Relevant bibliographies by topics / Volatility, uncertainty, complexity and ambiguity (VUCA)

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Academic literature on the topic 'Volatility, uncertainty, complexity and ambiguity (VUCA)'

Author: Grafiati
Published: 6 August 2021
Last updated: 6 February 2022

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Journal articles on the topic "Volatility, uncertainty, complexity and ambiguity (VUCA)"

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Jain, Ankur. "Understanding the Future of HRM Through the VUCA Lens." NHRD Network Journal 12, no. 2 (April 2019): 80–86. http://dx.doi.org/10.1177/2631454119852860.

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The article presents a shared understanding of what volatility, uncertainty, complexity and ambiguity (VUCA) means in the current context. It then discusses the implications of VUCA for human resource management professionals by demonstrating how technology development at an unprecedented scale leads to volatility; unpredictability of business models leads to uncertainty; exposure to multiple dimensions leads to complexity; and constant need for innovation leads to ambiguity. The article ends with a set of questions that would aid human resource professionals to reflect and prepare for the future, in their specific contexts.
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Millar, Carla C. J. M., Olaf Groth, and John F. Mahon. "Management Innovation in a VUCA World: Challenges and Recommendations." California Management Review 61, no. 1 (October 8, 2018): 5–14. http://dx.doi.org/10.1177/0008125618805111.

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Our Call for Papers focused on breaking established patterns and models and showcasing management innovation in a world in which Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) reign. VUCA is both an outcome of disruptive innovation and a driver of it; and frequently VUCA is used as an excuse to avoid planning and action. While research has pursued the four elements independently, interaction and integration have been lacking. This article introduces three papers and offers 15 challenges as well as implicit and explicit recommendations to manage in the unpredictable and challenging VUCA world.
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Chakraborty, Debarun. "Versatile Performance in Vuca World: A Case Study." Ushus - Journal of Business Management 18, no. 4 (October 1, 2019): 1–8. http://dx.doi.org/10.12725/ujbm.49.1.

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Versatile execution in the workplace refers to adapting to changes in the working environment. It can be understood as adjusting conduct to meet new concerns owing to changing and dubious work circumstances. In situations characterised by volatility, uncertainty, complexity and ambiguity (VUCA), versatile execution is significant. This paper investigates how and where versatile execution can be understood, examined and analysed under the imperatives and rules for VUCA conditions.
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Lehrner, Stefan. "Visegrad countries and COVID-19: is the coronavirus pandemic a VUCA phenomenon?" Przegląd Europejski, no. 1-2021 (July 14, 2021): 99–115. http://dx.doi.org/10.31338/1641-2478pe.1.21.6.

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This article will examine whether the Visegrad Group countries (V4) are moving closer together or further apart in this COVID-19 pandemic. To achieve that, the respective COVID-19 measures taken by governments in March and April 2020 in the V4 countries will be analysed using the VUCA model. VUCA is an acronym, and it includes four English terms: volatility, uncertainty, complexity and ambiguity. Using the VUCA model, a Framework of VUCA Factors has been created in this article, which can be used as a basic model to further identify innovative leadership strategies during pandemic situations.
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Bredillet, Christophe. "Idiosyncratic musings on studying cases." Project Management Research and Practice 3 (November 14, 2016): 5127. http://dx.doi.org/10.5130/pmrp.v3i0.5127.

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For the past 60 years, organisations have increasingly been using projects and management of, by and for projects to achieve their strategic objectives (Morris & Jamieson, 2004; Morris & Geraldi, 2011). Project management (PM) makes an important and significant contribution to value creation globally. However, the ‘glocal’ context in which projects are performed shows increasing volatility, uncertainty, complexity, and ambiguity (‘VUCA’) affecting organisations and the socio-economic environment, within which they operate (Gareis, 2005). Two main dimensions are considered in research: uncertainty (and its two dimensions: volatility and ambiguity), and complexity (Bredillet, 2015). Because action takes place over time, and because the future is unknowable, action is inherently uncertain (Aristotle, 1926, 1357a). Acts involve time, irreversibility, indetermination and contingence, and uncertainty (Sanderson, 2012; Knight, 1921). "We simply do not know" (Keynes, 1937, pp. 113–114). Management situations (here both Practice and Research) are complex systems in the way they involve interdependence and connections between actors, ‘objects’ and the context.
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Vesa, Lidia, Marcel Ioan Bolos, and Claudia Diana Sabău-Popa. "INVENTORY DECISION IN VUCA WORLD USING ECONOMIC LOGIC QUANTITY." Annals of the University of Oradea. Economic Sciences 30, no. 30 (1) (July 2021): 251–67. http://dx.doi.org/10.47535/1991auoes30(1)028.

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If ever the concept “VUCA” (Volatility, Uncertainty, Complexity, and Ambiguity) seemed appropriate to use, it is now. National and global companies experience the highest level of instability due to the Covid-19 pandemic, which is the classic example of a highly volatile, uncertain, complex, and ambiguous world. In this world, decision-makers have to face more challenges appealing to the VUCA Prime leadership approach: vision against volatility, understanding against uncertainty, clarity against complexity, and agility against ambiguity. Some of the ways through which managers can overcome the VUCA characteristics include: providing a shared vision as a criterion for all decisions to be made, identifying the reason for the decision problems and sharing the idea with the followers, going through the entire decision process, following steps in proper order, and developing quick solutions. In an inventory decision taken in a VUCA context, the above ways are possible if using fuzzy inventory methods dealing with volatility, uncertainty, complexity, and ambiguity. This paper aims to adapt a traditional inventory method, Economic Production Quantity (EPQ), to the challenges of the VUCA world, through the fuzzy logic system (FLS). To achieve the best solution for the decision problem in the shortest time possible, the managers can employ a conversion by using the computing platform MATLAB. There are some advantages of this conversion for these two methods, EPQ and FLS. Firstly, the transformation of EPQ in ELQ (Economic Logic Quantity) allows managers to formulate the decision problem, even if they cannot identify and measure precisely the EPQ parameters. Secondly, using FLS to solve ELQ provides the possibility to simulate more alternatives and generate the solution in the shortest amount of time. Thirdly, it allows the decision-makers to evaluate the impact of the solution provided by each simulation on the company’s performance. Using these methods has the following primary limit: the problem formulation step depends on the managers’ understanding ability and managing a large volume of information. Therefore, there may be a risk of obtaining a relevant solution for a decision problem if the decision-makers do not understand the cause of the problem or do not know how to organize and manage a large volume of information. This limit could be overcome by using AHP (Analytic Hierarchy Process), but this is the topic of further research.
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M, Mohamed Ali V. "Make logistics smarter: using big data." Journal of Management and Science 6, no. 3 (December 31, 2016): 326–32. http://dx.doi.org/10.26524/jms.2016.34.

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Information and Communication Technology (ICT) has been providing effective and efficient path for the enhancement of each every business. ICT are now a days generating a rate that doubles the data every two years. In this VUCA (Volatility, Uncertainty, Complexity and Ambiguity) world, organizations are competing with each other for effective usage of logistics performance.
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Frynas, Jedrzej George, Michael J. Mol, and Kamel Mellahi. "Management Innovation Made in China: Haier’s Rendanheyi." California Management Review 61, no. 1 (July 31, 2018): 71–93. http://dx.doi.org/10.1177/0008125618790244.

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Emerging market companies create new management practices for an environment characterized by increased volatility, uncertainty, complexity, and ambiguity (VUCA). This article shows how Haier developed a platform of management practices called Rendanheyi to transform itself from a conventional hierarchical manufacturing firm to a highly responsive online-based entrepreneurial company. It demonstrates how the organizational, competitive, institutional, and technological contexts mattered for the development of Rendanheyi, showing how context-dependent management innovations are created to allow emerging market firms such as Haier to deal with a high VUCA world and creating an extended process model of management innovation that managers can readily apply.
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Fridgeirsson, Thordur Vikingur, Helgi Thor Ingason, Haukur Ingi Jonasson, and Bara Hlin Kristjansdottir. "The VUCAlity of Projects: A New Approach to Assess a Project Risk in a Complex World." Sustainability 13, no. 7 (March 30, 2021): 3808. http://dx.doi.org/10.3390/su13073808.

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The “projectification” of Western societies has been consolidated by a number of studies and now calls for various adaptations in the managerial framework of project management. Faster rates of change in complex environments antagonize the traditional risk assessment approach and demand a more dynamic approach. A framework commonly used for understanding the challenges of complexity in the modern business environment is VUCA. VUCA stands for volatility, uncertainty, complexity, and ambiguity. In order to mitigate the impact of a VUCA environment on complex projects, organizations and project leaders need to know the type and severity of challenges they are dealing with in each unique project. This study explores the VUCA framework in the context of projects and suggests that the VUCA approach can enhance the conventional risk assessment procedure. The study also drafts an accessible diagnostic tool to assess the VUCA dimensions a project is facing, so that project managers can effectively isolate “fat tail” risk events. The tool is tested on five complex projects in the manufacturing industry and its effectiveness is discussed.
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Kaivo-oja, Jari Roy Lee, and Iris Theresa Lauraeus. "The VUCA approach as a solution concept to corporate foresight challenges and global technological disruption." foresight 20, no. 1 (March 12, 2018): 27–49. http://dx.doi.org/10.1108/fs-06-2017-0022.

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Purpose Under current market conditions of corporate foresight, turbulence is a key element of the business landscape. Turbulence can be summarised using the trendy managerial acronym “VUCA”: volatility, uncertainty, complexity and ambiguity. This paper aims to combine, for the first time, scientific discussion of technological disruption with the VUCA approach. Gartner Hype Cycle is used as a case example of technological turbulence and “vucability”. Design/methodology/approach First, the authors present the key concepts of technological disruption and radical innovation. Both these concepts are highly relevant for modern corporate foresight. Second, the authors discuss the key elements of current technological transformation and summarise it to create a bigger picture. Third, the authors link this discussion to the VUCA approach. Fourth, the authors present the new corporate foresight framework, which is highly relevant for corporations and takes current technological transformation more seriously than previous proposals, which expect more stable business and a technological landscape. Findings Key issues in modern VUCA management are agility (response to volatility), information and knowledge management (response to uncertainty), restructuring (response to complexity) and experimentation (response to ambiguity). Useful foresight tools are challenging tools, decision-making tools, aligning tools, learning tools and the ability to combine these management tools in the practices of corporate foresight and management systems. The VUCA approach is a key solution concept to technological disruption. Practical implications The authors present the new corporate foresight framework and management tool based on foresight, which help leaders to manage VUCA – especially under the conditions of hyper-competition and technological disruption. Originality/value Corporate leaders should reinvent the strategic planning framework and adjust it to the VUCA conditions and simply be more strategic. Traps and typical failures of foresight are adopting it too early, giving up too soon, adapting too late and hanging on too long. In particular, technological transformation with disruptive technologies is changing and challenging many basic assumptions of business management and strategic planning. Our comparative analysis with Gartner Hype Cycle (fast technological changes from 2008 to 2016) verifies this important aspect of technological disruption.
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Dissertations / Theses on the topic "Volatility, uncertainty, complexity and ambiguity (VUCA)"

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Jansen, van Vuuren Carel Daniel. "Contemporary leadership behavior enabling leadership effectiveness in a public university." University of the Western Cape, 2021. http://hdl.handle.net/11394/8314.

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Philosophiae Doctor - PhD
The purpose of the present study is to enrich academic knowledge, the understanding of management theory, and professional management practice for leaders in a South African Higher Education Institution (HEI) under volatile, uncertain, complex, and ambiguous (VUCA) conditions. Due to increased globalisation and rapid changes in the technological, social, economic, and political spheres, the environment in which organisations function has become increasingly VUCA. These factors create a unique set of challenges for the leaders of these organisations. Traditionally tested and proven methods of leading organisations no longer guarantee high performance. The dynamic environment is challenging leaders to find new ways to be successful. To further complicate matters, the speed, frequency, and intensity with which the organisational environment is changing are ascending in nature. The field of Higher Education in South Africa demonstrates the challenges and opportunities VUCA imposes on organisational leadership.
2022-08-31
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Books on the topic "Volatility, uncertainty, complexity and ambiguity (VUCA)"

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Nandram, Sharda S., and Puneet K. Bindlish. Managing VUCA Through Integrative Self-Management: How to Cope with Volatility, Uncertainty, Complexity and Ambiguity in Organizational Behavior. Springer, 2017.

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Nandram, Sharda S., and Puneet K. Bindlish. Managing VUCA Through Integrative Self-Management: How to Cope with Volatility, Uncertainty, Complexity and Ambiguity in Organizational Behavior. Springer, 2018.

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Bhagat, Rabi S. Global Strategies and the Organization. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190241490.003.0003.

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Global organizations are able to send messages to their subsidiaries and other operating units all over the world with remarkable speed with the Internet and computers. The formulation of strategies for these global organizations has to account for increases in volatility, uncertainty, complexity, and ambiguity on an ongoing basis. This chapter discusses the nature of changes that strategic management of global organizations consider as businesses shift from the OCED nations to emergent economies and adoption of market-oriented policies in all of the major trading nations in the WTO. The development of strategy in the era of globalization is guided by economic, political, cultural, and institutional forces that are vastly different from those that existed after World War II. Implementation of strategy is also considerably different than it was a few decades ago. This is discussed along with the consideration of ethical issues that are emerging on a worldwide scale.
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Book chapters on the topic "Volatility, uncertainty, complexity and ambiguity (VUCA)"

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Stewart, Brian, Anshuman Khare, and Rod Schatz. "Volatility, Uncertainty, Complexity and Ambiguity in Higher Education." In Managing in a VUCA World, 241–50. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-16889-0_16.

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Lam, Helen, and Anshuman Khare. "Addressing Volatility, Uncertainty, Complexity & Ambiguity (VUCA) Through Insourcing and Backshoring." In Managing in a VUCA World, 141–49. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-16889-0_9.

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Fridgeirsson, Thordur Vikingur, Bara Hlin Kristjansdottir, and Helgi Thor Ingason. "An Alternative Risk Assessment Routine for Decision Making; Towards a VUCA Meter to Assess the Volatility, Uncertainty, Complexity and Ambiguity of Complex Projects." In Lecture Notes in Management and Industrial Engineering, 41–54. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60139-3_4.

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Kiesel, Martin, and Jens Hammer. "TRIZ – Develop or Die in a World Driven by Volatility, Uncertainty, Complexity and Ambiguity." In IFIP Advances in Information and Communication Technology, 55–65. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-02456-7_5.

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Mohanta, Bhagyashree, Pragyan Nanda, and Srikanta Patnaik. "Management of V.U.C.A. (Volatility, Uncertainty, Complexity and Ambiguity) Using Machine Learning Techniques in Industry 4.0 Paradigm." In Studies in Big Data, 1–24. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-25778-1_1.

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Lemoine, Pamela A., P. Thomas Hackett, and Michael D. Richardson. "Global Higher Education and VUCA – Volatility, Uncertainty, Complexity, Ambiguity." In Handbook of Research on Administration, Policy, and Leadership in Higher Education, 549–68. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0672-0.ch022.

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VUCA describes today's chaotic, turbulent, and rapidly changing education environment, which is the new educational normal. VUCA; volatility, uncertainty, complexity, ambiguity, terms coined for the military world also describes today's education world. As a result, educational leaders face the uncertainty of workforce reductions and budget cuts affecting the process of increasing student performance. In addition, rapid changes in technology are constant and ambiguity reigns as mandates for change increase In today's education world VUCA, the chaotic “new normal” is real. The financial crisis of 2008-2009, for example, rendered many businesses obsolete, and organizations throughout the world were plunged into turbulent economic environments. At the same time, rapid changes marched forward as technological developments like social media exploded, the world's population continued to simultaneously grow and age, and global disasters disrupted lives, economies, and businesses. In the new normal, higher education institutions are caught in a critically demanding and increasing unknown present and future characterized by volatility, uncertainty, complexity and ambiguity.
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Peterson, David B. "The DNA of VUCA." In The Age of Agility, 327–44. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780190085353.003.0013.

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“The DNA of VUCA: A Framework for Building Learning Agility in an Accelerating World” presents a practical guide to building learning agility and resilience for leaders to thrive in the face of crisis, disruption, complexity, and exponential change. It decomposes the term VUCA into two elements—volatility and complexity (which are best understood and addressed rationally) and uncertainty and ambiguity (which typically generate strong emotional reactions such as fear, stress, and anxiety and are best addressed by communication, emotional support, and human connection). Preparing leaders to thrive in VUCA times requires that they increase their exposure to diverse, novel, and adverse experiences (DNA) so they build capabilities and comfort in making decisions and taking decisive action under conditions of uncertainty and risk and projecting confidence and clarity in leading people through times of doubt and distress. In addition, leaders need to build their capacity to reflect on their experiences to see meaningful patterns and make informed choices about the best course of action going forward.
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Watt, Steven R., Mitch Javidi, and Anthony H. Normore. "Increasing Darkness: Combining Toxic Leadership and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA)." In The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations, 195–206. Emerald Group Publishing Limited, 2016. http://dx.doi.org/10.1108/s1479-366020160000026015.

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Torres, Isabel, and Alexandra R. Costa. "Strategic Leadership for New Competitive Environments." In Competitive Drivers for Improving Future Business Performance, 19–33. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-1843-4.ch002.

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The subject of leadership has been addressed by many authors in numerous publications. Nevertheless, the focus has been more on the relationship of middle leaders with their employees than on the role of the strategic leader for the performance of organizations. In this chapter, the authors focus on the importance of top leadership, trying to demonstrate its crucial contribution to organizations. They give special importance to the role of the leader in a changing context characterized by volatility, uncertainty, complexity, and ambiguity – The VUCA environment. They define strategic leadership and highlight its impact on organizational results at the individual, team, and organizational levels. They end by addressing the ethical implications of strategic leadership, which has been given relatively little attention by researchers.
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Bhandari, Arabinda. "Neuromarketing Trends and Opportunities for Companies." In Advances in Marketing, Customer Relationship Management, and E-Services, 82–103. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-3126-6.ch005.

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The main purpose of this chapter is to concisely describe the origin of neuromarketing, its applications in the organization, and to explore consumer behavior with the help of different neuromarketing technologies like fMRI, EEG, and MEG. This chapter gives a guideline on how neuromarketing would be used in different areas of organization functions, like, brand management, advertisement, communication, product design, decision making, etc. with the help of data mining, artificial intelligence, social media, machine learning, remote sensing, AR, and VR. The chapter identifies the opportunities of neuromarketing with the latest technological development to understand the customer mindset so that it would be easy to formulate neurostrategy for an organization. This chapter gives a future research direction with strategic management, so that it will be helpful for a professional to create a more accurate strategy in a VUCA (volatility, uncertainty, complexity, ambiguity) environment, predict, and fulfill the “institution void” situation with more accuracy in an emerging developing market.
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Conference papers on the topic "Volatility, uncertainty, complexity and ambiguity (VUCA)"

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Kaivo-oja, Jari, and Theresa Lauraéus. "DISRUPTION MANAGEMENT AND THE ORCHESTRATION OF DYNAMIC CAPABILITIES: SEEKING DYNAMIC SMART DISRUPTOR PROFILE." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.39.

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The purpose of the study is to investigate and elaborate the dynamic capabilities needed to manage disruptive busi-ness. This paper is a conceptual paper. Firstly, authors present key concept of technological disruption, which is highly relevant for modern corporate foresight. Nowadays, in the market conditions of corporate foresight, VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) approach has a significant role. Secondly, the rigor of this pa-per is to combine scientific discussion of technological disruption with the VUCA approach and dynamic capabili-ties of smart disruptor. The special focus of this article is the challenges of orchestration of dynamic capabilities in the special conditions of VUCA business environment and disruptive competition. The method/design of this study is a conceptual paper. The results: We evaluate the role of competence gaps identification inside a firm: The technol-ogy gaps, market gaps and business model gaps in modern business leadership. Our principal conclusion is to pre-sent tools to manage the dynamic capabilities in the VUCA and in the disruptive business environment. Further, we will present the pleminary definition of the smart disruptor.
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Schuh, Gunther, Marc Patzwald, and Maria Cristina Imhauser Cardoso. "Resilient Technology Strategy in Volatile Environments: Derivation of Requirements to Enable Long-Term Strategic Positioning in Times of Volatility, Uncertainty, Complexity and Ambiguity." In 2019 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2019. http://dx.doi.org/10.23919/picmet.2019.8893922.

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