Perspectives on a VUCA World

Mack, Oliver; Khare, Anshuman

doi:10.1007/978-3-319-16889-0_1

Cited by 175 publications

(94 citation statements)

References 19 publications

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“…This mixture of features is similar to what is called VUCA (volatility, uncertainty, complexity, ambiguity) in modern approaches to management (e.g., Mack et al, 2016). …”

Section: Historical Reviewmentioning

confidence: 69%

Complex Problem Solving: What It Is and What It Is Not

2017

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Computer-simulated scenarios have been part of psychological research on problem solving for more than 40 years. The shift in emphasis from simple toy problems to complex, more real-life oriented problems has been accompanied by discussions about the best ways to assess the process of solving complex problems. Psychometric issues such as reliable assessments and addressing correlations with other instruments have been in the foreground of these discussions and have left the content validity of complex problem solving in the background. In this paper, we return the focus to content issues and address the important features that define complex problems.

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“…This mixture of features is similar to what is called VUCA (volatility, uncertainty, complexity, ambiguity) in modern approaches to management (e.g., Mack et al, 2016). …”

Section: Historical Reviewmentioning

confidence: 69%

Complex Problem Solving: What It Is and What It Is Not

2017

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“…The development of internet technology has triggered the fourth industrial revolution or Industry 4.0 and has opened unlimited opportunity for individuals and organizations to collaborate, produce and transact continuously in 24 hours from many places all over the world [1]. Unfortunately, Industry 4.0 also bring us to the world with highly volatile, uncertain, complex, and ambiguousthe VUCA world [2,3]. For effectively dealing with VUCA world, management scholars give two recommendation: (1) developing business agility by utilizing technology [4,5,6] and / or (2) developing of spirituality & religion at the workplace [7,8,9,10].…”

Section: Introductionmentioning

confidence: 99%

The holistic work engagement: A study In indonesia oil palm industry

Saputra¹,

Sasmoko²,

Abdinagoro³

2018

IJET

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Industry 4.0 encourages organizations to implement holistic framework in human resource development. It is imperative to align concept of work engagement into holistic framework. This study aims to conduct confirmatory factor analysis on holistic work engagement concept and was conducted on 477 supervisors and managers from Indonesia oil palm industry. The data was analyzed by using Lisrel 9.30 and the result explains that the measurement model of holistic work engagement has adequate validity and reliability. The measurement model of the higher order construct has better goodness of fit than first order one.

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“…This concept of emergence seems particularly useful when the future is highly unpredictable over the short term but might follow more familiar trends over the longer term. Planning and frameworks in the VUCA environment may be outmoded (Mack & Khare, ), but emergence seems to offer hope that a calculated response can happen at the speed of change (Downs, Durant, & Carr, ). The finding that relatively recent lessons in modern management theory would exist in this ancient text suggest beyond providing a new rung, or perhaps even a new ladder on the climb to post‐conventional leadership; there may also be more pragmatic solutions, of yet‐to‐be‐researched management disciplines, within the text.…”

Section: The Style Of the Taomentioning

confidence: 99%

“…This modern era is often categorized by the volatile, uncertain, complex, and ambiguous (VUCA; (Mack & Khare, )) environment, meaning we do not have time to reinvent leadership to meet every twist and turn of strategy or market force. Taoism, as the philosophy of the “warring states” era, may offer particular leadership insight because the Chou Dynasty saw the transition from feudalism to semi‐integrated kingdom; ‘there arose in every kingdom a great need for managerial expertise’ (Chang, ).…”

Section: Introduction and Contextmentioning

confidence: 99%

If Sages Worked in Tech: Ancient Wisdom for Future‐Proof Leadership

Hudson¹

2020

J of Leadership Studies

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Leadership and its definition is on a continual evolution that is often no more than exchanging one outdated characteristic (goodbye “Charismatic Leadership” ‐ the idea that one figurehead inspires and directs the company) (Vergauwe, Wille, Hofmans, Kaiser, & De Fruyt, 2018) for more progressive examples, (hello “Servant Leadership” ‐ the idea that the purpose of leaders it to serve those who deliver the ‘product’) (Linuesa‐Langreo, Ruiz‐Palomino, & Elche‐Hortelano, 2017); without fully explaining the transition. Partly due to the newness of the field compared to other academic disciplines, and partly to the acceleration of business behavior; academic and business definitions of leadership seem to be struggling to keep pace. The current article presents evidence to support a more enduring lens of leadership, with particular attention to leadership definitions from Taoism and contemporary texts that describe the Tao. In the context of “second‐tier” leadership, a relatively modern concept, it suggests approaches to the attainment of the Tao style may be another route to a post‐conventional worldview more applicable in the modern age. The future‐proof leader has a greater capacity to wrestle the complexities of the modern world (Kegan, 1994) and take multiple perspectives on any given problem. Future‐proofed “wise” leadership is agnostic of the change speed of technology, yet the momentum of technology, globalization, and instant communication are what makes its understanding a modern necessity.

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Perspectives on a VUCA World

Cited by 175 publications

References 19 publications

Complex Problem Solving: What It Is and What It Is Not

Complex Problem Solving: What It Is and What It Is Not

The holistic work engagement: A study In indonesia oil palm industry

If Sages Worked in Tech: Ancient Wisdom for Future‐Proof Leadership

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