Technology acceptance and COVID-19: a perspective for emerging opportunities from crisis

Abstract

Ingredients for leadership development include strategic intent, sensibility, knowledge, analytic acuity, and the confidence to make tough calls. Emergencies highlight the importance of technical progress and the opportunity to enhance design and productivity. Significant technological and organisational barriers hinder acceptance of these technologies; hence it is necessary to employ strategy. Research should be at the system’s heart through planned and unplanned transitions. The vision of building and maintaining business resilience and organising swift changes includes using perceptual methods. With this view, leaders can make deliberate decisions. It also tends to disrupt traditional approaches to dexterity. At the same time, strategic flexibility necessitates an evident connection between the business and the institution’s mission. A leader’s positive strategic intent is core that better enables investment in crisis response competencies. It includes timely use of knowledge management, organisational learning frameworks, business strategy, and system agility. Many nations in the developing world have simultaneously experienced the rise of digitisation and the spread of the covid-19 epidemic. Thus, academics should focus on the difficulties and prospects associated with people, groups, and management.