Clarifying the conceptual map of VUCA: a systematic review

Abstract

Purpose Over the past few decades, the environment for organisations has been frequently described using the acronym VUCA: a volatile, uncertain, complex and ambiguous environment. In spite of the popularity of this acronym, it is not unusual to find some overlap concerning the meaning of those terms, as well as poor definitions of each in the literature. Consequently, the main purpose of this paper was to conduct a systematic literature review to obtain a conceptual map of the components of VUCA and their relationships and to highlight some avenues for future research. Design/methodology/approach The authors conducted a systematic review of various databases between 1999 and 2021. A total of 833 papers were identified and 26 of them met the inclusion criteria for the current study. Findings The subsequent analysis revealed several overlaps and relationships between the four terms. Based on this analysis, the authors propose a conceptual map that could serve as a basis for future research and practice. Research limitations/implications Because of the exploratory nature of the study and the scarce number of empirical studies, the impact that the use of the VUCA framework has had on businesses could not be addressed. Originality/value By clarifying the different components of VUCA and specifying the relationships between them with a comprehensive conceptual map, this paper may contribute to more rigorous empirical research, as well as help managers and executives more effectively deal with turbulent environments.

Uncertainty’s impact on adaptive performance in the post-COVID era: The moderating role of perceived leader’s effectiveness

“…The world is increasingly volatile, uncertain, complex, and ambiguous—the VUCA world (Madhok, 2021; Taskan et al, 2022). The COVID-19 pandemic, together with the war has pushed the world into a higher uncertain era that is characterized by increased levels of economic and work-related uncertainty (Charoensukmongkol & Phungsoonthorn, 2021).…”

Critical reflection on VUCA in tourism and hospitality marketing activities

“…Although the VUCA concept is becoming more common, there are noticeable gaps in both its application and the scientific literature. The VUCA concept is yet to be understood and the definitional boundaries of the different elements of VUCA are blurred (Taskan et al , 2022). Thus, at the theoretical level, the components of the VUCA concept have been specified and systematized.…”

“…Second, just like Taskan et al (2022), we believe that the VUCA concept requires operationalization preceded by solid empirical studies. It is possible that the ranges of condition categories of the VUCA concept may not only overlap but also intersect.…”

“…A similar remark applies to the VUCA concept. It is possible that the domains of the four VUCA areas overlap (Taskan et al , 2022) or intersect with each other in respect of the condition categories. Schick et al (2017) also showed that the VUCA conditions are closely related.…”

“…They need knowledge and guidance on how to shape strategies or business models in such turbulent and unpredictable conditions of a “volatility, uncertainty, complexity and ambiguity” (VUCA) world. The VUCA concept, which has its roots in the US military, was introduced in 1987 by Warren Bennis and Burt Nanus (Mikulić, 2020; Sinha and Sinha, 2020; Taskan et al , 2022). Each element of VUCA can individually and dramatically hinder business operations, including management, forecasting, planning and other aspects.…”