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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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Gorzeń-Mitka, Iwona. "THE COLOURS OF BUSINESS MANAGEMENT." Problems of Management in the 21st Century 13, no. 1 (August 10, 2018): 4–6. http://dx.doi.org/10.33225/10.33225/pmc/18.13.04.
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We live in VUCA world. One of crucial modern management challenges is to operate in volatility, uncertainty, complexity, and ambiguity business environment (VUCA) (Gorzeń-Mitka 2017, 2018). Nowadays each organization must continuously seek for the ways to improve its operations (Sipa, Gorzen-Mitka & Skibinski, 2015, Sitek, 2017, Wasiluk, 2017). At the moment, many researchers and business practitioners more and more often indicate that the current way to run organizations has been stretched to its limits. At the same time, many studies indicate the relationship between a higher level of organizational consciousness and performance (Ajmal& Aziz Lodhi, 2015, Pandey & Gupta, 2008, Rooke & Torbert, 1998, Pruzan, 2001).
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Vinogradova, S. G., and A. T. Smirnova. "University Transformation Model: Theory and Practice." Vysshee Obrazovanie v Rossii = Higher Education in Russia 29, no. 11 (November 28, 2020): 129–40. http://dx.doi.org/10.31992/0869-3617-2020-29-11-129-140.
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This article considers the identification of the VUCA-world influence as a modern reality on the transformation of University on the example of Norilsk State Industrial Institute, its internal development space. The research relies on various methods: case-method, foresight, design method, depth interviews with the most important stakeholders, theoretical and empirical methods, logical and system analysis, methods of description, forecast and peer review. The theoretical basis of the study is the methodology within the VUCA-Prime strategy. The way to build the inner space of University development starts with the definition of reference points and development of university transformation mechanisms in conditions of VUCA world, which is a significant context of modern reality. This reality is characterized by volatility, uncertainty, complexity, ambiguity. The authors present a model that has the potential to reduce uncertainty and transform qualitatively the inner space of the University.
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Horstmeyer, Alison. "How VUCA is changing the learning landscape – and how curiosity can help." Development and Learning in Organizations: An International Journal 33, no. 1 (January 7, 2019): 5–8. http://dx.doi.org/10.1108/dlo-09-2018-0119.
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Purpose This paper aims to describe four ways learning professionals can harness curiosity to navigate learning environments marked by volatility, uncertainty, complexity, and ambiguity (VUCA). Design/methodology/approach A review of theory and research on curiosity, VUCA, and learning and development challenges was conducted. Findings When applied to talent development, the attributes of curiosity (inquisitiveness, openness, creativity, and disruption tolerance) can help learning professionals innovate their offerings. Practical implications Organizational development and learning professionals are encouraged to implement measures for harnessing the power of curiosity within their processes to optimize their organizations’ learning programs. Originality/value VUCA has placed significant pressures on learning professionals to continually evolve employee development offerings to keep pace with dynamic organizational skill needs. Curiosity is presented as a plausible mechanism for enabling learning professionals to more successfully navigate these pressures.
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Pulido San Román, Antonio. "La predicción en Economía: Posibilidades y limitaciones." Estudios de Economía Aplicada 35, no. 2 (May 17, 2019): 215. http://dx.doi.org/10.25115/eea.v35i2.2469.
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Se parte de una reflexión sobre el largo camino que separa a las ciencias en que predominan leyes de estricto cumplimiento, de aquellas otras, como la Economía, en que sólo se cuenta con regularidades de pasado y deben arriesgarse con predicciones, inciertas, de futuro. Si, además, el entorno de predicción es VUCA (volatility, uncertainty, complexity y ambiguity) la tarea se complica. Es necesario hacer una revisión crítica del pasado de la predicción económica y empresarial para pasar a una reflexión sobre su futuro.
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Budiharto, Sus, Fathul Himam, Bagus Riyono, and Arief Fahmi. "Membangun Konsep Organisasi Autentik. Kajian Metaetnografi." Buletin Psikologi 27, no. 2 (December 5, 2019): 159. http://dx.doi.org/10.22146/buletinpsikologi.43267.
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Facing the “VUCA world” (Volatility, Uncertainty, Complexity, Ambiguity), organizations need strategies to sustain and to keep growing. The aim of this research is to constructing authentic organization as alternative concept for organizations in coping with those rapid changes. However, the concept of authentic organization has not been solid yet. This researchexplores as well as builds the concept of authentic organization. Using seven steps of meta-ethnography approach for 33 relevant articles, this study offers two main findings: The first is the definition of authentic organization and the second is Truthfulness, Resilience, Uncertainty friendly, and Eminence (“TRUE”) as the factors of authentic organization.
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Sinha, Deepti, and Sachin Sinha. "Managing in a VUCA World: Possibilities and Pitfalls." Journal of Technology Management for Growing Economies 11, no. 1 (July 31, 2020): 17–21. http://dx.doi.org/10.15415/jtmge.2020.111003.
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The world in which we live is over brimming with chaos and turbulence. Unpredictability has become the order of the day. Everything around us seems to be in a state of continuous flux. We are trapped in the vortex of an unending cyclone of change. The very existence of humankind is in a state of dynamic equilibrium, so to say. We as a species are striving and struggling to survive in a world that can at best be summarily described by a four-letter acronym called VUCA (Volatile, Uncertain, Complex, Ambiguous). The world in general and the corporate world in particular needs to thinks about devising concrete strategies to overcome the challenges offered by these four dominant characteristic waves sweeping the environment. The paper aims to understand the volatility, uncertainty, complexity and ambiguity inherent in the environment in detail, to analyse the challenges offered by them and to finally explore the solutions to overcome these challenges.
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Pyastolov, Sergei. "PLACE AND ROLE OF COMPETENT INFORMATION IN THE MANAGEMENT OF SCIENTIFIC AND TECHNOLOGICAL DEVELOPMENT." Naukovedenie, no. 1 (2021): 123–38. http://dx.doi.org/10.31249/naukoved/2021.01.04.
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VUCA world (Volatility, Uncertainty, Complexity, Ambiguity), according to experts of JRC (European Commission's Joint Research Centre), is now a special space that corrupts the integrity of science activity, limits thinking and vision of the situation by politicians. In fact, under such conditions, the only reliable resource for scientific organizations is a commercialization, and the payback is a condition of activity. These factors already pose a threat to global security. The mission orientation proposed by European Union experts is still seen as a rather weak alternative.
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Wikantiyoso, Bimo, Benedicta Prihatin Dwi Riyanti, and Angela Oktavia Suryani. "A Construction of Entrepreneurial Personality Tests: Testing Archetype Personality Inventory in Entrepreneurship." International Journal of Applied Business and International Management 6, no. 1 (April 20, 2021): 1–13. http://dx.doi.org/10.32535/ijabim.v6i1.1085.
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VUCA is about a hyper-competitive and unpredictable environment. It stands for volatility, uncertainty, complexity, and ambiguity. Personal attributes are necessary to navigate the VUCA environment. Studies in entrepreneurship show that narratives help people to connect different experiences. Literature shows that a narrative journey can be described through archetypes and relate to entrepreneurial behavior. This study aims to construct and validate measurements of entrepreneurial personality by adapting Pearson & Marr's archetype inventory test within the entrepreneurial context. This study was conducted as an assessment of the measurement psychometric attributes consisting of 12 archetypes. Explanatory Factor Analysis (EFA) was carried out by Oblimin rotation resulting in 60 final items. This study involved 154 small and medium entrepreneurs in Jakarta and West Java.
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Raja, Anand Shankar. "Business Research in the VUCA World." Ushus Journal of Business Management 20, no. 1 (January 1, 2021): v—xvi. http://dx.doi.org/10.12725/ujbm.54.0.
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The purpose of this issue is to invite articles on the VUCA theme (Volatility, Uncertainty, Complexity, and Ambiguity), relevant to various crises. For example, the COVID-19 health crisis across the globe has affected many occupations leaving a double folded impact. VUCA is an opportunity for a few business organizations to realize their worthiness and an opportunity to revive their strategies to sustain themselves. VUCA is also an opportunity for business leaders to examine their abilities and leadership skills. Unpredictable environments give rise to more opportunities. Leadership skills can be mastered in the VUCA environment, as managers get ready to restructure and rethink the way of conducting business. This issue has accepted six articles from various fields of studies, which include Leadership, Entrepreneurship, Human Resource Management, Marketing, Consumer Behaviour, and Services Marketing. All the articles underwent a sequence of the review process and then were finalized for publication. This issue is rich in new ideas and gives opportunities for readers to access new information. All the articles have also contributed to a larger social impact, contributing to various stakeholders.
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Waibel, Roland, Thomas Metzger, and Rigo Tietz. "Vom System Natur lernen." Der Betriebswirt: Volume 61, Issue 2 61, no. 2 (April 1, 2020): 69–89. http://dx.doi.org/10.3790/dbw.61.2.69.
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Abstract The Corona crises makes it obvious: Our world is VUCA, characterized by volatility, uncertainty, complexity, and ambiguity. Since complex social systems such as firms show similar patterns of behavior as hypercomplex natural systems, we can learn from them. Survival is fostered through augmented resilience, which means higher robustness, agility as well as stability. Zusammenfassung Die Corona-Krise zeigt, dass wir in einer VUKA-Welt leben. Dies bedeutet, dass Unternehmen sich auf grössere Volatilität, Unsicherheit, Komplexität und Mehrdeutigkeit einstellen müssen. Die Umwelt wird noch dynamischer und unberechenbarer, die Existenzsicherung einer Firma noch anspruchsvoller. Hilfreich ist das Verständnis, dass komplexe soziale Systeme ähnliche Grundmuster zeigen wie superkomplexe natürliche Systeme. Gefordert ist ein Paradigmenwechsel: Überleben dank hoher Resilienzfähigkeiten (Robustheit sowie ausgeprägte Agilität durch zugrundeliegende Stabilität) wird wichtiger als die Gewinnmaximierung via Effizienzsteigerung. Wenn Firmen die Evolutions-Prinzipien der Variation, Selektion, Adaption und Heritabilität verstehen, deren Transfer auf komplexe soziale Systeme die Widerstandskraft stärken, kann das ihr Überleben sichern. Unternehmen wie der Schweizer Uhrenkonzern Swatch zeigen bereits heute eine hohe Resilienz und sind „enkelfähig“ unterwegs.
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Bundtzen, Henning, and Gerriet Hinrichs. "The Link Between Organizational Agility And VUCA – An Agile Assessment Model." SocioEconomic Challenges 5, no. 1 (2021): 35–43. http://dx.doi.org/10.21272/sec.5(1).35-43.2021.
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This paper summarizes the elements of agility listed in contemporary scientific literature and aligns them to the four different forces described by the acronym VUCA. There is a general consensus that organizational resilience and agility are crucial elements to gain sustainable competitive advantage especially since the arresting economic changes during the pandemic year 2020. There is little agreement though how precisely organizational agility responds to volatility, uncertainty, complexity, and ambiguity (VUCA). By systemization of frameworks and models from the literary sources the aim is to create a combined model. Consequently, the purpose of this paper is to develop a model that can practically be employed to evaluate the agile status quo of an organization. It should support practitioners to distinguish between the different requirements each part of the VUCA acronym requires. The design of this study is a conceptual paper which proposes a new corporate agility model with direct linkages to the requirements of VUCA forces. It derives from, and builds on, existing scientific literature while integrating a comprehensive set of existing agile frameworks. The result of this research is a model which defines distinct enablers, sensing capabilities, agile practices, and responses as answers to VUCA forces. It highlights that certain elements reinforce and link to each other to transform an entire organization agile. Surprisingly, leadership and strategy are not incorporated as elements but rather seen as conditions that subordinate the iterative learning approach of this model. Originality is given as the created model provides a set of elements leaders can implement or use to assess organizational agility. Furthermore, it supports how to deal with strategy and leadership in the transitional process. Relevance is given as during the worlds COVID-19 crises the economic and governments changes in terms of volatility and uncertainty were especially challenging for organizations.
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Aguilar, Paulo Augusto. "Atualização da doutrina de gerenciamento de crises: Incidentes policiais e centros de consciência situacional C5I na quarta revolução industrial." Revista Brasileira de Estudos de Segurança Pública 13, no. 1 (January 28, 2020): 49–59. http://dx.doi.org/10.29377/rebesp.v13i1.464.
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O presente artigo tem como objetivo abordar a atualização de gerenciamento de crises. Trata-se de um tema bastante importante para a atividade policial, pois visa a expandir a possibilidade das polícias brasileiras, seja militar, civil ou federal, de investigar delitos diversos, relacionados à segurança pública, ao fornecer conceitos de Big Data, Data Mining, Data Storytelling e Business Intelligence como forma de gerar melhor consciência situacional e imagem operacional comum de incidentes de todos os tipos e tamanhos, tudo isso com a flexibilidade de aplicativos disponíveis em smartphones, em tempo real, agilizando a capacidade de resposta e de adaptação do Estado diante de cenários VUCA, utilizado para descrever cenários caracterizados por volatilidade (volatility), incerteza (uncertainty), complexidade (complexity) e ambiguidade (ambiguity).
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Tudorache, Paul, and Lucian Ispas. "Educating Land Forces’ Leaders to Think from JIIM Perspective." Land Forces Academy Review 23, no. 4 (December 1, 2018): 250–56. http://dx.doi.org/10.2478/raft-2018-0030.
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Abstract Nowadays, the military forces’ operational environment is shaped by dynamic changes that give its most representative characteristics such as volatility, uncertainty, complexity and ambiguity (VUCA). Based on this and taking into consideration the tendency of NATO to use more prominently its multinational military structures, we are obligated to adapt our way of teaching and training if we want to be effective in the process of educating the next leaders for future military environments. In other words, during the classes, also in the field, we should try to educate and train our cadets, at least, to think from a joint, interagency, intergovernmental and multinational (JIIM) perspective when conducting military actions, even at a small tactical level, such as the platoon.
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Noonan, Melissa, Gina Richter, Larry Durham, and Eric Pierce. "Learning and the digital workplace: What? So what? Now what?" Strategic HR Review 16, no. 6 (November 13, 2017): 267–73. http://dx.doi.org/10.1108/shr-09-2017-0061.
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Purpose The paper aims to describe the macro-level realities driving change for learning organizations and professionals including: volatility, uncertainty, complexity and ambiguity (VUCA) environment; information explosion; flattening organization; mobile and virtual workforce; and generational mix. It also describes implications for these realities and the critical shift from learning development to enablement via practices like learning curation, learning personalization, social learning and new and diverse learning modalities. Design/methodology/approach The paper opted for a review of marketplace, business and industry trends, as well as reviews of specific primary research and current publications, to support its viewpoint. Findings The VUCA of global; social; governmental; and economical systems is catalyzing the need for systemic change in the learning and development (L&D) industry. This will change the learning content that organizations will need to offer and the processes by which L&D leaders will need to identify and curate it. Originality/value This paper fulfills the need to explain the necessity of changes required in skill sets and best practices for the modern learning organization.
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Constantinescu, Maria. "The National Security Strategy in the Current Environment: from DIME to a DIME-T Approach." International conference KNOWLEDGE-BASED ORGANIZATION 27, no. 1 (June 1, 2021): 20–25. http://dx.doi.org/10.2478/kbo-2021-0004.
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Abstract The contemporary security environment is characterized by Volatility, Uncertainty, Complexity and Ambiguity (VUCA), the use of hybrid warfare and grey zone conflicts, generating the need to adapt the national security strategies to the changes demands of the environment. In this context, the instruments of national power (diplomatic, information, economic, military) should be used in an integrated manner, in order to provide a more comprehensive approach to national security. The technology has become an integral part of the life of the society, and as such it should be taken into consideration as an instrument of power and highlighted as a major component of a national security strategy. The paper proposes a DIME-T approach to national instruments of power, by analysing the complex implications of technology on all the areas of security.
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Özdemir, Feriha. "Management in the Hypermodernity." Global Journal of Sociology: Current Issues 10, no. 1 (April 30, 2020): 09–14. http://dx.doi.org/10.18844/gjs.v10i1.4751.
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This study will discuss the transformation to a new paradigm of management in a world of volatility, uncertainty, complexity und ambiguity, that is called the VUCA-world [13] and have have great effects on organizations that face externally and internally changes and struggle between old and new management philosophies. Organizations with path-dependencies on trivial assumptions reach their limits in a VUCA-world so that they have to rethink their future vitality. Conventional management approaches interpret companies as easy handling machines with obvious behavior. In this context, monocultural companies are past-orientated, too rigid and less able to learn from experiences and adapt accordingly with a lack of creativity and innovation.
There are several proposals to reinvent organizations such as living systems that have evolutionary purpose [11]. Ortmann [15] defines the time after the postmodernity as the hypermodernity that requires to manage contingency and dynamic complexity. That has effects on new management paradigm. This explorative literature review presents the relational management approach in the hypermodernity that is based on systemic-relational assumptions as this proposal is characterized by high sensitivity for complex fields such as Big Data. This leads to an iterative learning process design of enabling and empowering management of capabilities towards handling multioptions and contingent environments in the digital age.
Keywords: Hypermodernity, management, complexity, process design.
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Helen Tan Sui Hong, Kamarudeen B. Bello, and Shahrin bin Mohamad. "Executing Strategic Risks Mitigation Plan Amidst VUCA Situation: A Lesson from COVID-19." Asia Proceedings of Social Sciences 8, no. 1 (May 30, 2021): 55–59. http://dx.doi.org/10.31580/apss.v8i1.1955.
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This study focuses on how higher education institutions, or HEIs, may respond to future strategic risks of an unprecedented magnitude. As the business world grapples with the impact of the pandemic on the corporate strategies, so are the HEIs. The management of strategic risks tends to be viewed as ‘managing risk strategically’ and thus, they are often overlooked despite being found to be far more consequential than other traditional risks. Therefore, incorporating tactics to manage VUCA, which refers to volatility, uncertainty, complexity and ambiguity is timely and necessary in the new norm. The findings reveal that the seven basic steps required in developing a strategic risk mitigation plan (SRMP) namely: identify the risks, determine strategic risk triggers, describe the strategic risk (and where it is likely to strike), develop strategic risk mitigation plan, discuss strategic concerns, perform risk analysis and create the strategic risk map or scorecard. The pandemic experience shows that these seven basic steps can be narrowed into four broad categories of risk identification, risk analysis, risk assessment and taking appropriate corrective actions. The study also recommends a rigorous analysis of strategic factors related to the basis of strategies amidst challenging VUCA situations such as Covid-19.
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Hall, Roger David, and Caroline Ann Rowland. "Leadership development for managers in turbulent times." Journal of Management Development 35, no. 8 (September 12, 2016): 942–55. http://dx.doi.org/10.1108/jmd-09-2015-0121.
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Purpose In a turbulent economic climate, characterized by pressures to improve productivity and reduce costs, leadership and performance management have a more central role in helping to ensure competitive advantage. The purpose of this paper is to explore current demands on leaders; and endeavours to explore linkages between management education and agile leadership. Design/methodology/approach Taking a grounded theory approach, this paper uses the concepts of volatility, uncertainty, complexity and ambiguity (VUCA) to investigate the impact on desired attributes of leaders and the extent to which this is underpinned by current management education programmes. It draws on the VUCA model of agile management to examine current practices and experiences and considers future trends. Empirical research includes case studies and analysis of management syllabuses. Findings Syllabuses do not reflect the attributes that organizations expect leaders to possess and are content driven rather than process focused. VUCA is not yet mainstream in academic thinking. Practical implications There is a disparity between the output of business schools and the expectations of organizations. This may affect productivity. It is suggested that the use of live consultancies may provide a more beneficial management development experience. Originality/value This research opens an international debate that seeks to assess the relevance of current management education to the needs of organizations for agile, high-performing leaders.
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Busse, Ronald, and Georg Weidner. "A qualitative investigation on combined effects of distant leadership, organisational agility and digital collaboration on perceived employee engagement." Leadership & Organization Development Journal 41, no. 4 (May 7, 2020): 535–50. http://dx.doi.org/10.1108/lodj-05-2019-0224.
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PurposeEnvironments coined as “VUCA” (volatility, uncertainty, complexity, ambiguity) are hotbeds for new modi operandi in organisations that involve a shift from face-to-face towards distant leadership, as well as from “classical” towards agile organisation principles.Design/methodology/approachAt the same time, digital collaboration tools have found their way into daily business operations. As the above changes arguably leave deep imprints on performance indicators, our work accordingly illuminates potential impacts on employee engagement. Based on a German sample, we conduct a qualitative investigation featuring in-depth interviews.FindingsOur findings indicate a curvilinear inverted (approximate) U-shaped relation between what we dub “leadership richness continuum” (including specific characteristics of leadership, agility, as well as the application of a digital collaboration tool) and engagement.Originality/valueAlthough our work may inspire practicing managers, we also contribute to theory development providing a new theoretical model for employee engagement.
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Ungureanu, Paula, Fabiola Bertolotti, and Diego Macri. "Brokers or platforms? A longitudinal study of how hybrid interorganizational partnerships for regional innovation deal with VUCA environments." European Journal of Innovation Management 21, no. 4 (October 8, 2018): 636–71. http://dx.doi.org/10.1108/ejim-01-2018-0015.
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Purpose The purpose of this paper is to investigate the role played by turbulent environments in the evolution of hybrid (i.e. multi-party, cross-sector) partnerships for regional innovation. Although extant research suggests that organizations decide to participate in such partnerships to cope with their turbulent environments, little is known about how actual perceptions of turbulent environments influence the setup and evolution of a partnership. Design/methodology/approach The qualitative study adopts a longitudinal design to investigate the evolution of a cross-sector regional innovation partnership between ten very different organizations. With the help of the VUCA (volatility, uncertainty, complexity and ambiguity) model proposed by Bennett and Lemoine (2014a), the authors study the relation between partners’ initial perceptions of environmental turbulence and the models adopted for the partnership throughout its lifecycle (emergent, brokering and platform). Findings The authors show that partners’ intentions to solve perceived environmental turbulence through collaboration can have the unexpected consequence of triggering perceived turbulence inside the collaboration itself. Specifically, the authors show that perceived partnership VUCA at each stage is a result of partners’ attempts to cope with the perceived VUCA in the previous stage. Practical implications The study highlights a set of common traps that both public and private organizations engaged in hybrid partnerships might fall into precisely as they try to lower VUCA threats in their environments. Originality/value The work accounts for the relationship between external and internal perceptions of VUCA in hybrid partnerships for regional innovation, and, in particular, provides a better understanding of what happens when organizations choose to enter hybrid partnerships in order to deal with perceived threats in their environments.
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Manu, K. S., and Chhavi Saini. "Valuation Analysis of Initial Public Offer (IPO): The Case of India." Paradigm 24, no. 1 (May 28, 2020): 7–21. http://dx.doi.org/10.1177/0971890720914100.
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In today’s fast moving and dynamic world, short-term investors face difficulty while choosing which avenue to invest in. Investors view investment in securities as a highly risky avenue due to VUCA (Volatility, Uncertainty, Complexity and Ambiguity) pertaining to future movement of security prices. The study has been carried out to analyse the post-Initial Public Officer (IPO) performance of various companies that have gone public in 2017 using event study methodology. The study also tries to determine whether these IPOs were underpriced in short run and identifies various factors that influence the movement of such IPOs in the short run. The study found that about 70 per cent of the selected IPOs are underpriced in short run and the movement of these IPOs in short run is not influenced by the age of the company, issue size of the IPO, ownership sector and the promoter’s holdings after the issue.
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Bata-Balog, Amadea. "BOOK REVIEW: THE 21ST CENTURY PUBLIC MANAGER BY ZEGER VAN DER WAL." Pro Publico Bono - Magyar Közigazgatás 9, no. 1 (August 3, 2021): 148–56. http://dx.doi.org/10.32575/ppb.2021.1.9.
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Zeger van der Wal’s latest book entitled ‘The 21st Century Public Manager: Challenges, People and Strategies’ published in 2017 is in many ways a unique and milestone work, truly global in scope and ambition, both in its mapping of the complex 21st century landscape of public administration, and in offering a clear perspective for practitioners, while also inspiring them on their journeys. Along these lines, the value of the book is in its basic premise that “public management matters” and that of the demanding rethinking of the roles, responsibilities, skills and strategies of purposeful public servants while navigating in the ever-changing VUCA world – one characterised by volatility, uncertainty, complexity and ambiguity. The book was intended to serve as a practical manual and indeed is an extremely useful guide, being an asset for professionals, students and educators who wish to follow a logical framework in understanding contemporary public policy challenges.
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Rosak-Szyrocka, Joanna, Ali Abdulhassan Abbas, Humair Akhtar, and Craig Refugio. "Employment and Labour Market Impact of COVID-19 Crisis - Part 1 – Analysis in Poland." System Safety: Human - Technical Facility - Environment 3, no. 1 (May 1, 2021): 108–15. http://dx.doi.org/10.2478/czoto-2021-0012.
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Abstract The world is changing really fast. This speed is caused by urbanization, technological development and the increasing demand for energy. Such changes have a direct impact on enterprises which function in the world of VUCA (volatility, uncertainty, complexity and ambiguity) with numerous surprises in the form of “black swans”, i.e. rare and unpredictable events. The modern history has not seen such a lockdown as the one caused by the coronavirus. Hairdressers, cosmeticians, restaurants, transportation and tourism are particularly affected by the negative effects of the pandemic. But while some lose, others profit: growth can be observed in the areas of e-commerce, courier shipping and parcel lockers. The article analyzes the labor market in covid times. The image of enterprises and employees of the future was discussed. The paper is an introduction part of an international research conducted as part of cooperation between Universities from Poland, Pakistan, Iraq and the Philippines.
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Jonathan, Leong Y., and Ma Nang Laik. "Using Experiential Learning Theory to Improve Teaching and Learning in Higher Education." European Journal of Social Science Education and Research 6, no. 1 (April 30, 2019): 123. http://dx.doi.org/10.26417/ejser.v6i1.p123-132.
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The importance of skills has been expounded repeatedly as a crucial factor to thrive in the workplace, as opposed to mere knowledge of content. It is important to be able to adapt to new situations; this is especially true in today’s world, where volatility, uncertainty, complexity, and ambiguity (VUCA) are prevalent. To better prepare undergraduates for entry to the workforce in such a tumultuous time, Experiential Learning Theory (ELT) can be employed in their programmes – for example, by using a computer simulation game called MonsoonSIM in a course on fundamentals of business modeling, or through an overseas experiential learning trip with thematic objectives. These two cases are chosen specifically as they deal with contrasting experiences of learning – one highly theory-based and typical of academic institutions, and the other geared toward practical skills.This paper explores the processes of the ELT, distinguishing it from common classroom experiences, and how they are applied in the two cases mentioned above in order to improve the quality of teaching and learning, and to inculcate self-directed learners who are able to better deal with environments of VUCA. The abovementioned cases serve as examples by which ELT can be deployed to improve both the breadth and depth of students’ learning. The content of this paper stems from the authors’ experiences in crafting, facilitating, and executing the ELT processes within the context of a university programme.
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Sharif, Amir M., and Zahir Irani. "Policy making for global food security in a volatile, uncertain, complex and ambiguous (VUCA) world." Transforming Government: People, Process and Policy 11, no. 4 (October 16, 2017): 523–34. http://dx.doi.org/10.1108/tg-08-2017-0050.
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Purpose This paper aims to explain the uncertainties associated with food security and, in doing so, classifies them within the context of volatility, uncertainty, complexity and ambiguity (VUCA). In using this lens to frame the challenges of food security, the viewpoint proffers the need to be even more sensitive to heightened levels of uncertainty and highlights the need of governments to be prepared to meet a wider variety of external forces, risks, opportunities and threats to mitigate food insecurity. Design/methodology/approach This research constructs a novel morphology of food security and food waste policy futures based upon a range of scenario types based on contextual narratives relating to constraint, collapse, growth and transformation. In doing so, offering a representation that suggests order, complexity and chaos occur across a range of four domains of interaction: known (repeatable cause and effect); knowable (cause and effect separated over time); complex (cause and effect are unique and non-repeatable); and chaos (no cause and effect relationship perceivable). This orientation is represented in the form of a novel morphology that can be used to support decision-making and policymaking/consideration. Findings The authors have presented and identified a combination of a structured and unstructured methods to develop and hence classify a range of food security scenarios. Using the VUCA worldview and classification, the authors subsequently identify seven underlying and seven United Nations (UN) Sustainable Development Goals (SDG)-derived factors, which when combined with the Institute for the Future (IFTF) four food security scenarios in a pairwise manner led to the generation of a further 16 subsequent VUCA-inspired scenarios composed within a morphological grid. These were subsequently reclassified against three sets of stakeholders and then finally mapped to the Cynefin framework as a set of ten scenarios to show the potential of making greater sense of the VUCA nature of food security. Practical implications The paper proposes a novel conceptual approach to framing and understanding the wider holistic aspects of explaining and providing foresight to the complexities of food security. Hence, this paper provides policymakers with two contrasting, yet complementary, food security scenario planning techniques (VUCA and Cynefin), which envelope 16 narrative food security scenarios which can be used with stakeholders and advocacy groups in facilitating discussion about complex, messy and “wicked” interlinkages within the food security domain. Originality/value This is the first time in the extant literature that a combination of structured and unstructured, problem-based versus mess-based, contrasting perspectives have been brought together and developed, with the intention of creating a normative family or portfolio of narrative-driven food security scenarios. The authors present and extend four existing scenarios from the extant food security literature, and subsequently, through interpreting these scenarios via a dual and combined lens (notably using UN SDG and VUCA elements), a grid of alternative food security scenarios is produced. By then using applying the Cynefin complexity framework to these new configurations, a thematic categorisation of alternative futures is presented, which may aid policy and decision-makers when considering this topic.
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Roziq, Mohammad, Harry Putri Reawaroe, and Achmad Imron Rosyidi. "Investment Perspectives in Human Resources Management and Its Contribution on Organizational Performance and Competitive Advantages." Journal of Management and Leadership 4, no. 1 (May 4, 2021): 1–13. http://dx.doi.org/10.47970/jml.v4i1.207.
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Abstract
The dynamics of business environment signed by the volatility, uncertainty, complexity and ambiguity (VUCA) is urging organizations to rethink and redefine their business strategies and the source of their performance and competitive advantage. Human resources (human capital) hold the most important role in achieving organizational goals through the alignment of human capital investment and the organizational strategy. This article investigates on how the organization manage and align the investment in human resources (human capital) with the strategy of the organization and does investment in human capital have impact to the organizational performance and contribute to the creating value and competitive advantages of the organization. Based on the literature reviews and previous researches, we found that the alignment of investment in human resource (human capital) and organizational strategy is mediated by strategic performance management system namely Balanced Scorecard. The investment in human resources (human capital) has positive impact on organizational performance. Finally, The investment in human resources (human capital) has positive contribution to value creation and competitive advantages of the organizations.
Key Words: Investment Perspective in Human Resource Management (Human Capital); Strategic Performance Management System – Balanced Scorecard; Organizational Performance; and Competitive Advantages
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Mielkov, Iurii. "Higher Education under the Conditions of Complexity and Uncertainty of the World: Post-non-classical Development Strategies and Personal Dimension." International Scientific Journal of Universities and Leadership, no. 1(9) (August 7, 2020): 62–77. http://dx.doi.org/10.31874/2520-6702-2020-9-1-62-77.
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The situation of the contemporary world possesses such features that can be denoted by the acronym VUCA: volatility, uncertainty, complexity and ambiguity. The fundamental nonlinearity of the development of both nature and society turns into the inconsistency of the future with the usual and anticipated ideas of the humankind – and into changes in the philosophical understanding of the essence and strategies of higher education. Under the conditions of instability and unpredictability, any «ready-made» knowledge is irrelevant, it is quickly becoming obsolete; subsequently, the knowledge and skills acquired by a graduate of a higher education institution are no longer decisive for his or her competence: their place is rather being taken by the ability to create new forms of knowledge and skills in accordance with rapidly changing circumstances. In other words, in obedience to the human-dimensionality of the post-classical type of rationality, in a situation of uncertainty and risk, the human personality, the level of his or her general cultural development becomes especially valuable, – and the task of higher education becomes to educate a person capable of living in a world of complexity and uncertainty, capable of evaluating all the risks in a much wider perspective than any one single discipline or professional field. An important factor in this task is the transition to student-centered learning, i.e., focusing the educational process on student personality, but on teacher personality as well – contrary to the linear-modern orientation on the formality of learning, on standard, stable and constant educational trajectories. And it is philosophy that now possesses particular importance in the structure of the educational process, as a factor of successful formation of a full-fledged personality of a HEI graduate, able to deal with new, unusual things and phenomena - in other words, able to think creatively, critically and independently.
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Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro, and Christina Stokkeland. "The New Learning Organisation." Learning Organization 26, no. 3 (April 8, 2019): 304–18. http://dx.doi.org/10.1108/tlo-10-2018-0159.
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Purpose This paper aims to revive the old idea of the Learning Organisation by providing a fresh conceptualisation and illustration. The New Learning Organisation is conceptualised, focussing on the common good through responsible action. It is positioned as responding to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity, Bennett and Lemoine, 2014) conditions with a VUCA approach to Learning Leadership fostering Institutional Reflexivity and High Agility Organising . Design/methodology/approach The paper presents a new organisational learning framework – the 8As – Sensuous Organisational Learning framework. It illustrates the operationalisation of this framework in PART II through the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders. Findings The Sensuous Organisational Learning – 8As – framework illustrates how attentiveness, alertness, awareness, appreciation, anticipation, alignment, activation and agility form an integral part of the New Learning Organisation. Their unique contribution as aspect of a Sensuous Organisational Learning framework is that they explicate how the three principles of Institutional Reflexivity, High Agility Organising and Learning Leadership can be operationalised to serve the common good. Research limitations/implications The paper presents a novel way of reviving the Learning Organisation beyond an ideology as a practical approach to responding to VUCA conditions. It introduces a new learning theory and injects a fresh perspective in our understanding of the role and impact of learning in the workplace. Practical implications By focussing on Learning Leadership practices that extend previous Organisational Learning frameworks, The New Learning Organisation promoted here focuses on responsible action to serve the common good through Institutional Reflexivity and High Agility Organising. Social implications By focussing on how the common good can be better served, the New Learning Organisation becomes a mantra for social change to identify the higher purpose that social actions must serve. Originality/value The need for fresh contributions in the Organisational Learning debate is long overdue. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensousness as a foundation for improving the practical judgements across professional practices.
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Dima, Gabriela, Luiza Meseșan Schmitz, and Marinela-Cristina Șimon. "Job Stress and Burnout among Social Workers in the VUCA World of COVID-19 Pandemic." Sustainability 13, no. 13 (June 24, 2021): 7109. http://dx.doi.org/10.3390/su13137109.
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This paper aimed to explore the changes posed by the new COVID-19 pandemic to the field of social work and its impact on social workers in terms of job stress and burnout in Romania. Two conceptual models were used to frame the discussion: the theoretical framework of VUCA (volatility, uncertainty, complexity, and ambiguity) to discuss the challenges that the unprecedented context of the COVID-19 pandemic has created for social workers; and the Job Demands and Resources model (JD-R) to understand job demands perceived as stressors and burnout. Based on convergent mixed methods, the study sample consisted of 83 social workers employed in statutory and private social services in Romania, from different areas of intervention. Results showed that social workers perceived a high level of job stress related to work during the pandemic, which was associated with higher levels of burnout in the areas of personal burnout (average score 55.9) and work-related burnout (average score 52.5). Client-related burnout was lower (average score 38.4), indicating that stress was generated mainly by organisational factors and work-related factors (workload, aligning to new legislative rules and decisions, inconsistency, instability, ambiguity of managerial decisions, and lack of clarity of working procedures) and less by client-related stressors (lack of direct contact with clients, risk of contamination, managing beneficiaries’ fears, and difficulties related to technology). High job demands and limited job resources (managerial and supervisory support, financial resources, and recognition and reward) led to a high to very high level of work-related burnout for 15.7% and an upper-medium level for 44.2% of respondents. A group of 27.7% reported lower to medium levels of work-related burnout, while 14.5% had very low levels, managing to handle stress factors in a healthy manner. Study results pointed to the importance of organisational support and the development of a self-care plan that help to protect against job stress and burnout. Recommendations were made, putting forward the voice of fieldworkers and managers fostering initiatives and the application of sustainability-based measures and activities designed to deal with the challenges of the VUCA environment.
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Mielkov, Yurii, Ivan Bakhov, Olha Bilyakovska, Larysa Kostenko, and Tamara Nych. "Higher education strategies for the 21st century: philosophical foundations and the humanist approach." Revista Tempos e Espaços em Educação 14, no. 33 (April 24, 2021): e15524. http://dx.doi.org/10.20952/revtee.v14i33.15524.
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The paper is dedicated to a philosophical consideration of the transformation strategies for higher education, particularly those revealed by the current Covid-19 pandemic. The situation of the latter is presented as a particular form of the general VUCA characteristics of the today’s world of uncertainty, unpredictability and qualitative complexity (‘supercomplexity’). It is argued that the main result of our acknowledgement of the VUCA situation in the world for higher education is the image of the developed human personality becoming the main value and at the same time the main goal of higher education. Under the conditions of volatility and ambiguity, any existing ‘ready-made’ knowledge, as well as any instructions for effective rational behavior, turns to be inadequate. Because of that, it is no longer sufficient to have a set of ‘competences’ as a final result of the educational process at today’s university. Higher education has to turn to developing in its graduates certain multidisciplinary qualities, like critical independent thinking and ability to create one’s own knowledge, up to aiming at an all-round development of cultured personality. The paper argues that the education of critical and creative thinking is closely related to the transition to student-centered learning, as each individual student is to become a full-powered subject of the educational process according to one’s own interests, abilities and curricula, with the role of a teacher starting to resemble that of a moderator, the one who is to help his or her undergraduates to navigate through the vast ocean of available information in order for them to choose and to create their own, personal knowledge. The latter task is especially enforced by the distant and online learning having become popular during the Covid-19 pandemic: that form of learning puts especially high demands on self-discipline and self-responsibility of a student’s personality, while presenting itself as rather a supplement than a replacement to more traditional forms of higher education with personal communication between student and teacher.
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AL Najm, Hasan A. K., and Salah Aldeen A. AL Kubaisi. "Strategic leadership skills as a moderate of the impact of environmental challenges on effective management of the environment according to the model (VUCA Prime)." Journal of Economics and Administrative Sciences 26, no. 123 (November 30, 2020): 1–27. http://dx.doi.org/10.33095/jeas.v26i123.1983.
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Purpose – The main purpose of this research is to highlight the main role of strategic leadership skills for top managements in accessing to effective management in accordance with the (VUCA Prime) methodology in (VUCA) environment as Miniature virtual environment, which refers to (Volatility), (Uncertainty), (Complexity), and (Ambiguity).
methodology – To achieve the research objective, this study selected the quantitative approach in research design, Questionnaire was used as the main instrument for data collection, the sample comprised the opinion poll (106) individual who functions as a head department. (Structural equation modelling by (Smart Pls3) was used for data analysis.
Findings: Leaders at top managements possess high skills and expertise, but the Leaders have not used their skills rightly, with the extreme dealing caution against risk. This was reflected in the diversity of services provided by Iraqi private banks.
Research limitations: The researcher suffered many difficulties, including the lack of transparency and the country's turbulent circumstances, and the shortage of the number of Collaborating banks, which affected the adequacy of the statistical sample because most of the top management of those banks fear the result of the assessment, which led to inaccurate answers avoided with using appropriate statistical methods.
Practical implications: The research discusses the skills of strategic leadership and how it contributes to changing the impact of environmental challenges, which face the top managements of banks, which contributes to the development of a clear method, leading the top managements to effective management diagnosis of failure points and trying to avoid them.
Social implications: The top managements access to the Effectiveness will lead to Prosperity of the Iraqi private banks and increase the banks' s ability to adapt to the environment, which will lead to the results of economic prosperity in the country. through the skills that the management possess and achieving the goals of communicating with all stakeholders to follow the best ways to achieve the social goals of the skills.
Originality: The scientific value of the research is research in three important variables for modern organizations which are environmental skills and challenges, skills and Effective management. Especially for their association with an important phenomenon which is leadership, assuming positive responses in motivating top managements to use their skills in managing those challenges, to contribute to the development of an integrated system of adaptation, considering the Iraqi environment that embodies (VUCA) environment.
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Hoeft, Fabian. "Assessing dynamic capabilities of incumbents in the face of unprecedented industry transformation: the case of the automotive industry." Journal of Strategy and Management 14, no. 2 (January 13, 2021): 259–83. http://dx.doi.org/10.1108/jsma-11-2020-0325.
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PurposeThe purpose of this paper is to develop a holistic approach to the assessment of dynamic capabilities (DCs). Holistic refers to incorporating all DCs of an organisation relevant for determining and executing the firm's strategy.Design/methodology/approachA two-phase study was conducted. First, secondary sources, such as media, industry and annual reports, are being used to initially assess CASE (connected, autonomous, shared and electric) and implications for incumbent car manufacturers in a structured way. Second, semi-structured interviews with automotive managers and further automotive stakeholders offer in-depth insights into CASE, as well as incumbents' strategies and the underlying rationale.FindingsThe proposed framework for assessing DCs offers a holistic approach and provides new angles of analysis. First, the time dimension is considered using scenarios since timing is vital in strategy and implementation. Second, capabilities are broken down into technological and non-technological, sharpening strategic decision-making of automakers. Third, the analysis considers external VUCA (volatility, uncertainty, complexity and ambiguity) as they interplay with internal DCs.Research limitations/implicationsFurther testing of the proposed DC assessment approach offers a promising opportunity for future research. This paper focuses on the automotive industry, but it is worth investigating the extent to which the approach can be used in other dynamic industries, such as finance or retail.Originality/valueThe approach proposed highlights the importance and nuances of considering external perspectives in the DC assessment and the relevance of non-technological capabilities in the automotive industry. Thereby, it contributes to the literature on capability assessments and the operationalisability of the DC lens.
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Peterson, Mark. "A high-speed world with fake news: brand managers take warning." Journal of Product & Brand Management 29, no. 2 (November 13, 2019): 234–45. http://dx.doi.org/10.1108/jpbm-12-2018-2163.
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Purpose In an increasingly dangerous era for brands because of the emergence of fake news on the internet, brand managers need to know what is happening with fake news. This study aims to present perspectives on how to cope in an era of fake news. Design/methodology/approach The author provides a general review of fake news and what its sudden rise means for brand managers. Findings The study highlights the importance of context for news and the role of institutions, such as businesses and governments. The study calls brand managers to slow down in the high-speed world of the infosphere to preserve the integrity of their brands. Research limitations/implications The study is limited by its time frame as the internet continues to evolve. However, for times when fake news presents a threat to brands and other institutions, the study is relevant. Practical implications Brand managers need to slow down their activity levels just as savvy readers need to slow down their own reading on the internet. By doing this, brand managers will be better able to defend their brands in an era characterized by volatility, uncertainty, complexity and ambiguity (VUCA). Social implications The study suggests that resistance to fake news and its pernicious effects can be improved by taking an approach to processing content on the internet characterized by the scientific method. In this way, a context for news can be derived and fake news can be identified. In this way, societal trust can be improved. Originality/value This study is original because it analyzes the implications of fake news for brand managers and presents the most workable steps for identifying fake news.
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Nicolaus, Meike. "„Resilient von Anfang an – Onboarding für krisenfeste Young Professionals“." Der Betriebswirt 62, no. 1 (January 1, 2021): 3–16. http://dx.doi.org/10.3790/dbw.62.1.3.
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Abstract Resilience is one of the key competences that enables specialists and managers to survive crisis situations in a world of work, which is shaped by volatility, uncertainty, complexity and ambiguity. This world is presented to graduates today. For several years now we see an alarming trend of increasing mental illnesses, especially among young workers (WldO, 2018). Based on a qualitative exploratory study, this article makes a contribution to the design of resilience-promoting onboarding for young professionals in order to better prepare them for the crises of the future as soon as they enter the world of work. Zusammenfassung Spätestens im Zuge der weltweiten Covid-19-Pandemie wurde vielen Unternehmen bewusst, dass Resilienz eine der Schlüsselkompetenzen darstellt, die es Fach- und Führungskräften ermöglicht, Krisensituationen zu bestehen. Die „Corona“-Krise hat der VUKA-Welt, die geschäftlich und gesellschaftlich geprägt ist von Veränderung, Komplexität, Dynamik und Ambiguität, ein Gesicht gegeben. Diese Arbeitswelt präsentiert sich heute den Hochschulabsolvent*innen als Fach- und Führungskräftenachwuchs (oft als Young Professionals bezeichnet), die per se mit dem Übergang in eine neue Lebensphase einem erhöhten Maß an Veränderung und Stresserleben ausgesetzt sind. Bereits seit einigen Jahren ist ein alarmierender Trend zunehmender psychischer Erkrankungen vor allem bei jungen Arbeitskräften (WldO, 2018) erkennbar, der sich bspw. in Belastungsstörungen und Burnout-Erkrankungen zeigt. Dieser Artikel leistet auf Basis einer qualitativ-explorativen Studie einen Beitrag zur Gestaltung eines resilienzförderlichen Onboardings für Young Professionals, um diese bereits ab dem Eintritt in die Arbeitswelt besser auf die Krisen der Zukunft vorzubereiten.
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Saxena, Manisha, and Subrata Kumar Nandi. "Seeking the next wave of growth in a dynamic business environment: a case for Nitor Infotech Pvt. Ltd." Emerald Emerging Markets Case Studies 9, no. 1 (May 23, 2019): 1–37. http://dx.doi.org/10.1108/eemcs-09-2017-0232.
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Learning outcomes The learning outcomes of this study include: recognizing the strategic inflexion points and related business and strategic perspectives in the life of an organization; understanding sources of sustained competitive advantage and connect it with resource-based view for internal analysis; applying dynamic capability theory to identify capabilities that help an IT company stay relevant in an IT sector characterized by VUCA (an acronym for volatility, uncertainty, complexity and ambiguity) environment; analyzing the multi-dimensional and multi-contextual challenge an organization faces, or is likely to face, in the foreseeable future and the possible ways it addresses or should address them; evaluating strategies adopted at various points of an organization’s journey for their effectiveness; and helping a company co-create value for its customers. Case overview/synopsis This case of Nitor Infotech Private Limited (Nitor), a mid-sized software product outsourcing company, outlines its decade-long journey, highlighting its achievements. While the company has consistently grown by leveraging its expertise in software product engineering and its domain knowledge in the healthcare segment, it entered into a stage of its life cycle where it had to develop a long-term strategy to effectively compete in the product engineering market. Nitor’s strategy was built around product engineering and outsourced product development. The two major choices for a software company were either to develop its own product and thereby own the intellectual property (IP) or to develop modules which would be part of a product that would be owned by a client. In the latter case, the IP would be held by the client. So far Nitor chose to follow the second option by developing components for its client’s products. Although this strategy allowed it to develop expertise in a particular domain, and serve different customers in a particular market, the chances of a competitor attacking its position was high. On the other hand, if it developed its own product, it can create its own brand name and can sell packaged software to several different customers. However, the challenge with the latter is that the cost of marketing could be very high. The choice for the company in the future is to decide on selecting a specific strategy to expand its international business. Complexity academic level This case is appropriate for an undergraduate and postgraduate management course in the area of strategic management. The level of difficulty can be from medium to high depending on the learning level. Knowledge of management fundamentals is not a prerequisite but is desirable for case analysis. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy
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Unnikrishnan, MK. "Eminence or evidence? The volatility, uncertainty, complexity, and ambiguity in healthcare." Journal of Pharmacology and Pharmacotherapeutics 8, no. 1 (2017): 1. http://dx.doi.org/10.4103/jpp.jpp_12_17.
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Khalatur, Svitlana, Liudmyla Velychko, Olena Pavlenko, Oleksandr Karamushka, and Mariia Huba. "A model for analyzing the financial stability of banks in the VUCA-world conditions." Banks and Bank Systems 16, no. 1 (March 30, 2021): 182–94. http://dx.doi.org/10.21511/bbs.16(1).2021.16.
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VUСA is a chaotic and rapidly changing business environment that, based on the variability, uncertainty, complexity and ambiguity of the modern world, transforms the approach of banks to the analysis of financial stability. The aim of the paper is to improve tools for monitoring the impact of VUCA-world conditions on the financial stability of banks, namely a model for studying and analyzing the impact of the modern business space “VUCA” on the financial stability of the country's banks. To test the model, the method of constructing regression equations in multifactor regression analysis is used. For this study, data from some Eastern European countries (Ukraine, Belarus, Latvia, Lithuania, Moldova) were used, and time series data were used for 10 years from 2010 to 2019.Having considered the definition of “VUCA-world conditions”, the model of modern business space “VUCA” was developed when analyzing the activity of banks in the studied countries. Drivers, consequences, requirements and macroeconomic indicators of the countries’ activities in the VUСA-world conditions are determined. The VUCA-world conditions also consider the study of key macroeconomic indicators that allow building long-term relationships throughout the value chain. The analysis of the studied Eastern European countries showed that with the increase of factors of GDP growth, GNI per capita growth, research and development costs, foreign direct investment, and net inflow of 1%, the effective ratio of bank capital and assets also increases. The assessment, in contrast to the existing ones, makes it possible to consider the impact of the macroeconomic environment of banks on their financial stability.
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Mohd Noordin, Fatimah Syarha, Mohammed Yusuf, and Nur Shahidah Paad. "[The Contemporary Challenges of Public Management by Women Celebrities in Malaysia] Cabaran Kontemporari di Era Globalisasi dalam Pengurusan Masyarakat oleh Pendakwah Selebriti Wanita di Malaysia." Jurnal Islam dan Masyarakat Kontemporari 21, no. 2 (August 23, 2020): 89–101. http://dx.doi.org/10.37231/jimk.2020.21.2.485.
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Today's world sees globalization leaving a huge impact on women's lives. Globalization is shaping a complex life with positive and negative impacts. For female celebrity preachers, globalization has its own challenges when it comes to managing society. Qualitative methods were used in this study with a case study approach and in-depth interview method. In terms of sampling, the informants selected were two female celebrity preachers in Malaysia: Isfadiah Mohamed and Norhafizah Musa. Studies have found that the challenges they face are ambiguity, complexity, complexity, volatility and uncertainty.
Dunia hari ini menyaksikan globalisasi meninggalkan impak yang besar dalam kehidupan wanita. Globalisasi mencorakkan kehidupan serba kompleks dan mempunyai impak positif dan negatif. Bagi pendakwah selebriti wanita, globalisasi mempunyai cabaran tersendiri dalam mendepani pengurusan masyarakat. Metode kualitatif digunakan dalam kajian ini dengan pendekatan kajian kes dan menggunakan metod temubual secara mendalam. Dari segi persampelan, informan yang dipilih adalah dua orang pendakwah selebriti wanita di Malaysia iaitu Isfadiah Mohamed dan Norhafizah Musa. Kajian mendapati antara cabaran yang dihadapi oleh mereka adalah kekaburan (ambiguity), kerumitan (complexity), perubahan mendadak (volatility) dan ketidakpastian (uncertainty).
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Zamyatina, N. V., and A. V. Zbarskaya. "YOUTH INITIATIVES IN TOURISM IN THE ERA OF DIGITALIZATION AND PANDEMIC." Vestnik Universiteta, no. 2 (April 3, 2021): 21–29. http://dx.doi.org/10.26425/1816-4277-2021-2-21-29.
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The rapid digitalization of the economy since the early 2010s thanks to the rapid development of the mobile Internet and artificial intelligence was accelerated by the COVID-19 coronavirus pandemic, which caused catastrophic losses in international tourism in 2020. This article considers the perception of the tourist region by the young generation of the era of smartphones and social networks and sets objectives of adapting tourism in the world of VUCA – a world of instability, uncertainty, complexity and ambiguity. The priority strategies of tourism development in the regions: the introduction of the unseen tourism management technologies and creation of the online platform of youth leisure, development of concepts modern use of historic buildings while preserving their historical authenticity and romantic atmosphere, organization of public spaces for the exchange of experiences between generations on the basis of mutuall interest and encouragement of projects engaging young people with disabilities. There is a need for long-term planning and the formation of a global system of universal values and human understanding of their place in the “new reality”. This vector of development will lead to a new level of humanity in the future 5–10 years.
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Rahman, Moin. "High Velocity Human Factors: Human Factors of Mission Critical Domains in Nonequilibrium." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 51, no. 4 (October 2007): 273–77. http://dx.doi.org/10.1177/154193120705100427.
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Mission critical domains (MCDs), such as fire fighting, military combat, etc., experience periods of nonequilibrium. This typically occurs when extended periods of low grade activity are punctuated by intense, high stakes actions unfolding at high velocities (e.g., fighting a fire, engaging in combat, etc.). These periods of nonequilibrium are typically characterized by volatility, uncertainty, complexity and ambiguity. Human agents operating under these conditions experience a variety of reactions, such as emotional modulation of cognition, recognition primed decision making, among others. To study this phenomenon a construct named High Velocity Human Factors (HVHF) is defined and described. On the practical side, the HVHF framework will be used to analyze demands placed on personnel operating in MCDs and inform the design of systems and solutions.