International business policymaking for a “wicked” world

Many international business (IB) issues are “wicked”, requiring specific policymaking approaches and capabilities. COVID-19 has accentuated their wickedness, contributing also to global structural shifts, which pose significant challenges opportunities for transformation policymaking. This commentary extends the second-generation wicked problem (WP) literature proposes a third-generation WP approach focusing on morality time, have been often overlooked. Drawing literature, I propose three principles (i.e., time-sensitive logics, actioning moral imperative, empathy, reflexivity) two types of meta-capabilities resilience entrepreneurial meta-capabilities). Time-sensitive logics sensitize decision-makers cause-effect lags help synch with governance, system strategic logics. Actioning imperative helps curb perverse managerial incentives address only feasible parts. Empathy reflexivity outline importance humanizing WPs prompt reflect own mental models biases when addressing WPs. Resilience underscore anticipatory, coping, adaptive transformative capabilities needed in order “bounce beyond adversity”. Entrepreneurial five elements suited These can guide policymakers managers better navigate wickedness it.