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Article
Publication date: 2 January 2024

Sateesh V. Shet

The author aims to develop an employee competency framework for a volatility, uncertainty, complexity and ambiguity (VUCA) environment and propose learning and development (L&D…

Abstract

Purpose

The author aims to develop an employee competency framework for a volatility, uncertainty, complexity and ambiguity (VUCA) environment and propose learning and development (L&D) interventions for organisations and employees to develop competencies for thriving in a VUCA environment.

Design/methodology/approach

The framework synthesis method was used to determine employee competencies that are essential in a VUCA world.

Findings

The author identified 10 competencies that are essential for employee development in a VUCA world. The author categorised these employee competencies as cognitive (cognitive flexibility, agility mindset and personal ambidexterity), cross-cultural (cross-cultural intelligence and cross-cultural collaboration), analytical (creativity and complex problem solving) and personal effectiveness competencies (personal resilience, continuous learning and adaptive mindset).

Practical implications

The proposed competencies could be used for the personal development of employees and organisations. The VUCA competency framework developed in this study includes behavioural dimensions for each competency, which could be used in self-assessment, recruitment and selection and talent and performance management. Furthermore, the author proposes L&D interventions required for developing these competencies. Overall, this study contributes to human resources (HR) development in the VUCA era by proposing the development of specific individual competencies as necessary conditions for survival and growth.

Originality/value

VUCA competencies empower employees to not only survive but also thrive in an unpredictable and rapidly changing world. By incorporating these competencies in L&D interventions, organisations can help employees develop the necessary competencies to thrive in a VUCA environment, thus contributing to their personal and organisational success.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 27 January 2023

Adrian Lubowiecki-Vikuk, Małgorzata Budzanowska-Drzewiecka, Jacek Borzyszkowski and Babak Taheri

This paper aims to provide an interpretative synthesis and critical reflection on the concept of “volatility, uncertainty, complexity and ambiguity” (VUCA) and its implementation…

Abstract

Purpose

This paper aims to provide an interpretative synthesis and critical reflection on the concept of “volatility, uncertainty, complexity and ambiguity” (VUCA) and its implementation in tourism and hospitality marketing activities and explain why it is useful and necessary.

Design/methodology/approach

This paper is based on a critical reflection research methodology which allows for a synthesis of data from the traditional narrative review and on the authors’ experiences and observations.

Findings

The volatile environments in which entities from the tourism and hospitality industry (T&HI) operate necessitate a redefinition of the rules for designing marketing activities. The VUCA concept may serve as the basis for these changes. Its implementation requires specific managerial skills enabling T&HI entities to use an agile marketing strategy. The latter should be based on a flexible and customer-centric approach.

Practical implications

This paper provides a VUCA framework for adapting marketing mix instruments to the rapidly changing hospitality and tourism industry. This paper also offers several useful guides for practitioners on different aspects of VUCA within the industry.

Originality/value

To the best of the authors’ knowledge, this paper is one of the first attempts to reflect critically on the possibilities of using the VUCA concept in marketing by the T&HI and contributes to the discussion about the conditions for its implementation. This paper offers suggestions about the dynamic competencies of tourism and hospitality managers (enterprise and leader oriented), which are essential when designing marketing mix instruments in line with the VUCA concept, and indicates directions for future research.

Details

International Journal of Contemporary Hospitality Management, vol. 35 no. 8
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 14 March 2023

Edward O. Akoto, Eunice V. Akoto and Justice N. Bawole

After several years of political emancipation from colonial rule, it is time for African nations to do the same economically. Our analysis indicates that the current political…

Abstract

After several years of political emancipation from colonial rule, it is time for African nations to do the same economically. Our analysis indicates that the current political leadership environment is VUCA laden and complicated, leading to grand challenges on the continent. Therefore, the old political leadership models are inadequate for addressing the African VUCA and leadership landscape, hence, the inability to achieve the needed economic advancement. We propose a paradigm shift in political leadership for the continent to bring the decades-long desire for economic freedom to fruition by adopting the relevant organizational science and corporate leadership models for political leadership effectiveness in this complex and dynamic environment. We accomplish this by integrating three frameworks to derive nascent management and leadership capabilities relevant to the new African political leadership context and to ensure current and future leadership readiness for this new environment.

Details

African Leadership: Powerful Paradigms for the 21st Century
Type: Book
ISBN: 978-1-80117-046-8

Keywords

Abstract

Details

International Business in a VUCA World: The Changing Role of States and Firms
Type: Book
ISBN: 978-1-83867-256-0

Book part
Publication date: 9 August 2022

Sema Ustgorul

Today, amid a global pandemic, the world is changing rapidly. This bought a sense of urgency to adopt this change for the sustainability of both individual and corporate…

Abstract

Today, amid a global pandemic, the world is changing rapidly. This bought a sense of urgency to adopt this change for the sustainability of both individual and corporate existence. The name given to the future world on the brink of this change and transformation is VUCA (Volatility, Uncertainty, Complexity and Ambiguity). COVID-19 pandemic exposed leadership teams to novel challenges that required many changes to their practices. This has been the most volatile, uncertain, complex, and ambiguous (VUCA) times in healthcare. VUCA software technologies that connect different geographies of the world over the Internet have provided institutions with standardization, harmonization, and acceleration. Understanding the VUCA world, adapting to it, focusing on the opportunities rather than the challenges it brings are the basis of sustainability. In order to increase or maintain the level of development of the countries, it is possible with the health institutions to provide a quality service and the development of standardization based on the VUCA approach. This global pandemic has clearly affected healthcare systems and workers throughout the world, with many worse affected than others. This chapter aimed to give information about the importance of why health managers should provide services based on the VUCA approach.

Details

Agile Management and VUCA-RR: Opportunities and Threats in Industry 4.0 towards Society 5.0
Type: Book
ISBN: 978-1-80262-326-0

Keywords

Abstract

Details

Visionary Leadership in a Turbulent World
Type: Book
ISBN: 978-1-78714-242-8

Article
Publication date: 31 July 2018

Elizabeth A. Castillo and Mai P. Trinh

Organizations increasingly operate under volatile, uncertain, complex and ambiguous (VUCA) conditions. Traditional command-and-control leadership can be ineffective in such…

2307

Abstract

Purpose

Organizations increasingly operate under volatile, uncertain, complex and ambiguous (VUCA) conditions. Traditional command-and-control leadership can be ineffective in such chaotic environments. The purpose of this paper is to outline an alternative model to help leaders and organizations navigate effectively through VUCA environments. By developing three fundamental capacities (absorptive, adaptive and generative), leaders can cultivate organizations capable of continuous synchronization with their fitness landscapes. Central tenets of the framework include diversity, slack, learning, humility, reflection in action and abductive logic.

Design/methodology/approach

This framework is designed based on literature insights, conceptual analysis and experts’ judgment. The paper integrates knowledge from a variety of disciplines and interprets them through the lens of complex adaptive systems.

Findings

This paper argues for a process centered, contemplative approach to organizational leadership and development. By providing the underlying rationale for the proposed interventions (e.g. Ashby’s law of requisite variety), the paper also reorients busy leaders’ mental models to show why these time investments are worth implementing.

Practical implications

This actionable framework can help leaders and organizations be more effective operating in a VUCA context.

Originality/value

This paper provides a historic context as to why prediction and certainty are favored leadership strategies, why these approaches are no longer suitable and specific steps leaders can take to develop absorptive, adaptive and generative capacities to transform their organizations. Its scholarly contribution is the synthesis of disparate bodies of literature, weaving those multiple academic perspectives into a practical roadmap to enhance organizational leadership.

Details

Journal of Organizational Change Management, vol. 32 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Content available
Book part
Publication date: 16 June 2017

Abstract

Details

Visionary Leadership in a Turbulent World
Type: Book
ISBN: 978-1-78714-242-8

Article
Publication date: 5 December 2022

Jamshid Ali Turi and Shahryar Sorooshian

The purpose of the study is to assess the project leader's role in normal and new normal situations. This study aims to investigate the project leadership role in unforeseen…

261

Abstract

Purpose

The purpose of the study is to assess the project leader's role in normal and new normal situations. This study aims to investigate the project leadership role in unforeseen situations and the new normal situations.

Design/methodology/approach

The review is based on the content and contextual analysis. Most of the information was covered in the daily newspapers and practices were recorded in the media and social media. Moreover, recent articles were consulted for the comprehension of the phenomenon.

Findings

The study finds that leaders are supposed to develop strategies to balance the organizational needs and workers' priorities. An agile approach, empathetic and collaborative approach may be more helpful to handle volatility, unstable situations, complexity and ambiguity (VUCA) situations.

Research limitations/implications

The study leaders are expected to develop new strategies, collaborative thinking and a healthy workplace environment for social, emotional, physical, and psychological safety to make projects more productive.

Originality/value

The review assessed the kind of leaders required in the new normal situation after coronavirus disease 2019 (COVID-19) around the globe. Such a contribution is anticipated to serve as a call for emerging leadership frameworks for the VUCA work environments of the future.

Details

Kybernetes, vol. 53 no. 3
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 1 February 2021

David Bruce Audretsch and Maksim Belitski

This study aims to theoretically discuss and empirically investigate to what extent the interplay between the domains of knowledge complexity (managerial, strategic and…

1783

Abstract

Purpose

This study aims to theoretically discuss and empirically investigate to what extent the interplay between the domains of knowledge complexity (managerial, strategic and operational) facilitates firm performance and the role of organizational resilience in this relationship.

Design/methodology/approach

This paper uses primary data collected from 102 European small and medium-sized firms (SMEs) in Belgium, Bulgaria, Denmark, Spain and the UK during 2012–2015 and 2010–2020. This study corrects for potential data disclosure and technology adoption bias in two survey ways.

Findings

First, compared to other acumens of knowledge complexity, managerial and operational acumens contribute most the most to a firm’s performance (sales and productivity). Firm resilience positively moderates managerial skills and negatively moderates inter-organizational collaborations. Taking SMEs and their inter-organizational relationships, skills and resilience in focus, considering that they are transitive organizations whose business model is based on innovation and productivity to outcompete larger counterparts it is found that resilience and agility in SMEs are important to leverage the effect of knowledge complexity on firm performance.

Research limitations/implications

One of the limitations of this study is that SMEs are expected to face more problems in achieving organizational ambidexterity with all three acumens, as they have restricted managerial expertise, less structured procedures and fewer resources than larger firms. In addition to regression analysis which is limited in answering “how” and “why” knowledge complexity is managed within and outside a firm, future research will consider a mixed-method approach of both interviews with high growth SMEs and online surveys. To unveil the role that firm resilience in SMEs and in the volatile environment, future research may focus specifically on firms that lack resources, skills and time, however, continue innovating, commercializing new knowledge and create new jobs.

Practical implications

One of the most important mechanisms which facilitate the managerial acumen was found to be information technology (IT) investment and management decision-making, exploitation of new information and communication technology trends and markets, innovating business models and driving change management, innovating new mobility and digital technologies, as well as use inter-disciplinary staff and knowledge to influence external stakeholders. The most relevant elements of the operational acumen of knowledge for performance in SMEs are various mechanisms and forms of inter-organizational collaboration such as collaboration on business and IT applications and infrastructure, administration and operations with data and information exchange, collaboration on data availability, accumulation and exchange.

Social implications

The findings call for innovation policy to account for the need for interactions between various elements of strategic, managerial and operational acumens of knowledge complexity in SMEs. Prime support should be focused on facilitating inter-organizational collaboration and providing “soft support” in the time of agility and adversity. This paper founds that lack of budget, skills and resources would significantly affect a firm’s resilience, potentially “locking in” within an organization.

Originality/value

First, it emphasizes that the returns from inter-organizational collaboration as part of the operational acumen of knowledge complexity depend upon the firm’s ability to manage infrastructure, mobility and data. The relationship is negatively moderated by firm resilience, which means that the most resilient firms may focus on the exploitation of internal resources and substitute it for inter-organizational collaboration. Second, this study demonstrates that SMEs’ growth and productivity strategy should be management skills and competencies driven, rather than strategy-driven, with strategy facilitating managerial decision-making on business and IT.

Details

Journal of Knowledge Management, vol. 25 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

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