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Journal articles on the topic 'VUCA'
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Dudi Abdullah, M. "VUCA PRIME IMPACT ON PERFORMANCE AUTOMOTIVE INDUSTRY IN INDONESIA." International Journal of Advanced Research 11, no. 01 (January 31, 2023): 263–74. http://dx.doi.org/10.21474/ijar01/16016.
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This study aims to identify and analyze the potential challenges of VUCA to the development of the automotive industry in Indonesia and their impact on company performance. The method used in this research is descriptive and verification research methods. The research sample was 255 respondents based on manager-level positions and above using purposive sampling method.In research VUCA will use VUCA Prime (VUCAP). The results showed that partially VUCAP had a positive and significant effect on agile leadership and company performance. VUCAP had a positive and significant effect on Strategic business. VUCAP had a positive and significant effect Organizational change. VUCAP has a positive and significant effect on the performance of automotive industry companies in Indonesia. Agile leadership is intervening the influence between VUCAP and company performance. Organizational change is intervening between VUCAP and company performance. Strategic business is intervening between VUCAP and company performance in automotive industry companies in Indonesia.
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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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Börner, Doris, and Andreas Zohmann. "VUCA." Hands on - Manuelle und Physikalische Therapien in der Tiermedizin 4, no. 04 (December 2022): 145. http://dx.doi.org/10.1055/a-1942-6128.
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Liebe Leserin, lieber Leser,haben Sie schon mal von „VUCA“ gehört? VUCA steht für Volatility (Flüchtigkeit), Uncertainty (Ungewissheit), Complexity (Komplexität) und Ambiguity (Mehrdeutigkeit). Für eine Welt, die sich ständig und immer schneller verändert, unvorhersehbar und volatiler wird. Geprägt von Ungewissheit taugen manch alte Erfahrungen nicht mehr für die Zukunftsplanung. Wo geht die Reise hin? Wir wissen es nicht (mehr). Unsere Welt ist komplexer denn je. Die Dinge werden vielschichtiger, unübersichtlicher und schwerer zu verstehen. Entscheidungen werden schwieriger. Selten ist etwas eindeutig schwarz oder weiß, oftmals auch widersprüchlich und paradox und doch „richtig“. Ambiguitätstoleranz, also die Fähigkeit Vieldeutigkeit und Unsicherheit zur Kenntnis zu nehmen und ertragen zu können, wird immer wichtiger.
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Londhe, Charulata. "Terrorism VUCA’ or ‘T-VUCA’©: VUCA Environment Related to Terrorism." International Journal of Economics and Management Studies 3, no. 6 (November 25, 2016): 44–46. http://dx.doi.org/10.14445/23939125/ijems-v3i6p108.
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Stahl, Heinz K. "Alles VUCA?" Qualitas 21, no. 2 (June 2022): 46. http://dx.doi.org/10.1007/s43831-022-0083-x.
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Karatekin Alkoç, Yasemin. "Yeni Dünya: Vuca Dünyası ( New World: Vuca World )." Turk Turizm Arastirmalari Dergisi 10, no. 4 (October 4, 2021): 989–99. http://dx.doi.org/10.26677/tr1010.2021.857.
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Rahman Saleh, Abdul. "Ekosistem Yang Mempengaruhi Pengembangan Pustakawan." Jurnal Pustakawan Indonesia 19, no. 1 (June 10, 2020): 53–66. http://dx.doi.org/10.29244/jpi.19.1.53-66.
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Pengembangan perpustakaan sangat dipengaruhi oleh lingkungan pemustaka yang akan dilayaninya. Lingkungan tersebut saat ini dikenal dengan ekosistem VUCA yaitu Volatility, Uncertainty, Complexity dan Ambiguity. VUCA sendiri muncul akibat dari perkembangan teknologi yang saat ini disebut revolusi industri 4.0. Karya tulis ini merupakan literature review atau tinjauan literatur yang membahas pengaruh ekosistem VUCA dalam pengembangan perpustakaan berdasarkan kepada literatur dan laporan hasil penelitian terkait. Literur dikumpulkan baik melalui daring maupun literatur tercetak kemudian dibahas. Berbagai karya tulis yang relevan dengan ekosistem VUCA dikumpulkan dari buku, jurnal, maupun situs web, kemudian dianalisis secara deskriptif. Berbagai pengembangan perpustakaan harus mempertimbangkan ekosistem VUCA agar layanan yang diberikan oleh perpustakaan sesuai dengan kebutuhan pemustaka di era revolusi industri 4.0. Perpustakaan termasuk entitas yang sangat dipengaruhi oleh lingkungan atau ekosistem VUCA. Karena itu agar perpustakaan bisa survive di era teknologi desruptive yang menyebabkan VUCA tersebut, maka pustakawan sebagai motor penggerak perpustakaan harus mempunyai terobosan layanan yang bisa keluar dari jebakan VUCA.
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Varghese, Issac K. "The VUCA Company." Nitte Management Review 9, no. 2 (December 2, 2015): 70. http://dx.doi.org/10.17493/nmr/2015/95329.
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Yoder-Wise, Patricia S. "From VUCA to VUCA 2.0: Surviving Today to Prosper Tomorrow." Nursing Education Perspectives 42, no. 1 (January 2021): 1–2. http://dx.doi.org/10.1097/01.nep.0000000000000774.
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Грачев, А. А. "BASIC REQUIREMENTS OF THE VUCA-ENVIRONMENT FOR EMPLOYEE COMPETENCE." Институт психологии Российской Академии Наук. Организационная психология и психология труда, no. 3() (October 9, 2020): 120–36. http://dx.doi.org/10.38098/ipran.opwp.2020.16.3.006.
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Обсуждается общая компетентность работника, соответствующая требованиям VUCA-среды. Обосновано, что требованиям этой среды больше всего соответствуют рыночный и адхократический типы организационной культуры. Наиболее значимы в этих типах культур профессиональные, управленческие и командные компетентности, сочетающиеся с мотивационным ядром VUCA-компетентности, имеющем преимущественно самоактуализационный характер. Приведены результаты эмпирического исследования представлений рядовых работников и руководителей среднего звена, которые говорят о том, что: а) мотивационный VUCA-потенциал в портрете идеального работника выражен значимо больше, чем у типичного, б) руководители видят в типичном работнике существенно более высокий VUCA-потенциал, чем рядовые работники. Намечены практические приложения, состоящие в формировании и развитии этих компетентностей в интересах работника и организации. The general competence of the employee that meets the requirements of the VUCA-environment is discussed. It is proved that the market and adhocratic types of organizational culture meet the requirements of this environment most of all. The most significant in these types of cultures are professional, managerial and team competencies, combined with the motivational core of VUCA-competence, which is mainly self-actualization. The results of the empirical study of the views of ordinary workers and middle managers who say that a) motivational VUCA-potential in the portrait of the ideal worker expressed significantly more than the typical, b) the managers see in a typical worker is substantially higher VUCA-potential than ordinary workers. Practical applications are outlined, which consist in the formation and development of these competencies in the interests of the employee and the organization.
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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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Nowacka, Anna, and Magdalena Rzemieniak. "The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry." Energies 15, no. 1 (December 28, 2021): 185. http://dx.doi.org/10.3390/en15010185.
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The article presents the scope of issues related to the impact of the VUCA (volatility, uncertainty, complexity, ambiguity) environment on digital competences of management staff in power companies. Each company has to deal with its own individual and personalized VUCA world typical for the power industry. Unfortunately, some organizations are not aware of its existence, and therefore they do not identify the signals coming from the external environment while still working according to the developed patterns. The VUCA approach requires changing the competency model in enterprises and focusing on its strengths. On this basis, the research problem regarding power enterprises was formulated. The problem discussed in the article below concerns the undefined and undefined influence of the VUCA environment on the emerging digital competences of managers. In connection with the identification of the research problem in this area, an attempt was made to define the aim of the study, which is to determine the impact of the connections of the VUCA world with digital competences of managers in the energy sector. To solve the research problem, quantitative research was carried out on a randomly selected sample of managers. It has been shown that leaders are more or less aware of the existence of the VUCA world. As key competences, they mention the ability to develop and adapt digital technologies to the needs of the organization or the ability to flexibly switch thinking between various problems. The novelty of the work is the identification of the connections between the VUCA world and competences and the provision also through the prism of artificial intelligence. The existence of links between the VUCA environment and digital competences was indicated, and the use of VUCA as a determinant of the impact on changing the perception of employees was analyzed.
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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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Panthalookaran, Varghese. "Education in a VUCA-driven World: Salient Features of an Entrepreneurial Pedagogy." Higher Education for the Future 9, no. 2 (July 2022): 234–49. http://dx.doi.org/10.1177/23476311221108808.
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Rendering learners future-ready has always been one of the primary purposes of education. It makes a critical appreciation of the emerging societal scenarios a necessary prerequisite for defining essential features of the conduct of education at any age. VUCA is an acronym that describes some salient features of modern day, characterized by Volatility, Uncertainty, Complexity and Ambiguity. VUCA exerts its influence on every field of human activity, including education. VUCA may also be interpreted in terms of quantity and quality of information, which make turbulent transitions in a globalized and digitalized world. The current article explores different responses toward VUCA and identifies the best-fit response for a VUCA-driven world of information. It also investigates different aspects of intellectual formation of the new generation of learners, that shall equip them to conduct their lives and careers in a VUCA-driven world. The article concludes by sketching a blueprint for a pedagogy of the digital natives founded on their very intrinsic motivations for learning. An entrepreneurial pedagogy may help new generation learners develop an entrepreneurial mindset in them, making them future-ready.
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Alasingachar, Vasudevan. "Navigating Organisation in Times of VUCA: Implications for the HR and OD Profession." NHRD Network Journal 12, no. 2 (April 2019): 145–50. http://dx.doi.org/10.1177/2631454119851990.
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This article addresses two vectors of VUCA interwoven in the narratives, a summary of personal theories about VUCA. Such theories are anchored and arise from experiential learning in my practice as HR/L&D and OD consultants over the past four decades. The implication for HR and OD profession is to consider their relevance when organisations navigate VUCA. Next is the culling out of the specific learning about HR and OD interphases that has worked in my experience, supported by examples and metaphors. The premise I put forward as conclusion are: In order to be at the centre stage of partnering with business, HR and OD have to complement and innovate new-age VUCA strategies. VUCA competencies with appropriate metrics are in the formative stage. The competencies are emerging from the real-time stories of consultants, companies and academia (TATA 26/11 and DuPont safety mandate). Only when HR and OD integrate and work together can the future of leadership or start-up entrepreneurs learn from their insights to ‘thrive in VUCA’.
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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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Remnova, Lyudmyla. "ОСНОВНІ ВИКЛИКИ ТА ДЕТЕРМІНАНТИ НОВОЇ МОДЕЛІ УПРАВЛІННЯ ПЕРСОНАЛОМ У VUCA-СВІТІ." PROBLEMS AND PROSPECTS OF ECONOMIC AND MANAGEMENT, no. 3 (19) (2019): 99–105. http://dx.doi.org/10.25140/2411-5215-2019-3(19)-99-105.
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У статті проаналізовано наявні взаємозв’язки між основними викликами та детермінантами VUCA-світу в контексті їхнього впливу на парадигмальні зрушення в системі сучасного HR-менеджменту. Обґрунтовано необхідність удосконалення бізнес-процесів сучасних компаній шляхом трансформації викликів VUCA-світу в джерело конкурентних переваг. Виокремлено основні детермінанти деструктивної та конструктивної моделей управління та розвитку персоналу в розрізі окремих ознак VUCA-світу. Обґрунтовано основні компетентності ефективного управлінця у швидко змінюваному середовищі.
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Johansen, Bob, and James Euchner. "Navigating the VUCA World." Research-Technology Management 56, no. 1 (January 2013): 10–15. http://dx.doi.org/10.5437/08956308x5601003.
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Pacher, Sebastian, and Tim Fritzenschaft. "Vorstandsvergütung in VUCA-Zeiten." Controlling 31, no. 2 (2019): 27–33. http://dx.doi.org/10.15358/0935-0381-2019-2-27.
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Kamath, Rajesh. "Kautilya’s Relevance in VUCA." NHRD Network Journal 12, no. 2 (April 2019): 159–67. http://dx.doi.org/10.1177/2631454119852858.
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In this article, I draw on the wisdom from Kautilya’s Arthashastra to understand the volatile, uncertain, complex and ambiguous context. I focus on the sutras pertaining to controllable and uncontrollable situations, the four principles of execution, the Chatumandal framework of making the uncertain visible, and finally the 11 questions that capture the wisdom on success. Drawing on my experience in consulting for organisations, I have attempted to provide a formula that can help HR leaders to navigate their roles with this background.
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Purnamasari, Endah Dewi, Try Wulandari, and Rasid Siddik. "ANALISIS PERGERAKAN INDEKS HARGA SAHAM GABUNGAN (IHSG) PADA ERA VUCA." Jesya 6, no. 1 (January 1, 2023): 682–93. http://dx.doi.org/10.36778/jesya.v6i1.989.
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Disamping revolusi 4.0 saat ini kita juga menghadapi era VUCA. Era VUCA menciptakan kondisi bisnis yang tidak pasti dan menimbulkan kekhawatiran. Saham yang rentan dipengaruhi oleh isu atau peristiwa dapat membahayakan pasar saham dan mempengaruhi IHSG. Pergerakan IHSG menggambarkan perekonomian suatu negara. Perusahaan atau individu harus siap dalam menghadapi tantangan dan mempunyai solusi dari setiap elemen yang terkandung pada Era VUCA. Penelitian ini bertujuan untuk menganalisis pergerakan IHSG di Indonesia pada Era VUCA. Sumber data penelitian ini diperoleh dari www.idxchannel.com dan www.finance.yahoo.com berupa data pergerakan IHSG harian pada era VUCA yaitu pada saat gelombang pandemi covid-19 di Indonesia dengan kasus tertinggi. Teknik analisis data menggunakan deskriptif kuantitatif dan uji hipotesis. Hasil uji paired samlpe T-test pada gelombang 1 dan 3 diperoleh bahwa tingkat signifikansi lebih kecil dari 0,05 menyatakan bahwa adanya pergerakan IHSG. Namun pada gelombang 2 dengan nilai sign lebih besar dari 0,05 dinyatakan bahwa tidak adanya pergerakan IHSG.
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Sarkar, Anita. "We live in a VUCA World: the importance of responsible leadership." Development and Learning in Organizations: An International Journal 30, no. 3 (April 29, 2016): 9–12. http://dx.doi.org/10.1108/dlo-07-2015-0062.
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Purpose This paper aims to describe the role of responsible leadership in a VUCA (volatile, uncertain, complex and ambiguous) world. Design/methodology/approach This paper explains how responsible leadership is aligned with the critical success factors necessary to thrive in a VUCA world. Findings Critical success factors in the VUCA world are: sound business principles, a firm’s agility to respond speedily, strong collaborative networks, innovation and ethical practices. These are aligned with a responsible leadership style, which is a combination of transformational, servant and authentic leadership. Socialimplications This paper argues that responsible leadership embraces the broader societal issues and concerns based on ethical judgment. Originality/value This paper provides insights on how responsible leaders can meet the requirements of VUCA world.
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Чернышева, Ю. Г. "BUSINESS ANALYSIS – NEW ANALYTICS FOR MANAGEMENT." Учет и статистика, no. 1(65) (April 22, 2022): 68–75. http://dx.doi.org/10.54220/1994-0874.2022.65.1.006.
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Современный мир изменился практически до неузнаваемости, и сейчас мы живем в VUCA-мире. VUCA-мир – это стрессовый, постоянно изменяющийся мир со множеством вызовов, мир, в котором требуется быстро и адекватно перерабатывать огромные объемы информации. Этот мир требует новых подходов во всех областях, начиная с компетенций специалистов и заканчивая реагированием организации на вызовы, постоянно возникаю-щие перед ней. Бизнес-анализ – новая аналитическая концепция, представляющая собой высший уровень аналитики для бизнеса. Бизнес-анализ позволяет организациям противо-стоять VUCA-миру, разрабатывать решения, основанные на данных, используя подход da-ta driven decision. Этот подход дает возможность гарантировать лучшее решение проблем бизнеса и разработки стратегии его развития. The modern world has changed almost beyond recognition and now we live in a VUCA world. The VUCA world is a stressful, constantly changing world with many challenges, a world in which huge amounts of information must be processed quickly and adequately. This world re-quires new approaches in all areas, from the competencies of specialists to the organization's re-sponse to the challenges that constantly arise in front of it. Business Intelligence is a new analyti-cal concept that represents the highest level of business intelligence. Business analysis allows or-ganizations to confront the VUCA world, develop data-driven decisions using the data driven de-cision approach. This approach makes it possible to guarantee the best solution to business prob-lems and develop a strategy for its development.
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Fridgeirsson, Thordur Vikingur, Helgi Thor Ingason, Svana Helen Björnsdottir, and Agnes Yr Gunnarsdottir. "Can the “VUCA Meter” Augment the Traditional Project Risk Identification Process? A Case Study." Sustainability 13, no. 22 (November 18, 2021): 12769. http://dx.doi.org/10.3390/su132212769.
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In this rapidly changing and fast-growing world, sustainability is an important paradigm. However, the constantly growing level of uncertainty leads to increased strain in decision making. This results in a growing need for a more effective and extensive approach for identifying project risk in particular events that are not easily detected but can have a severe impact, sometimes referred to as Black Swans or “fat tail” events. The VUCA meter is a normative approach to identify project risk by assessing in a structured way events that may be volatile, uncertain, complex, and ambiguous and might contribute to the project risk. In this study, the VUCA meter is benchmarked against a traditional risk identification process as recommended by PMI®. Firstly, two workshops, each referring to the respective risk identification method, were conducted. Secondly, a Delphi survey was run to investigate if the VUCA meter would capture Black Swan risk events that are bypassed by the traditional risk identification approach. The results clearly indicate that the VUCA meter can be developed to be a significant addition to the conventional risk identification process for large projects that are at an early stage. The VUCA meter facilitates a discussion that gets people to think beyond the traditional framework for identifying project risk factors. As a consequence, “fat tail” events, that are not apprehended with the conventional technique, are captured by the VUCA meter.
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Horstmeyer, Alison. "The generative role of curiosity in soft skills development for contemporary VUCA environments." Journal of Organizational Change Management 33, no. 5 (April 28, 2020): 737–51. http://dx.doi.org/10.1108/jocm-08-2019-0250.
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PurposeThis paper examines the role of curiosity in volatile, uncertain, complex and ambiguous (VUCA) work contexts.Design/methodology/approachThis conceptual article relied upon an examination of literature about curiosity, VUCA and soft skills.FindingsCuriosity, when encouraged and supported within the workforce, may aid organizations in closing soft skill gaps and better navigating ambiguity, perpetually changing business landscapes, and rapidly advancing technology.Research limitations/implicationsEmpirical research is needed to validate, confirm and further explicate the specific mechanisms and value of curiosity within VUCA environments.Practical implicationsOrganizations need to move beyond espousing a value of curiosity to deliberately and effectively cultivating and supporting it within their employees.Originality/valueAlthough ample research and literature has examined curiosity, soft skills and VUCA environments independently, the body of literature on the specific role of curiosity in such environments is limited.
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Nooh, Mohammad Noorizzuddin. "VUCA: A Bibliometric Analysis of published literatures using R." GATR Journal of Management and Marketing Review (GATR JMMR) VOL. 6 (4) OCTOBER - DECEMBER 2021 6, no. 4 (December 30, 2021): 222–34. http://dx.doi.org/10.35609/jmmr.2021.6.4(3).
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Objective - This study presents a bibliometric analysis on the publications of VUCA research from Scopus database for an unspecified period. However, it has been determined that VUCA only emerges in Scopus publications starting from 2012. Methodology/Technique - A Bibliometric analysis using R-Studio software was performed using the Scopus database as atMarch 2021.Based on keywords used, which is related to VUCA in the article title, the study retrieved 108 documents and after one document was excludeddue to relevancy issues, only 107 documents were further analyse usingvarious tools. Findings - Emerging concerns such as leadership and management in COVID-19 and post-COVID-19 could be interesting study topics to pursue in the coming years. Overall, due to the scarcity of publications on this topic, the prospects to publish in this area are plentiful.This topic's publication has only emerged since 2012. Novelty - The publication trend has been on the rise since 2019 and is projected to continue if the COVID-19 pandemic is considered one of the most pressing challenges in the VUCA field of study. This provided future researchers with many opportunities to publish in SCOPUS on a recent VUCA topic. Issues of leadership and management in the new COVID-19 Pandemic standards could be a fascinating subject to explore in terms of publication possibilities. Type of Paper - Empirical Keywords: VUCA; Volatility; Uncertainty; Complexity; Ambiguity; Bibliometric; R; Management JEL Classification: M10, M14
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Saleh, Ayat, and Richard Watson. "Business excellence in a volatile, uncertain, complex and ambiguous environment (BEVUCA)." TQM Journal 29, no. 5 (October 9, 2017): 705–24. http://dx.doi.org/10.1108/tqm-12-2016-0109.
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Purpose The purpose of this paper is to examine how companies can achieve business excellence in a highly volatile, uncertain, complex and ambiguous (VUCA) environment. Within the literature about business excellence, there is a lack of understanding of the impact of today’s high VUCA on achieving business excellence. A new business concept, business excellence in a volatile, uncertain, complex and ambiguous environment (BEVUCA), will be illustrated so as to bridge this gap by considering the overall VUCA influence and the influences of each specific term individually. Design/methodology/approach The research incorporated a systematic literature review for three knowledge areas, namely: VUCA, business excellence and the management integration of quality and risk. The later knowledge area was reviewed because such diverse management thinking can help to achieve BEVUCA. Findings The research provided a definition for a new business concept and the systematic literature review identified 18 critical success factors so as to manage and excel under a high VUCA business environment. Finally a conceptual framework was developed for integrating quality management and risk management thinking so as to achieve BEVUCA. Originality/value BEVUCA can be used to close the current gap in the body of literature by providing a link between VUCA and business excellence, and hence advancing the discussion in these areas. Additionally, the BEVUCA conceptual framework can be used as guidance in integrating quality management and risk management to achieve the identified critical success factors.
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Mofuoa, Khali. "Prospering in the southern Africa’s VUCA world of the nineteenth century." Journal of Enterprising Communities: People and Places in the Global Economy 10, no. 2 (May 9, 2016): 164–77. http://dx.doi.org/10.1108/jec-09-2014-0019.
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Purpose This paper aims to discuss the notion of resilience in the context of the Basotho of Lesotho who managed prospering as a nation in the era of uncertainty during the “VUCA” world of the nineteenth-century southern Africa. Design/methodology/approach Using historical data from leadership and organizational behaviour perspectives, the theoretical context of the paper is established to inform discussion on the resilience of the Basotho during the “VUCA” world of the nineteenth-century southern Africa. Findings The paper has established that the notion of resilience was synonymous to Basotho’s way of life and livelihood during the “VUCA” world of the nineteenth-century southern Africa. The paper has also established that resilience became the key quality of Basotho as they continued prospering as a nation in the era of uncertainty during the “VUCA” world of the nineteenth-century southern Africa. Originality/value From both leadership and organizational behaviour perspectives, the paper uses mainly historical data that are considered to be most relevant, valid and reliable to inform discussions on the notion of resilience as it relates to the Basotho as a nation during the “VUCA” world of the nineteenth-century southern Africa.
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Barbier, Lance, and Robertson K. Tengeh. "Enhancing Public Service Delivery in a VUCA Environment in South Africa: A Literature Review." RUDN Journal of Public Administration 9, no. 4 (December 30, 2022): 418–37. http://dx.doi.org/10.22363/2312-8313-2022-9-4-418-437.
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There is widespread consensus that the volatility, uncertainty, complexity, and ambiguity (VUCA) environment has contributed to the subpar quality of public sector service delivery in South Africa. Hence, the aim of this paper is to ascertain how the South African government can enhance service delivery in a VUCA world. This article presents a comprehensive study of a number of secondary literature sources. The author makes an effort to draw attention to knowledge gaps that might serve as the foundation for more research in the future. The main finding is that for the South African government to provide good service in a VUCA environment, its employees must be proficient in Results-Based Monitoring and Evaluation, Strategic Planning, Programme and Project Management Methodology, and Change Management Methodology. There is a severe lack of empirical study on the delivery of public sector services in an environment characterized by VUCA. As a result, there is a need for more research on this topic. Specifically, in order to establish the effect that the VUCA environment has on the governments of emerging nations. The research will be beneficial to the governments of developing countries, notably South Africa, as well as to those who work in the field of public administration.
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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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Anggraeni, Fadjar Setiyo, and Bambang Widarno. "Fathanah Responsive Leadership: As a Supplement in the Satellite Model." Business Ethics and Leadership 6, no. 4 (2022): 108–17. http://dx.doi.org/10.21272/10.21272/bel.6(4).108-117.2022.
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This paper provides the main points of argument and counterarguments in scientific controversies on the issue of organizational learning and leadership practices. This paper aims to reveal organizational learning practices in modern times marked by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), especially for those who study Islamic values. In addition, it also provides an overview of how organizations learn to sharpen sensitivity, respond and be agile in dealing with any changes. The paper analyzed the previous research literature on organizational learning, especially leadership, which contributes to the successful functioning of the organization in VUCA conditions. The paper integrated the results of previous studies with the Islamic worldview, one of the characteristics of prophethood, namely fathana (intelligence). This made it possible to develop a new concept of organization management, which is called as “fathanah responsive leadership”. The basis of this study is the understanding of fathana − not as an ordinary intelligence that everyone possesses, but a special intelligence, namely leadership, which is secretly formed through the basis of one’s faith in God. The results of previous studies formed the basis for determining six hypotheses of this research: first, VUCA has a negative impact on competitiveness. Second, VUCA has a negative impact on financial performance. Third, competition has a positive effect on financial performance. Fourth, fathanah’s responsive leadership weakens the influence of VUCA on competitiveness. Fifth, fathanah responsive leadership weakens the influence of VUCA on financial performance. Sixth, fathanah responsive leadership strengthens the competitive influence on financial performance. The article presents the results of an empirical analysis of the features of ensuring responsible leadership, which proved that for the high-quality organization of the company’s activities, not only fathana and the sensitive character of the leader are needed, which is only an addition to this process and does not consider such characteristics as shiddik, amana and tabligh. However, the results of future research should be aimed at analyzing whether organizational learning and VUCA leadership practices can contribute to increasing the competitiveness of an organization and improving its financial performance.
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Anggraeni, Fadjar Setiyo, and Bambang Widarno. "Fathanah Responsive Leadership: As a Supplement in the Satellite Model." Business Ethics and Leadership 6, no. 4 (2022): 108–17. http://dx.doi.org/10.21272/bel.6(4).108-117.2022.
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This paper provides the main points of argument and counterarguments in scientific controversies on the issue of organizational learning and leadership practices. This paper aims to reveal organizational learning practices in modern times marked by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), especially for those who study Islamic values. In addition, it also provides an overview of how organizations learn to sharpen sensitivity, respond and be agile in dealing with any changes. The paper analyzed the previous research literature on organizational learning, especially leadership, which contributes to the successful functioning of the organization in VUCA conditions. The paper integrated the results of previous studies with the Islamic worldview, one of the characteristics of prophethood, namely fathana (intelligence). This made it possible to develop a new concept of organization management, which is called as “fathanah responsive leadership”. The basis of this study is the understanding of fathana − not as an ordinary intelligence that everyone possesses, but a special intelligence, namely leadership, which is secretly formed through the basis of one’s faith in God. The results of previous studies formed the basis for determining six hypotheses of this research: first, VUCA has a negative impact on competitiveness. Second, VUCA has a negative impact on financial performance. Third, competition has a positive effect on financial performance. Fourth, fathanah’s responsive leadership weakens the influence of VUCA on competitiveness. Fifth, fathanah responsive leadership weakens the influence of VUCA on financial performance. Sixth, fathanah responsive leadership strengthens the competitive influence on financial performance. The article presents the results of an empirical analysis of the features of ensuring responsible leadership, which proved that for the high-quality organization of the company’s activities, not only fathana and the sensitive character of the leader are needed, which is only an addition to this process and does not consider such characteristics as shiddik, amana and tabligh. However, the results of future research should be aimed at analyzing whether organizational learning and VUCA leadership practices can contribute to increasing the competitiveness of an organization and improving its financial performance.
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Chauhan, Dr Richa, Rishika Rani, and Pranali. "VUCA World and Environmental Law." International Journal of Psychosocial Rehabilitation 24, no. 03 (February 18, 2020): 1607–11. http://dx.doi.org/10.37200/ijpr/v24i3/pr200908.
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Popova, Nadezhda, Vladimir Shynkarenko, Oksana Kryvoruchko, and Zoltán Zéman. "Enterprise management in VUCA conditions." Economic Annals-ХХI 170, no. 3-4 (September 2018): 27–31. http://dx.doi.org/10.21003/ea.v170-05.
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Dybowska, Ewa. "Pedagogika ignacjańska w świecie VUCA." Horyzonty Wychowania 21, no. 57 (March 25, 2022): 11–19. http://dx.doi.org/10.35765/hw.2022.57.03.
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CEL NAUKOWY: Celem artykułu jest ukazanie charakterystycznego dynamizmu pedagogiki ignacjańskiej, która może pomóc współczesnemu człowiekowi odnajdywać orientację życiową ukierunkowaną na najważniejszy cel oraz poczucie sensu. Celem jest także rozszerzenie zastosowania modelu pedagogiki ignacjańskiej poza rzeczywistością edukacyjną.
PROBLEM I METODY BADAWCZE: Rozwinięty w artykule problem badawczy brzmi: Co ma do zaproponowania pedagogika ignacjańska człowiekowi żyjącemu w rzeczywistości określanej jako świat VUCA? Poszukując odpowiedzi, zastosowano analizę literatury.
PROCES WYWODU: W artykule krótko scharakteryzowano rzeczywistość VUCA, odnosząc ją do codziennego życia. Wskazano potrzebę posiadania wskazówek dla efektywnego poruszania się po doświadczaniu życia. Tych wskazówek poszukiwano w dynamice modelu pedagogiki ignacjańskiej. Wskazano, jak można dostosować ów model do funkcjonowania w rzeczywistości VUCA.
WYNIKI ANALIZY NAUKOWEJ: Pozostając w logice ignacjańskiej zasady dostosowania do osób, miejsca i czasu, wykazano, jak dynamizm pedagogiki ignacjańskiej może współczesnemu człowiekowi pomóc znajdować poczucie własnej pełnomocności.
WNIOSKI, INNOWACJE, REKOMENDACJE: Warto, aby współczesny człowiek nie ustawał w poszukiwaniu celu ostatecznego i poczucia sensu w doświadczaniu życia. Pedagogika ignacjańska może stanowić odpowiedź czy antidotum na świat generujący chaos wynikający z przenikania się w nim zmienności, niepewności, złożoności i niejednoznaczności. Rekomendacja taka jest możliwa dzięki ignacjańskiej zasadzie dostosowania do osób, miejsca i czasu.
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Машницкая, Галина. "Руководитель-лидер в VUCA-мире." Management Today 1 (2022): 40–46. http://dx.doi.org/10.36627/2304-6473-2022-1-1-40-46.
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Ramakrishnan, R. "Leading in a VUCA World." Ushus Journal of Business Management 20, no. 1 (January 1, 2021): 89–111. http://dx.doi.org/10.12725/ujbm.54.5.
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The current COVID-19 virus has put the entire world in lockdown, creating one of the worst times of a VUCA world. The changes that are happening because of the pandemic are large scale and occur suddenly. There is a shortage of leadership everywhere. Leaders are unprepared to lead effectively. In this fast-changing and disruptive environment, command and control structures fail. Leaders are expected to act on incomplete or insufficient information. They do not know where to start to drive change as increased complexity makes it difficult. Leaders lack time to reflect and end up acting too quickly or acting too late as they get stuck in analysis paralysis. They are far removed from the source and are forced to act with a limited understanding of events and their meanings. The role and type of leadership are being tested as we are trying to come out of this crisis. Leaders cannot predict the future but need to make sense of it in order to thrive. This paper would analyse challenges that are being faced by leaders in this critical period and how these can be converted into opportunities like a vaccine for the virus.
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Kawamoto, Toshiki. "VUCAを生きる." Spinal Surgery 32, no. 2 (2018): 119–20. http://dx.doi.org/10.2531/spinalsurg.32.119.
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Krämer, Andreas, and Thomas Burgartz. "Mehr Verhandlungserfolg in VUCA-Zeiten." Sales Excellence 29, no. 12 (December 2020): 20–23. http://dx.doi.org/10.1007/s35141-020-0412-9.
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McCausland, Tammy. "Innovating in a VUCA World." Research-Technology Management 65, no. 6 (November 1, 2022): 57–58. http://dx.doi.org/10.1080/08956308.2022.2120325.
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Rodionov, Mikhail A., Julia M. Tsarapkina, Julia A. Kulagina, Irina M. Morozova, and Nina A. Tkacheva. "Formation of students' competitiveness in the vuca world." Eduweb 15, no. 3 (November 30, 2021): 171–81. http://dx.doi.org/10.46502/issn.1856-7576/2021.15.03.14.
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The purpose of the article is to study the influence of the Vuca-world on the professional training of students and their competitiveness. The study presents an analysis of adaptations of an agile approach that meets the requirements of Vuca, a test of the formation of the level of competitiveness of students of a higher education institution according to the selected criteria. The study found that the training of students in the Vuca-world is becoming more technological, aimed at the formation of independent and creative specialists who can solve problems in interaction. The level of students' competitiveness in the new environment is getting higher.
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Fitriani, Ajeng Pipit. "Peran Akuntan Syariah dalam Menghadapi Society 5.0 Pada Era VUCA." Etihad: Journal of Islamic Banking and Finance 2, no. 1 (June 16, 2022): 73–86. http://dx.doi.org/10.21154/etihad.v2i1.4464.
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The sharia accountant profession faced many challenges in the VUCA era, which was an era full of uncertainty the loss of existing barriers in the business world. It is an obligation for sharia accountants to be able to answer all existing challenges so that they can continue to hold the accountant profession professionally and not abandon sharia principles. This research uses a qualitative approach with literature review analysis taken from various existing sources and relevant to the research discussion. From the results of the analysis carried out, it was found that to face society 5.0 in the VUCA era, there are several strategies that must be carried out by Sharia accountants. The first is to stick to sharia principles, develop digital skills, and be sensitive to technological developments. Based on this discussion, it can be concluded that Sharia accountants have a very large role in facing society 5.0 in the VUCA era which is strategic and consultative.Profesi akuntan syariah menghadapi banyak sekali tantangan pada era VUCA, yang merupakan sebuah era yang penuh dengan ketidakpastian dan hilangnya sekat-sekat yang ada dalam dunia usaha. Menjadi sebuah kewajiban bagi akuntan syariah untuk dapat menjawab seluruh tantangan yang ada hingga dapat terus memegang profesi akuntan dengan profesional dan tidak meninggalkan prinsip syariah. Penelitian ini menggunakan pendekatan kualitatif dengan analisis literature review yang diambil dari berbagai sumber yang ada dan relevan dengan pembahasan penelitian. Dari hasil analisis yang dilakukan ditemukan hasil bahwa untuk menghadapi society 5.0 pada era vuca, ada beberapa strategi yang harus dilakukan oleh akuntan syariah. Pertama yaitu berpegang teguh pada prinsip-prinsip syariah, melakukan pengembangan dalam kecakapan digital, serta peka terhadap perkembangan teknologi. Berdasarkan pembahasan tersebut dapat disimpulkan bahwa akuntan syariah memiliki peran yang sangat besar dalam menghadapi society 5.0 pada era VUCA yang bersifat strategis maupun konsultatif.
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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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Shaffer, Leigh S., and Jacqueline M. Zalewski. "Career Advising in a VUCA Environment." NACADA Journal 31, no. 1 (March 1, 2011): 64–74. http://dx.doi.org/10.12930/0271-9517-31.1.64.
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Recent developments in the knowledge-driven, postindustrial economy have radically affected college students' prospects for entering and completing successful careers. In this volatile, uncertain, complex, and ambiguous (VUCA) environment, fewer organizations find profitability in hiring, training, and retaining workers. Over the last 20 years, traditional careers, with lifelong security and opportunities for financial success, have been systematically replaced by a contract with workers who maintain their own employability. In addition, college degrees no longer assure graduates of having marketable knowledge and skills, and so traditional career advising yields limited results in a VUCA environment. This is the first in a series of articles outlining a human capital approach to career advising that addresses the challenges of a VUCA environment.
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MINCIU, Mihaela, Răzvan Cătălin DOBREA, Camelia STĂICULESCU, and Bogdan Ștefan STOICA. "The Impact of the Epidemic Generated by the SARS-COV-2 Virus in the Context of the VUCA World." MANAGEMENT AND ECONOMICS REVIEW 5, no. 2 (December 15, 2020): 246–54. http://dx.doi.org/10.24818/mer/2020.12-05.
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In a volatile, uncertain, complex and ambiguous business environment (VUCA environment) organizations often face changes, being forced to update their strategy in order to maintain or increase their competitive advantage. In the context of the SARS-CoV-2 pandemic, all organizations regardless of their area of activity had to devise a fast-track action plan so that they could continue their work even in a new world - an uncertain world with many changes, from one hour to another. Therefore, the purpose of this paper is to reveal the connection between the VUCA business environment and the SARS-CoV-2 pandemic context, respectively the way in which organizational change analyzed through the VUCA world could influence the activity of organizations in the pandemic context. In order to achieve these objectives, a systematic review was conducted. Starting from the present studies and researches, this paper aims to present the main components of the VUCA world and how they influence organizational change, the implications that the pandemic context had on the activity organizations, changes in the style of coordination and leadership of organizations caused by SARS-CoV-2, as well as the new skills and competencies that employees of organizations must acquire in order to cope with an insecure and complex business environment. The results showed that taking into account the aspects characteristic of the VUCA world can play a decisive role when a crisis situation arises, such as that created by SARS - CoV-2.
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Rygielska, Małgorzata. "Uwolnić i rozwijać talenty – inspiracje ignacjańskie w wybranych pismach Williama J. Byrona, Chrisa Lowneya i Javiera Fernándeza Aguado." Horyzonty Wychowania 21, no. 57 (March 25, 2022): 95–106. http://dx.doi.org/10.35765/hw.2022.57.10.
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CEL NAUKOWY: Celem naukowym artykułu jest wskazanie inspiracji ignacjańskich wykorzystywanych w radzeniu sobie ze zmienną rzeczywistością w tzw. VUCA World. Istotne dla rozważań są idee i praktyki samokształcenia odwołujące się do zaleceń obecnych w pismach św. Ignacego Loyoli, jak też idee i praktyki kształcenia innych w duchu przewodnictwa, zapewniającego optymalne regulacje wspólnotowych działań.
PROBLEM I METODY BADAWCZE: Problemy i pytania badawcze: jakie relacje zachodzą między pedagogiką ignacjańską a wyzwaniami edukacyjnymi w świecie VUCA? Co leży u podstaw inspirowanych myślą i działalnością Loyoli poradników bycia liderem? Jak kształcić i wychowywać samego siebie i innych z uwzględnieniem tych propozycji?
PROCES WYWODU: Wywód otwiera objaśnienie konceptu i definicji VUCA World. Następnie omawiane są starannie dobrane prace (poprzedzone skrótowym przedstawieniem biogramów ich autorów: William J. Byrona, Chrisa Lowneya oraz Javiera Fernándeza Aguado, w których pojawiają się odwołania do VUCA, przedstawiane są wzory przywództwa i kierowania organizacjami (dawnymi – jak Towarzystwo Jezusowe i współczesnymi o różnorodnym charakterze i zasięgu) oraz związki pomiędzy byciem pedagogiem, przewodnikiem i liderem.
WYNIKI ANALIZY NAUKOWEJ: Wyniki analizy naukowej pozwalają na wskazanie punktów stycznych w zarządzaniu zespołami i kreowaniu liderów odpornych na zagrożenia VUCA World z pedagogiką ignacjańską. Zalety przewodnictwa opartego o myśl i działania Loyoli doceniają zarówno zwolennicy pedagogii ignacjańskiej, jak i liderzy wielkich firm biznesowych i organizacji non-profit.
WNIOSKI, INNOWACJE, REKOMENDACJE: Inspiracje ignacjańskie są istotne dla osób zajmujących się wychowywaniem i kształceniem, ale też podejmujących wyzwanie zapewnienia optymalnego funkcjonowania wspólnotom i różnego typu organizacjom. Coraz częściej rekomendują je i menedżerowie, i uznani teologowie.
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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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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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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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Jobbágy, Zoltán. "Innovation Methodologies for Defence Challenges: On Design Thinking and Organic Approaches." Honvédségi Szemle 148, Special Issue 2. (2020): 50–64. http://dx.doi.org/10.35926/hdr.2020.2.3.
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It is a commonplace to state that the operational environment is inherently complex. In such a volatile, uncertain, complex and ambiguous, or in short VUCA, environment traditional approaches to plan, prepare and execute missions are no longer applicable. VUCA environment features challenges and problems that can be either tame or wicked. A tame problem is linear in nature and yield to engineering approaches. It is decomposable into parts and solvable through a chain of causal assumptions. The bulk of problems, however, posed by the VUCA environment is wicked and not amenable to linear solutions. These problems require design thinking that is a novel approach. Design thinking is a conceptual tool to deliver non-linear solutions by taking advantage of right-brain creative thinking and left-brain analytical thinking. If applied properly, design thinking can make the best of both worlds.