Tackling organizational wicked problems: a heuristics study based on a qualitative comparative analysis approach

Purpose Organizational wicked problems are ill-defined phenomena arising in complex environments with intertwined and evolving interests. This paper aims to use a nonlinear epistemological approach to explore how multiple management decision tools work together to form configurational paths to deal with organizational wicked problems and to propose some heuristic toolkits for tackling them. Design/methodology/approach Based on interviews with 53 senior executives dealing with 62 organizational wicked problems, this paper uses grounded theory to construct an antecedent theoretical framework and then uses qualitative comparative analysis (QCA) to conduct configuration analysis on the strategy portfolios that can tackle organizational wicked problems. Findings This paper used grounded theory to identify six theoretical dimensions as management decision tools for dealing with organizational wicked problems: change adaptation, goal performing, administration, mechanical integration, organic integration and entrepreneuring. In addition, this paper used QCA to explore and propose three heuristic toolkits – synergy oriented, institution oriented and innovation oriented – as multiple equivalent paths to help deal with organizational wicked problems. Originality/value This paper uses configuration analysis instead of the net effect analysis of the traditional econometric method and captures multiple antecedent conditions for decision-makers to deal with organizational wicked problems from a holistic perspective. This paper constructs three heuristic toolkits and matches each of them with the most suitable type of organizational wicked problem, constructing a complete research chain of “identifying–tackling” the organizational wicked problem and providing a reference for organizations facing similar situations in future practice.