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Purpose: Leaders must come up with new ideas and motivate their people to welcome new beginnings if they are to adapt to the changing demands of the business. Organisations face challenges in navigating the vast array of possibilities and choices in the volatility, uncertainty, complexity, and ambiguity (VUCA) world. This chapter explores various leadership styles, highlighting leadership initiatives in the context of (VUCA) during the COVID-19 pandemic.

Methodology: Secondary sources were used to collect information and data, including published articles, journals, newspapers, reports, books, and websites. The logical progression was used to comprehend the idea of VUCA leadership and strategies.

Findings of the Study: The VUCA accurately depicted the global landscape after COVID-19. It offered a valuable framework for examining strategy and leadership in a swiftly evolving world. To portray the dynamic characteristics of the corporate environment and to lead, many businesses use VUCA. Furthermore, this study highlights the VUCA leadership essential skills needed for effectively navigating VUCA circumstances.

Practical Implications: This study focuses on VUCA leadership practices and strategies in the workplace. The chapter outlines six key competencies: setting goals, being prepared, putting the customer’s needs first, flexibility and adaptation, decision-making, and collaboration and teamwork. These skills are essential for corporations to endure and thrive in VUCA circumstances. Corporate leaders are encouraged to integrate these skills into their repertoire, equipping themselves to confront challenges in a volatile environment.

Purpose: Since its inception in 1987, the literature on the VUCA that represents the volatile, uncertain, complex, and ambiguous nature of the business environment has progressively increased. This study systematically evaluates the vast literature on the VUCA world. Since review-based studies have been criticised as biased, this study uniquely amalgamates bibliometric analysis with content analysis, thereby taking a research triangulation discourse.

Need of the Study: This study was conducted to consolidate the literature about the VUCA environment and uncover the foundational and emerging themes for future research agendas.

Design/Methodology/Approach: This study conducts a performance analysis and science mapping of 193 carefully selected articles (using PRISMA) published in various sources during 2012–2023. Articles for the study were procured from the SCOPUS database. While performance analysis focused on analysing publication and citation evolution, thematic evolution, leading publications, country publication analysis, and most relevant authors and sources. On the other hand, science mapping revealed conceptual structures (keyword plus co-occurrence analysis and thematic maps) and intellectual structures (co-authorship analysis). VOSviewer and Biblioshiny (R-tool for comprehensive science mapping) were used for this study’s choice of application.

Findings: This chapter concludes with future research agendas using content analysis of the ‘scope for the future research’ section of selected publications and bibliographic coupling (to unearth emerging themes).

Practical Implications: The work presented in this chapter will help the researchers gain a structured conceptual, intellectual, and social understanding of the vast literature on the VUCA environment.

Purpose: The COVID-19 pandemic is the most severe threat we have faced since World War II. So far, there have been about 5 million recorded cases, with over 300,000 fatalities globally. The epidemic is also wreaking havoc on the corporate world. People are losing their jobs and money, and no one knows when normalcy will return. So, addressing the VUCA Leadership Strategies Model is important to get more insight into this topic.

Need for the Study: According to the International Labor Organization, the pandemic might cost 195 million jobs. Even when the immediate impacts wear off, the long-term economic impact will reverberate for years. All four volatile, unpredictable, complex, and ambiguous (VUCA) characteristics apply to the issues we confront due to the coronavirus.

Methodology: Changes caused by COVID-19 occur daily, and are unpredictable, dramatic, and quick. No one can predict precisely when the epidemic will end or when a treatment or immunisation will be available. The pandemic impacts many parts of society, including health care, business, the economy, and social life. There is no ‘best practice’ that enterprises may utilise to tackle the pandemic’s issues. The VUCA leadership strategy models will be discussed and compared in this research study.

Findings: In this moment of transition, leaders must adhere to their fundamental values, core purpose, and ambition for big, hairy, and audacious goals.

Practical Implications: In this chapter, VUCA leadership strategy models will be discussed in detail for pre- and post-pandemic scenarios and their impact on different sectors, which will be very important for researchers in the same field.

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic example of a VUCA environment (an environment characterised by volatility, uncertainty, complexity, and ambiguity). Managing COVID-19 requires unique and different leadership qualities.

Purpose: This study’s rationale emphasises that VUCA demands strategic and agile leadership. Leaders across the globe must acknowledge the fact that the elements of VUCA, i.e. volatility, uncertainty, complexity, and ambiguity, are not synonymous and hence need differential treatment. Also, recommend adopting agile leadership to tackle the VUCA world.

Methodology: This is a conceptual study focusing on agile leadership. The study addresses the challenge of leading in the VUCA environment. The constituting components of VUCA are differentiated, followed by an extensive literature review of agile leadership.

Findings: VUCA is the new normal and is there to stay. Business leaders still need to counter VUCA due to their incapacity to distinguish and treat the components equally. Furthermore, there is an emergent need to develop an agile workforce, agile organisations, and agile leadership to combat VUCA. The study indicates that business leaders must be agile enough to handle the COVID-19 pandemic and future crises. There is a constant need to ensure agility. This study will provide a deep insight into VUCA and help business leaders emerge victorious in turbulent times.

Introduction: A company or organisation must resolve various problems in the business environment for better operation in any corporate environment. Such issues are traditionally handled in multiple ways. A small sector unit with many employees encounters this corporate issue, for example, the handicraft sector. The impact of handicraft issues and their intensity, speed, and regularity is growing in our system.

Purpose: This chapter studies how small businesses might succeed in the handcraft industry in a volatile, uncertain, complex, and ambiguous (VUCA) environment. There is a lack of proper knowledge of how the VUCA affects business proficiency in the Indian handicraft sector. A novel business strategy for the handicraft sector, like other business proficiency called best practices in handicraft business in a VUCA environment, will be presented along with a discussion about VUCA environments. This considers both the individual influences of each particular word and the overall impact of VUCA.

Methodology: The study included a thorough literature analysis for three learning areas: performance improvement, including VUCA, and the leadership incorporation of risk and quality. Awareness in the trade will be examined in further sections, as the mastery of VUCA is achieved with various traditional and digital management ideas.

Findings: The research defined a new unorganised firm concept to maintain and succeed in a high VUCA environment in the handicraft sector, identifying 18 important success characteristics through a comprehensive literature review. The authors proposed a conceptual framework for fusing quality management to attain proficiency in the handicraft sector VUCA environment.

Purpose: The study aims to analyse and discuss the effect of COVID-19 on businesses. The chapter discusses the various machine learning (ML) tools and techniques, which can help in better decision making by businesses in the present world.

Need for the Study: COVID-19 has increased the role of VUCA elements in the business environment, and there is a need to address the challenges faced by businesses in such environment. ML and artificial learning can help businesses in facing such challenges.

Methodology: The focus and approach of the chapter are in the context of using artificial intelligence (AI) and ML techniques for decision making during the COVID-19 pandemic in a VUCA business environment.

Findings: The key findings and their implications emphasise the importance of understanding and implementing AI and ML techniques in business strategies during times of crisis.

Practical Implications: The chapter’s content is in the context of using AI and ML techniques during the COVID-19 pandemic and in a VUCA business environment.

The COVID-19 pandemic was an eye-opening experience that put to the test our crisis management competencies across many institutions, including those offered by institutions of higher education. This study aims to review the literature on international business (IB) risks and IB education (IBE) to question whether business graduates are equipped to make decisions in today’s volatile, uncertain, complex and ambiguous (VUCA) marketplace.

While the IB literature has discussed the importance of various sources of risks on global business operations, IBE did not effectively adopt an integrative approach to building the needed risk management competencies related to those risks into our education. The authors argue that this integrative approach to teaching IB is critically needed to prepare future global managers for addressing crises, like that of the pandemic and others. Specifically, this study proposes that this integrated risk management competency can be developed through the building of “synergistic mindsets”.

This study presents a conceptual framework for the components of the synergistic mindset, with intelligence that directly links to present IB risks. These components are cultural intelligence (CQ), emotional intelligence (EQ), public policy intelligence (PPQ), digital intelligence (DQ) and orchestration intelligence (OQ).

Insights related to IBE effectiveness in addressing today’s VUCA market demands and IB risks are discussed.

Purpose: The COVID-19 pandemic has been a good example of a Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) world. Higher educational institutions (HEIs) have faced a massive hit because the jobs in this industry have become unexpected. Considering the most valuable assets ‘Teachers’ crunched in the VUCA crisis, the study intends to determine if personal harmony (PH) and organisational citizenship behaviour (OCB) would enhance teachers’ job satisfaction (JS).

Design/methodology/approach: Data are collected from the teachers of Indian HEIs and teachers who have experienced the impact of the COVID-19 catastrophe (VUCA). Considering the pandemic restrictions, data have been collected through an online survey (N = 364).

Practical Implications: PH is an individual’s internal quality and attribute that cannot be developed on force or situational need. Even in an uncertain situation, teachers have tried their best to contribute through professional service. Hence, people who possess PH contribute their best even though unsatisfied with their jobs.

Originality/value: This study has focused on finding the relationship between two different variables, PH and OCB (which has not been explored in Asian countries, majorly in India, where it has a vast cultural diversity and structure influencing the educational policies) that hinders the factors influencing JS, where these two variables are highly influenced by hygiene factors such as values, culture, ethical standards, personal belief, leadership styles, and fair treatment showcased by the organisations/institutions.

Purpose: The importance of creativity and innovation can’t be overstressed today. Especially in the context of volatility, uncertainty, complexity, and ambiguity (VUCA) world, firms cutting across businesses have to pay special attention to building a culture of creativity and innovation around business processes.

Design/Methodology/Approach: The study uses an extant literature review and practical cases to highlight the parameters required to build a culture of creativity and innovation in companies. These parameters lead to the development of the conceptual framework that can help firms sustain innovation even amidst a fast-changing business environment.

Findings: The findings suggest that focus on internal and external forces is required to keep up innovation efforts in the VUCA world. Being agile with a discrete focus on learning is essential to remain creative and innovative for business sustainability.

Research Limitations/Implications: The study is crucial for academicians, practitioners, and policy makers. It is expected to open new avenues of research for further contributing to the body of knowledge related to the field of creativity and innovation while expected to help society by bringing them more innovative products at pocket-friendly prices.

Originality/Value: The study is unique as it delineates the relationship between creativity and innovation in the context of the VUCA world. The research also offers an innovation framework that is a valuable addition to both fields of academia and corporate.

As the world is becoming more volatile and uncertain, organizations face much complexity in their daily operations. Further, there is a much ambiguity in business operations to achieve the effective utilization of resources. The work optimizes a novel constraint programming model approach of the utilization of shuttle services vehicle while considering cost savings, employee wellbeing and other real an Information Technology enabled service (ITES) industry constraints.

The present work considers a novel extension of the vehicle routing problem related to the shuttle service operation in an ITES industry in VUCA context. Additionally, the model considers the women safety aspects, which engages the company to provide a security guard for women employees in the night shift.

Numerical experiments were conducted on real instances data of ITES industrial partner. The results show that the vehicle utilization increased from 75% up to 96% while ensuring in parallel the wellbeing of employees and women safety during the night shift. Finally, the proposed model is converted to a decision support application allowing ITES partner to plan employees shuttle service operations efficiently.

Study has evaluated the shuttle services optimization for ITES industry using data from industrial which makes it a unique contribution to literature in shuttle operations. Further, the study used constraint programming to evaluate the vehicle utilization and security allocation, thereby introducing new parameter on security allocation in open VRP problem.