Index
Agile Management and VUCA-RR: Opportunities and Threats in Industry 4.0 towards Society 5.0
ISBN: 978-1-80262-326-0, eISBN: 978-1-80262-325-3
Publication date: 9 August 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Akkaya, B., Guah, M.W., Jermsittiparsert, K., Bulinska-Stangrecka, H. and Kaya, Y. (Ed.) Agile Management and VUCA-RR: Opportunities and Threats in Industry 4.0 towards Society 5.0, Emerald Publishing Limited, Leeds, pp. 223-232. https://doi.org/10.1108/978-1-80262-325-320220016
Publisher
:Emerald Publishing Limited
Copyright © 2022 Bülent Akkaya, Matthew Waritay Guah, Kittisak Jermsittiparsert, Helena Bulinska-Stangrecka and Yeşim Kaya
INDEX
Additive Manufacturing
, 218
Advanced manufacturing technology (AMT)
, 212
Aedes Aegypti mosquito
, 152, 154
Ageing populations
, 40
Agile leadership
, 28–30
employee performance concept
, 30–32
environment in businesses
, 27–28
VUCA
, 32–35
Agile management
, 15, 16
Industry 4. 0 impact on VUCA
, 19–20
Industry 4. 0
, 14–15
Industry 4. 0
, 18
literature review
, 16
role in Industry 4. 0
, 21
role in VUCA world
, 20–21
VUCA 2. 0 and Agility 4. 0
, 21–22
VUCA 2. 0
, 18–19
VUCA world
, 17
Agile method
, 118
Agile society
, 174
conceptualising trust and confidence
, 170–175
discourse analysis
, 175–176
findings
, 179–180
research extent
, 176–179
society 5. 0 in perspective of
, 174
Agile Value-oriented Inspiring Collaborative Appreciative leader (AVICA leader)
, 100, 109–110
Agility
, 6–7, 28, 122
strategic framework
, 133
strategies in marketing
, 132
Agility 4. 0
, 21–22
Agriculture
, 217
AMOS software
, 48, 198
Analytical thinking skills
, 165
Anti-dengue suite
, 147, 157, 159
and enabling factors
, 148
Appreciative behavior
, 110
Appreciative leaders
, 100
Artificial intelligence (AI)
, 3, 7, 44, 76, 210, 216, 218
Asymmetry
, 175
Augmented Reality
, 218
Automation technologies
, 15, 218
Autonomous robot managers
, 216
Autonomous robots
, 216, 218
Average variance extracted (AVE)
, 199–200
Behavioral change communication/mass awareness
, 157–158
Bibliographic analysis
, 77–86
Big data and analytics
, 18–19, 76, 218
Blockchain technology
, 19, 76, 88
trust in
, 77
Bootstrapping method
, 202
Brandom’s proclamation
, 171
Breauteau index
, 152
Breteau index (BI)
, 147
Business
, 18
agility
, 2
capability
, 193
environment in
, 27–28
environment in VUCA world
, 210
environmental changes
, 192
landscape
, 162
performance
, 31
responsible management in
, 59–63
in VUCA
, 33
way of doing
, 58
Call center operators
, 156
Capital market exchange rate model (CAPM)
, 103
Carbon footprint
, 60–61
Central emergency response committee
, 156
Change orientation dimension
, 30
Changing economic dynamics
, 218
Charitable activity
, 63
Circular Economy Action Plan
, 67
Civil society organizations
, 158
Clarity
, 122
Climate change
, 6, 40
Clinical management of dengue patients
, 159
Clinton Global Initiative
, 14
Cloud computing
, 18–19, 76
Cloud Manufacturing
, 88–89
Cloud technologies
, 218
Collaboration
, 216
Collaborative leaders
, 100
Communication strategy
, 159
Community volunteering (CV)
, 62
Competence
, 29–30
Competitive advantage
, 208, 210
Competitive Central Hungary OP
, 179–180
Competitiveness
, 107–108
Complaint Management and Resolution
, 154
complaint lodge and resolution report
, 155
dengue virus report
, 154–155
health CMS–Punjab helpline
, 155–156
Complex models
, 198
Complexity
, 3, 32, 146, 208
Composite reliability
, 199
Computer technology
, 217
Computer-based systems
, 212
Computerization process
, 216
Conceptualising trust and confidence
, 170
trust and experience
, 171
uneven field of trust and mistrust
, 172–175
unwanted circumstance
, 171–172
Constant organizational learning
, 134
Consumption theory
, 102
Continuous education
, 165
Convergent validity
, 199
Corporate environmental policies
, 60
Corporate social responsibility (CSR)
, 63–67
CRS Green Paper
, 67
and responsible management
, 63–67
Counter-factual principle for trust’s generative character
, 172
Counter-factual statement
, 173
Covariance-based SEM approach (CB-SEM approach)
, 198
COVID-19 pandemic crisis
, 14, 119, 130–131, 135–136, 218
Critical skills
, 165
Cross cutting IT systems and analytics
, 159
Cultural factors
, 31
Customers
, 195
power
, 192
Cyber security
, 90
Cyber-physical systems
, 14
Cybersecurity
, 218
Deceitfulness
, 174
Deception
, 174
Demand-side and supply side competencies
, 192
relationship between SCA and
, 195–198
Dengue
dengue-related morbidity
, 156
epidemic
, 146
GCP guidelines
, 147
Report
, 154–155
surveillance staff/field officers
, 150
tracking system
, 156
virus
, 146
Dengue Expert Advisory Group (DEAG)
, 147, 158
Dengue expert advisory group
, 156
Dengue fever (DF)
, 148
Dengue Patient Alert SMS
, 148
DENV-2
, 146
“Design thinking”
, 165
Development Dimension International (DDI)
, 123
Digital automation
, 217
Digital management approach
, 4
Digital technologies
, 18, 76
Digital therapy
, 122
Digital transformation
, 146, 218, 220
Digital trust
, 76
Digitalization
, 85, 216
Disaster
, 166
Discourse analysis
, 175–176
Discriminant validity
, 201
Dishonesty
, 174
District Emergency Response Committee (DERC)
, 157
Door to door awareness
, 158
Double-contingency
, 172
Dynamic business environment
, 192
Dynamic planning
, 68
Earmark indicators
, 179
Economic [s]
, 101, 103, 104
factors
, 31
social aspect of
, 105–106
theory
, 103
thinking
, 101, 103
thoughts development
, 101–103
Economic Development and Innovation OP
, 178
Ecosystem amenities, result of
, 179
Education
, 105, 166
change in educational theory
, 101
role in VUCA environment
, 165–166
Emotional intelligence
, 49
Emotional resilience
, 41
conceptual background of
, 41–44
hypothesised model
, 49–52
relationship between Society 5. 0, I4. 0 and emotional resilience
, 48–49
Emotions
, 102
Employee
performance
, 30–32
robot
, 219
skills
, 211
in VUCA World
, 33–35
Environmental and Energy Efficiency OP
, 177, 179
Environmental performance of companies
, 66
Epidemics
, 121
Europe’s strategy
, 67
European Union development funds
, 170, 175
Expected smart factories
, 45
Exploration process
, 47
Extranets
, 211
Fair trade
, 61–62
Field workers
, 154, 158
Fifth Science and Technology Basic Plan
, 44
Financial assistance of sustainable energy programmes
, 180
Financial crisis [2008]
, 120
Financial performance of companies
, 66
Firms
, 18
supply chain operational performance
, 197
First industrial revolution
, 217
First-order barrier
, 165
Fisheries OP
, 177, 179
Flexibility
, 30, 210
Flexible IT infrastructure
, 193
Flexible production systems
, 217
Flow capabilities
, 211
Fourth Industrial Revolution
, 14
Functional asymmetry
, 174
Functional teaching
, 162
General practitioners (GPs)
, 147
Generative-based cognitive agility
, 133
Global climate change
, 18
Global Compact Principles
, 63–64, 67
Global financial crisis
, 58
Global health crisis
, 58
Global HEIs
, 165
Global higher education
, 164
Global warming
, 6, 18
Globalization
, 164–165
of learning
, 166
Government actors
, 170
Green policies
, 60
Health CMS [Punjab helpline]
, 155–156
Health-care systems
, 146
Healthcare managers
health-care sector
, 123
literature review
, 116
recommendation
, 123–124
VUCA
, 116, 117–120
VUCA in hyper dynamic world
, 120
and VUCA world
, 121–122
Higher education
, 162
lateral shift in
, 101
sector
, 166
Higher educational institutions [HEI]
, 162, 165
Higher-order capability
, 196–197
Hilton CleanStay
, 138–139
Honesty
, 174
Horizontal and Vertical System Integration
, 218
Hotspot[s]
, 150
graveyards
, 150
junkyards
, 150
regime
, 150
swimming pools
, 150
tyre shops
, 150
visit summary
, 151
Human beings
, 170
Human factor
, 105
Human Resource Development OP
, 178–179
Human resource platform
, 210–211
Human-centered trust approach
, 86
Human-centred society
, 40, 44, 52
“Humanizing” 4. 0
, 89
Human–robot collaboration promises
, 216
Hungarian Fisheries OP
, 176
Hyper dynamic world, VUCA in
, 120
Hypothesised model
, 49–52
ICT
, 179–180
Incrementalism
, 68
Individual factors
, 31
Individual performance
, 31
Individualism
, 172
Indoor Surveillance
, 153–154
larvicidal activity
, 153
sample polygons for dengue activity count
, 153
Industrial Internet of Things (IIoT)
, 89, 218
Industrial revolution
, 216
Industry 1. 0
, 126–127, 216
Akkaya and Tetik
, 217
Industry 2. 0
, 217
Industry 3. 0
, 217
Industry 4. 0 [I4. 0]
, 3, 6, 14–15, 18, 74, 209–210, 211–212, 216, 218
agile management role in
, 21
collaborative partnership
, 40–41
conceptual background of
, 41–44
effective collaboration in
, 74
hypothesised model
, 49–52
impact on VUCA
, 19–20
leading Industry 4. 0 technologies
, 76–77
relationship between Society 5. 0, I4. 0 and emotional resilience
, 48–49
trust in
, 75–76
VUCA 2. 0 and
, 22
Industry 5. 0
, 3, 4–5, 216, 218
and VUCA-RR
, 7–8
Info-communication society
, 111
Information
economics
, 103
era
, 165
information-based technologies
, 44
sharing
, 84, 90
Information technology (IT)
, 193–194, 208, 211, 217
applications facilitates
, 194
assimilation
, 193
compatibility
, 194
interventions
, 147
Innovation
, 85, 106–108
Innovative leadership
, 100
Institutionalization
, 156
Cabinet Committee on Dengue
, 157
central emergency response committee
, 156
dengue expert advisory group
, 156
DERC/TERC
, 157
PITB
, 157
Technical Working Group
, 157
Integrated Transport Development OP
, 178, 180
Integrated vector management
, 159
Integrating dynamic capability
, 196
Inter-organizational systems
, 194
Internal labor policies improvement
, 63
International Air Transportation Association (IATA)
, 130
International conference
, 159
International marketing agility
, 133–134
Internet of Things (IoT)
, 7, 18, 19, 40, 44, 76, 85, 89
Interorganizational trust
, 75
Interviews analysis
, 109
5. 0 Society
, 111–112
teacher as a leader
, 109–111
Intraorganizational trust
, 75
Investments
, 61
Iron industry
, 217
IS-LM model
, 44, 102
Japanese Cabinet
Job
performance
, 30–31, 34
requirements
, 63
“Kinza” [animated character]
, 158
Knowledge
creation and adaptation
, 119
platform
, 210–211
“Larviciding”
, 153
Lateral approach
, 100
analysis of interviews
, 109–112
analysis of online questionnaire
, 106–107
aspects of trust
, 104–105
break down your own barriers
, 108
innovation
, 107–108
lateral shift in higher education
, 101
lateral way of thinking
, 100
research results
, 106
social aspect of economics
, 105–106
sustainable economics
, 101–106
Lateral innovations
, 100
Lateral thinking
, 104
Leader
, 100, 116
leader-type instructor
, 112
leader-type managers
, 100
leader–follower scheme
, 219
Leader Robot (LR)
, 216, 220
industrial evolution
, 216
Industry 1. 0
, 126–127
Industry 2. 0
, 217
Industry 3. 0
, 217
Industry 4. 0
, 218
Industry 5. 0
, 218
manager and
, 218–220
Leadership
, 163
agility
, 2
role in VUCA world
, 20–21
skills
, 162
theory
, 117
VUCA in
, 162–163
Lean management
, 15
Learning models
, 162
Life cycle hypothesis
, 102
Lights-Out-Manufacturing
, 218
Limited rationality theory
, 103
LISREL software
, 198
Literature search process
, 77
Luhmanns considerations
, 170
Machine learning (ML)
, 20
Machines to machine communication
, 18–19
Manager robots
, 21
Manufacturing
firms
, 193
technology
, 208
Market
, 162
Marketing agility
, 132–134
agility strategies pursued by hotels based on the services
, 139–140
analysis and results
, 136–138
COVID 19
, 130–131, 138–139
limitations and further research
, 141–142
methodology
, 135
theoretical framework
, 132
in tourism industry
, 134–135
Measurement model
, 199, 201
Mechanic organization
, 211
Mechanical organizational structure
, 212
“Mechanistic” management systems
, 210
Medical Officers
, 156
Merton–Sholes’s model
, 103
Ministry of Development Policy Communication in Hungary
, 176
Mistrust
, 173–174
declaration of
, 177
Modern automation systems
, 209
MPLUS software
, 198
Multinational companies (MNCs)
, 118
myOp application
, 122
National Tourism Boards (NTBs)
, 135
Neoclassical economic theory
, 104–105
Network of terms and clusters of publication
, 85
Neural networks (NN)
, 20
Non-digital native firms
, 2
Non-governmental organizations (NGOs)
, 61
Notion of individualism
, 172
Nutrition, Exercise, and Worry/Anxiety model of prehabilitation (“NEW” model of prehabilitation)
, 122
Online consultation process
, 175
Online public deliberation of 2014–2020 European Union Development Funds helps an agile society
, 175–176
Online questionnaire analysis
, 106–107
Openness
, 6
Operational performance
, 192
Operational programmes (OP)
, 175, 177
Organic organizational structure
, 210, 212
Organic organizations
, 210–211
“Organic” management systems
, 210
Organisational factors
, 32
Organizational agility
, 20
Organizational capabilities
, 196
Organizational flexibility
, 212
Organizational leaders
, 117
Organizational learning
, 211
Organizational resilience and agility
, 208
Organizational structure
, 208–209, 212
human resource platform
, 210–211
knowledge platform
, 211
technological platform
, 211–212
VUCA world and
, 208–210
Organizational trust management
directions for further research
, 89–92
general characteristics of articles selected for literature review
, 79–83
in Industry 4. 0
, 74–75
leading Industry 4. 0 technologies
, 76–77
literature analysis
, 92
literature review
, 75
literature search process
, 78
methods
, 77
network of terms and clusters of publication
, 85–86
results of bibliographic analysis
, 77
review of empirical studies on “trust in Industry 4. 0”
, 86–89
trust in Industry 4. 0
, 75–76
Ovi position tool
, 158
Ovitraps tool
, 158
Pakistan, control epidemic in
behavioral change communication/mass awareness
, 157–158
capacity building
, 158
complaint management and resolution
, 154–156
digital transformation
, 146
institutionalization
, 156–157
patient reporting
, 147–149
research
, 158–159
surveillance and outbreak alerts
, 150–152
third party validation
, 154
vector management and control
, 152–154
Paris Proclamation
, 179
Partial Least Square Structural Equation Modeling (PLS-SEM)
, 198
Partial Least Squares technique (PLS)
, 198
Patient report
, 147
general practitioners APP
, 147–149
sample dengue patient alert SMS
, 149
sample patient stats by district
, 149
Patient Reporting system
, 147
Performative inconsistency, embodiments of
, 174
Planning
, 134
Political discourses
, 176
Political factors
, 31
Portfolio selection theory
, 103
Positive psychology
, 46
Power media
, 173
Predictive relevance test
, 202
Privacy
, 89
Problem-solving
algorithm
, 118
skills
, 165
Product diversity
, 217
‘PsyCap’ approach
, 46
Psychological resilience
, 46
Public administration institutions
, 177
Public consultation process
, 170
Public deliberation process
, 176
Public Health Emergency of International Concern (PHEIC)
, 130
Public political deliberations
, 176
Punjab Information Technology Board (PITB)
, 157
Punjab Province dengue surveillance
, 147
Q2 value
, 202
R-square estimates model
, 202
Radical innovation firms
, 3
Radicality
, 2
Rapidity
, 2
Rational public deliberation
, 170
Realization of products/services
, 62
Regional and Settlement Development OP
, 179
Reliability test
, 199
Research based knowledge construction
, 173
Resource-based view theory
, 196
Responsible management
, 59
in business
, 59–63
CSR and
, 63–67
uncertainty
, 58
from VUCA to VOPA+
, 69
VUCA world
, 67–69
Responsiveness
, 30
Result-oriented dimension
, 29
Road mapping
, 68–69
Robot[s]
, 210, 219
manager
, 219
as workforce
, 218
Robotics
, 44
Rural Development OP
, 179–180
Sat Scan Alert
, 152
predictions & alerts for epidemic
, 153
Scenario
, 68
Scopus database
, 77
Second-order barrier
, 165
Security
, 89
Self-organized learning process
, 163
Simulation technologies
, 218
Smart factory
, 210
Smart Manufacturing
, 19
Smart phone
, 150
“Smart Work”
, 18
Smith, Roger [General Motors’ CEO]
, 218
Social action
, 171
Social actors
, 170–171
Social aspect of economics
, 105–106
Social development theory
, 47–48, 51–52
Social factors
, 31
Social health problems
, 121
Social interaction
, 172
Social performance of companies
, 66
Social reality
, 172
Social trust
, 170
existence of
, 170–171
Social tussle
, 172
Socialist economy
, 103
Society 1
, 44
Society 4. 0
, 44
Society 5. 0
, 40, 111–112, 174, 216
advent of
, 44
conceptual background of
, 41–44
hypothesised model
, 49–52
objective
, 40–41
relationship between Society 5. 0, I4. 0 and emotional resilience
, 48–49
Society advances
, 47
Socio-economic systems
, 208
Specialization theory
, 102–103
Speed concept
, 30
SPSS v. 22
, 198
Stakeholders
of company
, 65
implications for
, 52
role of
, 159
Standard Operating Procedure (SOPs)
, 150
Statistical approaches
, 198
Steam power
, 217
Stepwise process
, 157
Strategic agility
, 134–135
Strategic leadership
, 15
Strategic oriented organization culture
, 15
Stress
, 123
Structural contingency theory
, 212
Structural model
, 202
‘Super Smart Society’ (see Society 5. 0)
Supply chain
capabilities
, 197
competencies
, 197
partners
, 192
trust in
, 88
vulnerability
, 192
Supply chain agility (SCA)
, 191–193
blindfolding
, 203
concept of
, 193
cross loadings
, 200
direct relationships
, 202
discriminant validity
, 201
literature review and hypothesis development
, 193–194
measurement model
, 199
mediation
, 202
practical significance and relevance of
, 192
Q2
, 203
R-Square
, 202
relationship between SCA and demand and supply-side competence
, 195–198
reliability
, 201
research methodology
, 198–199
research results
, 199–203
significance of
, 196
structural model
, 201
theory of
, 194
Supply chain management (SCM)
, 193
Supply chain operational performance
blindfolding
, 203
cross loadings
, 200
direct relationships
, 202
discriminant validity
, 201
literature review and hypothesis development
, 193–194
measurement model
, 199
mediation
, 202
Q2
, 203
R-Square
, 202
relationship between SCA and demand and supply-side competence
, 195–198
reliability
, 201
research methodology
, 198–199
research results
, 199–203
structural model
, 201
Supply-side complexity
, 195
Surveillance mechanism
, 150–152
sample hotspot visit summary
, 152
sample IRS Activity on Map
, 150
sample map showing performed activities on areas
, 151
sample pin map of activities performed by field workers
, 151
sat scan alert
, 152
Surveillance system, major objective of
, 150
Sustainability
, 90
Sustainable Consumption and Production Action Plan
, 67
Sustainable development
, 61
Sustainable Development Strategy
, 67
Sustainable economics
, 101–106
economic thoughts development
, 101–103
new approaches in old science
, 103–104
Talcott Parsons’ double contingency
, 172
Teaching process
, 165
Team
orientation dimension
, 29
performance
, 31
Technological platform
, 210–212
Technology
, 7, 212, 219
mind-blowing developments in
, 215
technology-centered approach
, 86
trust in
, 76
Textile manufacturing
, 217
Theory of two order barrier
, 165
Third Industrial Revolution
, 14
Third party validation (TPV)
, 147, 154
sample map view of third-party audit report
, 155
Third-order barrier
, 165
Thomas Hobbes’ model
, 172
Tourism industry
, 131
marketing agility in
, 134–135
Town Emergency Response Committee (TERC)
, 157
Traditional classical theory
, 103
Transportation
, 217
Trial and error process
, 47
Trust
, 92, 172–173
and experience
, 171
general findings of analysis
, 86
in Industry 4. 0
, 75–76
research sub-areas concerning
, 86–89
review of empirical studies on
, 86
uneven field of trust and mistrust
, 172–175
Trustworthiness
, 86
UN Global Compact Management Model
, 64
Uncertainty
, 3, 58, 146, 208
United States of America (USA)
, 14
Validity test
, 199
Value shift
, 111
Value-orientation
, 100
Vector control tool
, 158
Vector management and control
, 147, 152–153
indoor Surveillance
, 153–154
Vision, Understanding, Courage, Adoptability, Rapidity and Radicality (see Volatile, Uncertain, Complex, Ambiguous, Radicality, and Rapidity (VUCA-RR))
Vital, Uplifting, Conscientious and Authentic (see Volatility, uncertainty, complexity, ambiguity (VUCA))
Volatile, Uncertain, Complex, Ambiguous, Radicality, and Rapidity (VUCA-RR)
, 2, 6, 21, 220
COVID-19 outbreak
, 1–2
Industry 5. 0 and
, 7–8
Industry 5. 0
, 4–5
RR
, 2–3
theoretical background
, 3–4
from VUCA to
, 6–7
Volatility, Uncertainty, Complexity and Ambiguity (VUCA)
, 2–3, 14, 16, 17, 59, 67, 74, 100, 116, 117–120, 146, 162–163–164, 166, 208, 211–212
as “tangible” reality
, 162
agile leadership
, 32–35
and Agility 4. 0
, 21–22
disaster week
, 166
employee performance in
, 33–35
environment
, 162
health care managers and
, 121–122
human resource platform
, 210–211
in hyper dynamic world
, 120
Industry 4. 0 impact on
, 19–20
influence on teamwork
, 167
knowledge platform
, 211
leadership
, 162–163
prime
, 163
role of agile management and leadership in
, 20–21
role of education in VUCA environment
, 165–166
technological platform
, 211–212
translation of
, 162
VUCA decoded
, 209
VUCA vs. VUCA Prime
, 164
VUCA-related skills
, 163–164
world and organizational structure
, 208–210
VOPA+ model
, 69
Vosviewer
, 77
VUCA 2. 0 (see VUCA-RR)
Work–life balance
, 8
World Economic Forum (WEF)
, 18, 44
World Fair Trade Organization (WFTO)
, 62
World Health Organization (WHO)
, 130, 146, 158
World Travel and Tourism Council (WTTC)
, 131
- Prelims
- Chapter 1: VUCA-RR Toward Industry 5.0
- Chapter 2: Agile Management and VUCA 2.0 (VUCA-RR) During Industry 4.0
- Chapter 3: Agile Leadership and Employee Performance in VUCA World
- Chapter 4: Accentuating Society 5.0 New Normal: The Strategic Role of Industry 4.0 Collaborative Partnership and Emotional Resilience
- Chapter 5: Perspectives of Responsible Management in Today’s VUCA World
- Chapter 6: Organizational Trust Management in Industry 4.0 in a VUCA World: A Comprehensive Review and Future Research Directions
- Chapter 7: Be My Leader! – Lateral Approach to Economic Higher Education
- Chapter 8: Why Healthcare Managers Should Understand and Apply the World of VUCA?
- Chapter 9: Scope and Patterns of Marketing Agility in Tourism Enterprises During COVID-19 Pandemic Restrictions
- Chapter 10: Digital Transformation and Management to Control Epidemic in Pakistan
- Chapter 11: Leadership Challenges and the Role of Education in Forming Leaders in VUCA World
- Chapter 12: Towards Society 5.0 in Perspective of Agile Society
- Chapter 13: Supply Chain Agility and Operational Performance
- Chapter 14: The Importance of the Organizational Structure to be Competitive in VUCA World
- Chapter 15: Leader Robots (LRs): The Future Managers of Digital Organizations
- Index