Systematic problem-solving and its antecedents: a synthesis of the literature

Purpose This study aims at determining the factors that favor a systematic approach to deal with complex operational and strategic problems. Management literature on problem-solving makes a clear distinction between either fixing a problem temporarily by eliminating its symptoms or solving it by diagnosing and altering underlying causes. Adopting a cognitive perspective of the dual-processing theory, this study labels these two approaches intuitive problem-solving and systematic problem-solving (SPS). While the superior effectiveness of SPS in fostering organizational learning is widely documented, existing literature fails to provide an overview of the conditions that support the adoption of SPS. Design/methodology/approach This paper presents a systematic literature review to shed light on the main supporting factors of SPS in operational as well as strategic domains. Findings Seven supporting factors of SPS (namely, nature of the problem, time availability, information availability, collaborative culture, transformational leadership, organizational learning infrastructure and environmental dynamism) are first identified and then discussed in an integrative model. Originality/value This work is an original attempt to inclusively address organizational, environmental and problem nature-related factors that favor SPS adoption. By determining the SPS supporting factors, this study highlights why many organizations fail or struggle to implement and sustain SPS over time.