Advanced Journal of Management, Humanity and Social Science

Abstract In today’s highly volatile and uncertain environment, organizations are increasingly exposed to crises that are complex, systemic, and largely unpredictable. Traditional managerial approaches based on linear planning and stability assumptions are often inadequate for addressing such disruptions. This article examines the critical role of strategic thinking in crisis management and its contribution to enhancing organizational resilience under conditions of uncertainty. Drawing on interdisciplinary literature from strategic management, crisis management, organizational behavior, and systems theory, the study conceptualizes strategic thinking as a dynamic cognitive capability that integrates long-term vision, holistic understanding, adaptability, and learning orientation. The paper argues that strategic thinking enables organizations to better anticipate emerging threats, respond effectively during crises, and engage in post-crisis recovery and renewal. Key dimensions of strategic thinking—including systems perspective, strategic intent, intelligent opportunism, thinking in time, and hypothesis-driven learning—are analyzed in relation to the main phases of crisis management: pre-crisis preparedness, crisis response, recovery, and organizational learning. Through this analysis, the study highlights how strategic thinking supports sense-making under ambiguity, enhances strategic flexibility, and facilitates informed decision-making during high-pressure situations. Furthermore, the article positions strategic thinking as a foundational element of organizational resilience. It demonstrates that resilience is not solely dependent on structural resources or formal procedures, but also on how leaders and organizations interpret uncertainty, reframe adversity, and mobilize collective capabilities. An integrative conceptual framework is proposed to illustrate the linkages between strategic thinking, crisis management processes, and resilience outcomes. The study offers practical implications for managers and leaders by emphasizing the need to cultivate strategic thinking capabilities at both individual and organizational levels. It also outlines directions for future research aimed at empirically testing the proposed relationships across diverse organizational contexts

Abstract Introduction / Background: In the current digital era, organizations face increasingly sophisticated cyber threats that challenge conventional security mechanisms. The growing complexity and volume of cyber incidents demand innovative solutions capable of supporting rapid, accurate, and proactive decision-making.

Purpose / Objective: This study investigates the impact of Artificial Intelligence (AI)-based Decision Support Systems (DSS) on organizational cybersecurity and risk management. Specifically, it aims to examine how AI-driven DSS enhances threat detection, improves incident response, strengthens risk management, and contributes to organizational resilience. Additionally, the study explores challenges, limitations, and governance requirements associated with integrating AI-based DSS into organizational practices.

Methodology: A comprehensive literature review and conceptual analysis were conducted, drawing insights from recent empirical studies, frameworks, and case studies on AI applications in cybersecurity and risk management. The study identifies key constructs, including AI-DSS capabilities, cybersecurity effectiveness, risk management efficiency, governance mechanisms, and organizational readiness, and proposes a conceptual framework linking these constructs.

Results: Findings indicate that AI-based DSS significantly improves cybersecurity performance, enabling faster detection of threats, proactive mitigation, and reduced operational and strategic risk exposure. Furthermore, AI integration supports more informed and timely decision-making, enhancing overall organizational resilience. However, the effectiveness of AI-based DSS is influenced by data quality, human oversight, governance frameworks, and organizational readiness. Potential risks include adversarial attacks, model biases, and over-reliance on automated decision-making.

Conclusion: AI-based Decision Support Systems represent a strategic tool for strengthening cybersecurity and risk management in modern organizations. Successful implementation requires a holistic approach encompassing governance, human-in-the-loop oversight, infrastructure readiness, and continuous evaluation. By integrating AI responsibly, organizations can achieve enhanced security, better risk mitigation, and improved operational resilience.

Abstract The article examines the role of crisis management and management models in improvingthe resilience of government organizations against the crises caused by climate change. The main purpose of this study is to analyze the different stagesof resilience of organizations, including risk identification, preparedness and planning, rapid response to crises, and reconstruction. It is after the crisis. The research method was qualitative and based on the content analysis of the collected data through structured interviews with managers and experts of government organizations in vulnerable areas. The data were analyzed using thematic analysis to identify the main patterns inresilience processes. should be identified and analyzed. This research also identified the weaknesses and strengths of the existing management models and concluded that organizations that have proper planning and preparation to deal with climate crises are able to respond more quickly and effectively in crisis situations. The findings showed that accurate identification of climate risks and threats as the first step in the resilience process has a great impact on increasing the response capacity of organizations. Also, training and empowerment of human resources is one of the important factors in increasing the resilience of organizations. The active participation of local communities and cooperation between different institutions were also factors that helped to improvethe resilience of organizations. Finally, rapid reconstruction of infrastructures and the use of past experiences in improving future processes make organizations more resilient to future crises. The conclusion of this study shows that organizational resilience in the faceof climate crises requires a comprehensive and integrated approach that includes careful planning, continuous training, cooperation with various institutions, and the use of new technologies. In general, organizations with To deal with climate crises, strengthen their resilience and use past experiences to improve future processes.