TY - JOUR
T1 - Managing the VUCA environment
T2 - the dynamic role of organizational learning and strategic agility in B2B versus B2C firms
AU - Atanassova, Iva
AU - Bednar, Peter
AU - Khan, Huda
AU - Khan, Zaheer
N1 - Publisher Copyright:
© 2024 The Authors
PY - 2025/2/1
Y1 - 2025/2/1
N2 - Amid the pandemic, recession, and geopolitical risks from the Russia-Ukraine war, firms must become agile, adapt quickly, and reconfigure resources to sustain competitiveness. In a volatile, uncertain, complex, and ambiguous (VUCA) environment, leaders face increasing challenges in managing operations while responding to external changes. This study explores the organizational context and learning processes that support strategic agility in 28 B2B and B2C UK businesses. Using the Market Intelligence Accumulation and Transfer Model (MIATM) 3.0, it identifies organizational contexts that facilitate or hinder learning and development of strategic agility as a dynamic capability (DC). The findings highlight that capability renewal through vigilant learning requires aligned leadership and an empowering culture, enabling employees to act as learning agents. This study contributes to strategy-as-practice (SAP) research, offering guidance on fostering organizational learning and agility by uncovering context, practices, and praxis, with broader policy implications. Additionally, the MIATM model reveals the dynamic learning processes and the critical role of context in linking micro and macro learning for strategic agility.
AB - Amid the pandemic, recession, and geopolitical risks from the Russia-Ukraine war, firms must become agile, adapt quickly, and reconfigure resources to sustain competitiveness. In a volatile, uncertain, complex, and ambiguous (VUCA) environment, leaders face increasing challenges in managing operations while responding to external changes. This study explores the organizational context and learning processes that support strategic agility in 28 B2B and B2C UK businesses. Using the Market Intelligence Accumulation and Transfer Model (MIATM) 3.0, it identifies organizational contexts that facilitate or hinder learning and development of strategic agility as a dynamic capability (DC). The findings highlight that capability renewal through vigilant learning requires aligned leadership and an empowering culture, enabling employees to act as learning agents. This study contributes to strategy-as-practice (SAP) research, offering guidance on fostering organizational learning and agility by uncovering context, practices, and praxis, with broader policy implications. Additionally, the MIATM model reveals the dynamic learning processes and the critical role of context in linking micro and macro learning for strategic agility.
KW - Dynamic capability
KW - Learning
KW - MIATM model
KW - Strategic agility
KW - Strategy-as-practice
KW - VUCA
UR - http://www.scopus.com/inward/record.url?scp=85212331542&partnerID=8YFLogxK
U2 - 10.1016/j.indmarman.2024.12.008
DO - 10.1016/j.indmarman.2024.12.008
M3 - Article
AN - SCOPUS:85212331542
SN - 0019-8501
VL - 125
SP - 12
EP - 28
JO - Industrial Marketing Management
JF - Industrial Marketing Management
ER -