Strategic people management in contemporary highly dynamic VUCA contexts: A knowledge worker perspective

Zhang-Zhang, Yingying; Rohlfer, Sylvia; Varma, Arup

doi:10.1016/j.jbusres.2021.12.069

Cited by 42 publications

(37 citation statements)

References 128 publications

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“…The VUCA approach is a more visionary view of the company’s future, both in terms of managers and leaders. We highlighted the importance of managers in a VUCA environment (cf., Giones et al , 2019; Baran and Woznyj, 2021; Eilers et al , 2022; Zhang-Zhang et al , 2022), who are required to adapt to changing conditions and thus innovate, lead and respond to changes in the market (Teece, 2018). We have expanded knowledge related to the skills of managers under VUCA conditions.…”

Section: Discussionmentioning

confidence: 99%

“…The contemporary challenges and uncertainties of the T&HI are driven by a multitude of factors. Crisis events occur unexpectedly, leaving managers little time to plan for and manage uncertainty (Zhang-Zhang et al, 2022). Hence, it is necessary to apply appropriate solutions throughout the decision-making process that takes place at the enterprise level (Mack et al, 2016).…”

Section: Critical Reflectionmentioning

confidence: 99%

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Critical reflection on VUCA in tourism and hospitality marketing activities

Lubowiecki-Vikuk

Budzanowska-Drzewiecka

Borzyszkowski

et al. 2023

IJCHM

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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.

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Section: Discussionmentioning

confidence: 99%

Section: Critical Reflectionmentioning

confidence: 99%

Critical reflection on VUCA in tourism and hospitality marketing activities

Lubowiecki-Vikuk

Budzanowska-Drzewiecka

Borzyszkowski

et al. 2023

IJCHM

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“…With the pandemic spreading uncontrollably and causing deaths, news of companies shutting down, and employees losing their jobs across the globe, there was heightened anxiety and stress among people with regard to their lives and livelihoods (Blahopoulou et al, 2022). Fourth, more specifically related to organisations, people reported feelings of uncertainty, social and professional isolation (Golden et al, 2008;Sahoo et al, 2022;Zhang-Zhang et al, 2022). They felt a reduced sense of belongingness with their team and organisation, communication levels dropped while the need for coordination increased (Wang et al, 2021).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Impact of employee well-being on performance in the context of crisis-induced remote work: role of boundary control and professional isolation

Jaiswal,

Prabhakaran

2023

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PurposeCOVID-19 forced employees to work remotely. Since this shift from physical to remote working was sudden and unprecedented, the authors aimed to examine the impact of employee well-being on performance in the context of remote work. Further, the authors explored how feelings of professional isolation and employees' control over their personal and professional boundaries (i.e. boundary control) moderated the well-being and performance link. The authors invoke the equity theory and boundary theory to augment their hypotheses.Design/methodology/approachWith 218 full-time employees representing large information technology organisations in India, the authors tested the hypothesised relationships using regression and double moderation in the PROCESS macro.FindingsResults indicate that well-being has a significant positive impact on employee performance as they worked remotely. Further, the authors found that professional isolation and boundary control moderated the link between well-being and performance such that when boundary control is high and professional isolation is low, the aforementioned relationship strengthened and vice versa.Research limitations/implicationsThe authors extend the boundary theory as the crisis-induced remote work highlighted the employees' need for deploying alternating boundary management styles to balance their personal and professional lives.Practical implicationsOrganisations must develop flexible work policies to facilitate remote work and managers must efficiently craft the overall management of professional isolation and employees' boundaries to boost their well-being and performance.Originality/valueThe authors not only examine the impact of employee well-being on performance in the context of remote work but also, in a first, examine the role of boundary control and professional isolation in this relationship.

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“…Описание характерных отличительных свойств неформализованного и формализованного знания и их взаимосвязи приведены на рис 7 .…”

Section: использование неформализованных и формализованных знаний уча...unclassified

“…В плоскости цель-средство рассмотрение проблемы перевода неформализованных знаний работников в формализованные знания организации в литературе по УЗ (например, [1][2][3][4][5][6][7][8][9]) отсутствует, что свидетельствует о новизне исследования. Проблема, решаемая в работеперевод менеджерами неформализованных знаний работников в формализованные знания фирмы справедливым образом: с учетом соблюдения прав и интересов наемных работников.…”

Section: Introductionunclassified

Ends and Means of Knowledge Management: Tacit Knowledge to Explicit Knowledge Conversion

Zhernov

2023

Bulletin of Kemerovo State University. Series: Political, Sociological and Economic Sciences

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The author interprets conversion of tacit knowledge into explicit knowledge as means-end of knowledge management. The subject of the article is tacit knowledge owned by an employee. The purpose is to reveal the reason for the conversion of non-formalized knowledge of employees to formalized knowledge of a firm. For the knowledge-based production, it is not necessary to formalize all knowledge. The conversion of non-formalized knowledge of employees to formalized knowledge of the organization is one of the functional goals of the firm owner, necessary to obtain stable profit without the direct participation of employees, as well as an end in itself for knowledge managers. The study can serve as a starting point for continuing scientific research in the field of tacit knowledge and as theoretical basis for the development of practical measures for using the knowledge of employees with due respect to their legitimate interests and rights.

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Strategic people management in contemporary highly dynamic VUCA contexts: A knowledge worker perspective

Cited by 42 publications

References 128 publications

Critical reflection on VUCA in tourism and hospitality marketing activities

Critical reflection on VUCA in tourism and hospitality marketing activities

Impact of employee well-being on performance in the context of crisis-induced remote work: role of boundary control and professional isolation

Ends and Means of Knowledge Management: Tacit Knowledge to Explicit Knowledge Conversion

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