The Performance of Organizations in the Context of the Vuca World

Minciu, Mihaela; Dima, Cristina; Pacurari, Marius Nicolae; Manta, Andreea Mariana

doi:10.18509/agb.2021.12

Cited by 2 publications

(3 citation statements)

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“…The business environment in the VUCA world changes constantly, becoming more dynamic and less predictable (Papulova, Gazova, 2016), the more emphasized the role of such success factors as flexibility (particularly the flexibility of thinking and behavioral flexibility, which contribute to making adequate managerial decisions, and the flexibility of corporate visions, missions and development strategies) (Popova, Shynkarenko, 2016) and adaptability (Minciu et al, 2019), becomes. The above considerations implicate the search for a systemic model of an organization that would proactively allow the transformation of universities into organizations capable of meeting the challenges posed by the VUCA conditions.…”

Section: Overview Of System Models Supporting Implementation Of Ambid...mentioning

confidence: 99%

Untitled

2023

SPSUTOM

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The aim of the article is to identify the hierarchy of benefits perceived by final purchasers which offerors achieve by taking joint actions and to determine the importance of the offeror's country of origin as a variable differentiating purchasers' opinions. Design/methodology/approach: The results of the cognitive-critical analysis of the world's literature on the subject indicate that there is a cognitive gap and a research gap with regard to the benefits that offerors achieve through cooperation with final purchasers in the context of their preferences regarding the offeror's country of origin. Striving to fill the gaps identified, six research hypotheses were formulated, which were subjected to empirical versification. For this purpose, surveys were conducted among representatives of Polish adult final purchasers. The data was subjected to statistical analysis using, e.g. the method of exploratory factor analysis, the chi2 test and the Kruskal-Wallis test. Findings: Among other things, it was discovered that for the majority of respondents, the country of origin does not matter when it comes to their readiness to undertake joint actions. This variable turned out to differentiate the responses in the case of five out of thirteen benefits analysed. Homogenous groups of respondents showing similar preferences towards the offeror's country of origin and the willingness to cooperate were distinguished. Originality/value: The conclusions drawn on the basis of the research have significant cognitive and application value. They enrich the theory of marketing and purchaser behaviour, providing valuable tips for managers. The implementation of these recommendations may facilitate the development of long-term mutually beneficial relationships with final purchasers in a way that meets their expectations related to cooperation with domestic and foreign offerors.

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Section: Overview Of System Models Supporting Implementation Of Ambid...mentioning

confidence: 99%

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2023

SPSUTOM

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“…The word VUCA was defined by the teachers of the United States Army War College as a response to the ongoing changes and implications in the preparation of military commanders in the 1990s [3,[6][7][8]. The abbreviation presented the features describing the environment in a simple way, defining it as: uncertain, unstable, ambiguous, and also complex [9].…”

Section: Literature Overviewmentioning

confidence: 99%

“…This situation determined the existence of the acronym, which quickly evolved and found reference in business [11,12]. VUCA was implemented by managers to easily define the chaotic and continuously changing business environment that marked the entry into "new normal" [8,13].…”

Section: Literature Overviewmentioning

confidence: 99%

The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry

Nowacka

Rzemieniak

2021

Energies

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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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The Performance of Organizations in the Context of the Vuca World

Cited by 2 publications

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The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry

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