations/implications This paper highlights other aspects that should not be disdained by organizations such as career-ending, work characteristics, and mastery-avoidance goals. Thus, companies that are interested in keeping older talents must be attuned to their wishes and aspirations, as well as being proactive by offering tailor-made job-products to them. Social implications Given the trend of aging workforce, it is likely that organizations will be increasingly impacted by societal demands and public policies toward benefiting and respecting older talents. Originality/value This paper advocates that older workers are usually living memories of organizational life. Rather, they tend to keep in their minds those failures and successful ideas, projects, initiatives, and leaderships, which added or not value throughout their trajectories, as well as things that worked out or not. Fundamentally, they are able to provide answers to vital questions.