ORGANIZATIONAL RESILIENCE AND VOLATILE, UNCERTAIN, COMPLEX AND AMBIGUOUS ENVIRONMENT OF FIRMS IN PORT HARCOURT NIGERIA - EPRA Journals
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Journal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
ORGANIZATIONAL RESILIENCE AND VOLATILE,
UNCERTAIN, COMPLEX AND AMBIGUOUS
ENVIRONMENT OF FIRMS IN PORT HARCOURT
NIGERIA
1
Anthonia Isi Suleiman-Hakeem, 2Benedict Chima Onuoha,Ph.D
1
Msc Student, Department of Management, University of Port Harcourt Business School, Port Harcourt,
Rivers, Nigeria.
2
Professor of Management, University of Port Harcourt, Rivers State, Nigeria
ABSTRACT
Organizational leaders in the 21st century face relentless changes in the business environments in which they operate. The
diversity, intensity, and rapidity of these changes create volatility, uncertainty, complexity, and ambiguity (VUCA), which
challenge leaders on ways to lead effectively as existing methods prove inadequate. The problem in this study was that of
inadequate leader preparedness to lead and win in VUCA environments. The purpose of this study was to explore the
corporate executives about their VUCA business environment and the strategies they employed for VUCA readiness and
success using Questionnaire. However, from our analysis it shows that Leadership can to a considerable extent control the
Volatile, Uncertain, Complex and Ambiguous environment of a firm influence as our results shows a significant relationship
with all variables. The key recommendations for practice are to inculcate VUCA-readiness and organizational resilience
principles in line with this study’s findings. The study findings may contribute to in providing strategies for organizational
sustainability, firm success, business readiness, responsive leadership, and enhanced employee well-being.
KEYWORDS: Organization, Resilience, Leadership, Volatility, Uncertainty, Complexity and Ambiguity.
INTRODUCTION happened recently in Greece) and are particularly less
Background prepared to these events (Bhamra and Dani 2011).
Organizations in global value chains are In such market turbulence marked by frequent
increasingly affected by widely unexpected turbulences economic crises, how to thrive or at least hone survival
and crises those have appeared with increasing instincts, and act upon them effectively to lead
frequency in the recent times. More so, the global success/survival, has thus become imperative for
economic recessions and uncertain trade conditions organizations. In this context, the major driving
have created major challenges for many western premise of this thesis is that of the prevailing
economies and the industries embedded in them, perspectives of resilience in business and management
particularly to the organizations, in terms of difficulties studies (Hamel and Välikangas 2003). Resilience has
in raising funds and controlling costs, as well as been conceptualized and adapted to the business world
shrinking profitability, heavy reliance on few in a number of ways, some have focused on the
customers, increasing account receivable problems etc. corporate attributes that yield resilience by
(Chan 2011). organizations are particularly vulnerable understanding its drivers and how to sustain it through
to both continuous shifts in the economy and positive adjustments (Vogus and Sutcliffe, 2007); some
unpredictable events, being more sensitive to financial have aimed at expanding the concept in the field of
fluctuations in cash flow, changes in legislation, supply supply chain management and designing, as done by
network relationships (i.e. power issues) and to Sheffi (2007) while some researchers have looked into
changing customer requirements and demands, and its customer-centric perspectives like Gulati (2010).
even collapse of national financial systems (as it With the growing importance of resilience development
in organizational context for success/survival during
2021 EPRA EBMS | www.eprajournals.com Journal DOI URL: https://doi.org/10.36713/epra1013
44Journal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
crises and turbulences, there is an increased need to LITERATURE REVIEW
understand and investigate organizational resilience in Theoretical Review
VUCA Environment of Firms in Port Harcourt Nigeria. The Situation Crisis Communication Theory
(SCCT)
Statement of the Problem Crisis, within the context of organization and
Most mainstream perspectives related to management studies, refers to disruptions and negating
organizational resilience in adaptation and change impact of events or factors outside the control of the
(Chakravarthy 1982) do capture various natures of firm organization (Coombs, 2007). Crisis could be caused
responses to diverse kinds of market turbulences to by internal (fire outbreak due to staff negligence) or
suggest long-term survival and growth. While some external factors (flooding), yet still, the approach
works in this line have proposed organizational towards addressing and responding to crisis situations
routines for developing adaptive fits for diverse is considered key in determining the organizations
environmental conditions. More recently, Rodrigues continuity and survival. This paper, in view of the
and Child (1999) have proposed ways to deal with noted distinctiveness of crisis situations in a (VUCA)
environmental complexities, while Eisenhardt and Environment and the need for context-based tailored
Martin (2000) have tried to suggest various responses, adopts the Situation Crisis Communication
organizational routines to match different Theory (SCCT) as its theoretical framework (Coombs,
environmental conditions. Furthermore, Lengnick-Hall 2007). The SCCT as advocated by Coombs (2007)
and Beck (2009) have proposed the need for robust presents an approach towards crisis situations primarily
transformations besides adaptive fits for devising a concerned with (a) understanding the nature and
continuum of organizational responses by orchestrating severity of the crisis situation, (b) identifying possible
various capabilities to face different paces of market targets of the crisis and as such, specifying key
turbulence. Their proposition for developing resilience vulnerability areas, and (c) communicating and
capacity also explains how the experience of diverse tailoring responses in line and in consideration of
environmental conditions helps organizations to context based characteristics. As such, response
execute various routines to realize performance strategies from the perspective of the SCCT should be
outcomes. However, these researches prescribe strict designed to not only curb or address crisis situations,
either-or interaction between organizational routines but also to protect and accommodate the peculiarities of
and environmental conditions for yielding higher constituents. This is as Coombs (2007) argued that in
performance, which is not always relevant. As it does most situations, aggravated crisis outcomes may not
not always capture the full range of firms’ responses to result from the crisis itself but from the inappropriate
various environmental conditions (varying in pace) measures adopted or engaged in the control of the
through dynamic orchestration of their organizational crisis.
capabilities and along a multi-strategic initiative
highlighting diverse facets of resilience development, Conceptual Review
through Leadership, People, Product, and Process. as Concept of Organization Resilience
highlighted in the British Standards Institution (BSI) Resilience has emerged as a critical
report, (2017). characteristic of complex, dynamic systems in a range
Nevertheless, this paper aims at evaluating of disciplines till it recently emerged strongly into the
Organizational Resilience in VUCA Environment of business literatures and management studies like in the
Firms in Port Harcourt Nigeria. Thus, the following works of Christopher (2004), Sheffi (2007) and many
Research question are guided the conduct of this study: others. Resilience has become a semantically
1. To what extent Does Leadership affect the overloaded term, meaning somewhat different things in
Volatile Environment of Firms in Port different fields (Madni and Jackson 2009). Some
Harcourt Nigeria? authors have focused on the corporate attributes that
2. To what extent Does Leadership affect the yield resilience, understanding its drivers and how to
Uncertain Environment of Firms in Port sustain it. Furthermore, some have incorporated its
Harcourt Nigeria? concept in supply chain designing like Sheffi (2007).
3. To what extent Does Leadership affect the Different schools of thought have investigated
Complex Environment of Firms in Port resilience as a company’s ability to either continuously
Harcourt Nigeria? anticipate or react fast to the trends and turbulences.
4. To what extent Does Leadership affect the According to Hamel and Välikangas (2003) companies
Ambiguous Environment of Firms in Port need to dynamically reinvent or renew their business
Harcourt Nigeria? models and strategies as circumstances change – to
2021 EPRA EBMS | www.eprajournals.com Journal DOI URL: https://doi.org/10.36713/epra1013
45Journal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
attain zero traumas and this forms the core for building globalization and technology fueled a new kind of
an organization’s strategic resilience. conflict defined by guerilla tactics of ambush,
However, to achieve this, the British Standards infiltration, and insurgency (Fry, 2016).
Institution (BSI) report, (2017) has derived the 16 However, like the military, organizations are
elements of Organizational Resilience that experiencing a shift in their operating environments
organizations should consider as part of their long-term similarly fueled by globalization, technology, and
success by distilling and merging four key standards of hyper-competition, which marks the end of relative
relevant best practice. They include: Leadership, stability, known rules, and structured thinking. VUCA
People, Process and Product. entered the business lexicon in the late 1990s and early
Leadership 2000s primarily through the work of Stiehm and
This Identifies the key roles and responsibilities for Townsend (2002). The founding fathers of VUCA in
leaders in all types of organization. Its elements organizations described it as the turbulence experienced
include: Leadership, Vision and Purpose, Reputational in today’s world of work (Stiehm & Townsend, 2002)
Risk, Financial Aspects and Resource Management while Johansen (2007) defined it as the 21st century’s
People conceptual framework. Despite the age of these
This Identifies the organization’s people, culture and assertions, the current reality portrays a complex and
values determine business success. This includes how dynamic business environment. The simultaneous and
the company interacts with the environment, civil high intensity changes at the macro-levels of the global,
society and stakeholders on ethical and social economic, social, environmental, regulatory, and
responsibility issues. Its element includes: Culture, political arenas became a constant predicament
Community Engagement, Awareness, Training and expedited by digital disruptions that redefined the
Testing and Alignment. concept of work (Noonan, Richter, Durham, & Pierce,
Process 2017). The impact of the dynamic and turbulent
This identifies the embedding habits of excellence into changes penetrated the micro-levels to upset normalcy.
the development of products and services and how they However, VUCA is a metaphor for today’s
are brought to market is a key component of success. leadership defining the different textures of change that
Organizations need a systematic approach to quality require a different leadership approach from traditional
processes in the broadest sense of the word. Its leadership (Rodriguez & Rodriguez, 2015). These
elements include: Governance and Accountability, authors confirm that in a VUCA environment, leaders
Business Continuity, Supply Chain, and Information require a new set of operating procedures that have the
and Knowledge Management. flexibility to change with each VUCA predicament.
Product Nevertheless, to be able to understand this concept,
Organizations must also understand and anticipate how each components or factor of VUCA shall be
their products or services meet the needs of customers examined. Hence, the below definitions and
or clients and conform to regulatory requirements. The descriptions of each VUCA factor allows a deeper
elements in this section require a forward-looking understanding of the key differences and signals of
approach: truly resilient businesses innovate by each factor to distinguish the phenomenon present in
creating new products and markets to stay ahead of the environment.
competitors. Its elements include: Horizon Scanning,
Innovation and Adaptive Capacity. Volatility Aspect of VUCA
The word volatile implies instability.
Concept of Volatility, Uncertainty, Complexity, and Organizations experience volatility when unexpected
Ambiguity (VUCA) events upset an established routine with the speed,
In the 1990s, the U.S. Army War College coined magnitude, and volume of change creating disorder
the term VUCA to denote the end of the Old War and (Horney & O’Shea, 2015). Furthermore, they noted that
the beginning of a new Next Generation warfare in volatility, leaders understand the changes and have
characterized by volatility, uncertainty, complexity, and sufficient information about the change. However, the
ambiguity (Cousins, 2018). The Old Wars, such as frequency and unpredictability of the changes
World War I, World War II, and the Cold War compound risk exposure and decision-making (Bennett
happened in the field with known enemies and were & Lemoine, 2014). Volatility is not a new concept in
defined by known tactics of engagement, aggression, the world of work, the only difference is that previously
combat, which were long term in nature. The 21st volatility happened periodically driven by wars, natural
century marked the beginning of the Next Generation disasters, epidemics, and severe economic crises
warfare, such as 9/11 and the Syrian war, where (Horney & O’Shea, 2015). Today, the catalysts of
2021 EPRA EBMS | www.eprajournals.com Journal DOI URL: https://doi.org/10.36713/epra1013
46Journal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
volatility are broad and far-reaching fueled by the other VUCA elements by making them worse.
globalization triggering increased interconnectivity and Complexity, unlike the other VUCA elements, is a
interdependence, technology instigating digital and leadership challenge in the management lexicon with
social media disruptions, financial interdependences several authors and schools of thought discussing
producing volatile markets, and growing consumer various ways to manage the chaos of complex
awareness leading to constantly changing demands environments.
(Horney & O’Shea, 2015). The flurry of sudden
changes creates challenges for organizations built to Ambiguity Aspect of VUCA
operate in relative stability adhering to set plans and The current organizational reality is hazy with
routines with fixed structures built for reliability. mixed meanings, multifarious, and opaque leading to a
lack of concrete knowledge or solutions due to the
Uncertainty Aspect of VUCA ambiguity (Codreanu, 2016). VUCA subject authors
There are two schools of thought on what cannot agree on a single characterization of ambiguity.
uncertainty represents in turbulent environments. The One school of thought believes that ambiguity is born
first one states that organizations experience of the other three VUCA events when they happen
uncertainty in situations where they know the change simultaneously affecting an organizations ability to
happening yet are unable to determine the level of read the signals, hence resulting in vague multifarious
impact the change have on the organization (Saleh & situations (Codreanu, 2016). The second school of
Watson, 2017). Bennett and Lemoine (2014) gave the thought posits that ambiguous situations are novel,
example of terrorism as an uncertain issue affecting unusual, and/or emergent where the cause and effect of
markets. The authors explained that the causes of the situation are unknown as it lacks precedence, which
terrorism were known with the time, place, and impact makes prognosis difficult (Gilman, 2017). Similarly, in
of a terrorist attack remaining relatively unknown. The ambiguity, the lack of clarity due to the many
downside of this school of thought is it fails to competing narratives, perspectives, and interpretations
demonstrate how leaders would effectively mine the is compounded by a lack of understanding due to the
enormous amount data to select the correct triggers for novelty of the innovation or market, which leads to
action. The second school of thought posits that leader distress (Pandit et al., 2018).
uncertainty is being unable to predict events and Hence, regarding the above concepts on
lacking clarity on what is happening in the business organizational resilience in VUCA Environment of
environment (Pandit et al., 2018). The speed of change Firms in Port Harcourt Nigeria. This study would
and the multitude of players with often conflicting review how Organizational Resilience proxied by
interests complicate the levels of uncertainty (Leadership), not minding other key element (People,
experienced by leaders (Horney & O’Shea, 2015). Process and Product) affects VUCA Environment of
Firms in Port Harcourt Nigeria
Complexity Aspect of VUCA
In complexity or complex business Leadership and VUCA Environment
environments, simple patterns combine and Winning in a VUCA world is not just about the
interconnect in multiple ways that result in disruptions, hardware. It is also about having new software – a new
convolutions, and information overload (Cousins, kind of leadership that is value-led and purpose-driven
2018). Complexity refers to the many moving parts, and leaders who can redefine the role of business in
their iterations, and the multiplicity of actors in any society. To be values-led is more than simply putting
given situation causing chaos, confusion, and a lack of your values down on a piece of paper. It is about living
mastering the intricacies to formulate cohesive and breathing those values every day. As a business
responses (Codreanu, 2016). Internal and external leader, it is about having a true north – an internal
business environments have become more complex as compass with nonnegotiable. It is also about being
globalization and technology increase both the volume clear on what those non-negotiable are, and most
and the rate of networking to fashion what is referred to importantly, it is about sticking to them in good times
as wicked problems for decision-making. and in adversity. Leaders, from CEO to any other
The tsunami of convolutions may create high internal manager, therefore, have a major role to play in
levels of disorder that can overwhelm decision makers ensuring their organizations are responding to the
(Horney & O’Shea, 2015). Horney and O’Shea requirements of the VUCA business environment.
indicated that (a) complexity was one of the greatest More so, there are two different types of development–
challenges facing chief executive officers in this horizontal and vertical. A great deal of time has been
century and (b) complexity had the power to influence spent on “horizontal” development (competencies), but
2021 EPRA EBMS | www.eprajournals.com Journal DOI URL: https://doi.org/10.36713/epra1013
47Journal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
very little time on “vertical” development speak of, and recognize, resilience in its organizational
(developmental stages). The methods for horizontal and context.
vertical development are very different. Horizontal Crossan et al. (1999) proposed a convergence to
development can be “transmitted” (from an expert), but an organizational learning framework based on
vertical development must be earned (for oneself). research streams of information processing by Huber,
Also, Leadership development has come to a managerial cognition March & Olsen and innovation
point of being too individually focused and elitist. Nonaka & Takeuchi. From a dynamic capability’s
There is a transition occurring from the old paradigm in perspective, this framework identified strategic renewal
which leadership resided in a person or role, to a new as a common theme on which to combine previous
one in which leadership is a collective process that is research stream and in doing so, identified the extreme
spread throughout networks of people. The question dynamic nature of organizational learning and the
will change from, “Who are the leaders?” to “What associated impact to strategic renewal of the firm
conditions do we need for leadership to flourish in the (Crossan et al., 1999). By highlighting the dynamic
network?” How do we spread leadership capacity nature of organizational learning, Crossan et al. (1999)
throughout the organization and democratize noted the importance of managerial/leaders capability
leadership? Much Greater Focus on Leadership to balance internal processes of the organization and
Development Methods as there are no simple, existing external factor to promote organizational learning.
models or programs that will be sufficient to develop Similar to Crossan et al. (1999); Sun &
the levels of collective leadership required to meet an Anderson (2010) offered an integrated view of
increasingly complex future. Instead, an era of rapid absorptive capacity and organizational resilience from a
innovation will be needed, in which organizations system thinking perspective by proposing a framework
experiment with new approaches that combine diverse noting absorptive capacity of a firm is contingent on its
ideas in new ways and share these with others. ability to learn through a combination of organizational
Nevertheless, technology and the web will both provide processes (Kim et al., 2014). Thus, organizational
the infrastructure and drive the change, of which resilience cannot be over emphasis as it is important for
organizations that embrace the changes will do better leaders to be resilient with respect to its VUCA
than those who resist it. Thus, our Hypothesis are stated environment.
in their null form:
Ho1. There is no significant relationship between METHODOLOGY
Leadership and Volatile Environment of Firms The Survey approach was used to evaluate
in Port Harcourt Nigeria. Organisational Resilience in VUCA Environment of
Ho2. There is no significant relationship between Firms in Port Harcourt Nigeria. Also, the statistical
Leadership and Uncertain Environment of treatment of the variables of the study (Organisational
Firms in Port Harcourt Nigeria. Resilience; proxied by Leadership) and how it relates to
Ho3. There is no significant relationship between the VUCA Environment will be analysed in subsequent
Leadership and Complex Environment of Headings of which the questions, hypotheses of the
Firms in Port Harcourt Nigeria. study and the results and recommendations shall be
Ho4. There is no significant relationship between discussed. The target population are Leaders and
Leadership and Ambiguous Environment of employees of some firms in Port Harcourt. The author
Firms in Port Harcourt Nigeria. employed the convenience sampling technique and
employed a sample size of 50 using the stratified and
Empirical Review simple random sampling techniques to select the
Cressey (2010) studied “The Concept of respondents from some of the firms whereby the
Resilience: Its Components and Relevance, a employees were stratified according to their
Theoretical and Empirical Analysis” in which he Organisations. Questionnaires were used to collect data
evaluated the concept of resilience and how it plays out which were validated. The questions were closed ended
in organizations undergoing restructuring. He sees on a five-point Likert scale. Descriptive statistics,
organization’s ability to recognize resilience as a core Correlation matrix as well as Regression analysis were
issue that requires a programmatic response across the used to analyse data through the aid of STATA 16.
organization. Thus, he addressed many of the same
problems but do not frame their response in terms of RESULTS AND DISCUSSION
resilience building. Therefore, the purpose is to supply The study proceeds to summarize the results of the
the language and the categories through which we can study as follows:
2021 EPRA EBMS | www.eprajournals.com Journal DOI URL: https://doi.org/10.36713/epra1013
48Journal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
Demographic:The first analysis conducted was a demographic features of the sample.
descriptive illustration of the characteristics of the
Table 4.1 Tabulation of Gender
What is your Freq. Percent Cum.
Gender/Sex?
Male 32 64.00 64.00
Female 18 36.00 100.00
Total 50 100.00
Table 4.2 Tabulation of Age Grade
What is your Age grade? Freq. Percent Cum.
18-22 years 6 12.00 12.00
23-27 years 8 16.00 28.00
28-32 years 17 34.00 62.00
33-37 years 16 32.00 94.00
38 years and Above 3 6.00 100.00
Total 50 100.00
Table 4.3 Tabulation of Marital Status
What is your Freq. Percent Cum.
Marital
Status?
Divorced 3 6.00 6.00
Married 16 32.00 38.00
Single 31 62.00 100.0
Total 50 100.00
Table 4.4 Tabulation of Organizational level
What is your Freq. Percent Cum.
Organizational
Level?
Low 22 44.00 44.00
Middle 15 30.00 74.00
Top 13 26.00 100.00
Total 50 100.00
From Table 4.1 demographic data of Gender years, possibly as a result of the targeted cadre of
shows that, 32 respondents (64%) were male while 18 respondents with emphasis on Middle and Top-level
respondents (36%) were female. Implying most of the staff of the target institutions.
organizations had a predominantly male occupied From Table 4.3 demographic data of Marital
workplace as compared to their female counterparts. Status, shows that, 3 respondents (6%) are Divorcee, 16
From Table 4.2 demographic data of Age Grade respondents (32%) are Married while 31 respondents
shows that 6 respondents,12% were within the age (62%) are Single. This implies a higher percentage of
grade of 18-22 years, 8 respondents 16% were within Single workers which could also be as a result of the
the age grade of 23-27 years, 17 respondents 34% were targeted cadre of audience which constituted mostly
within the age grade of 28-32years, 16 respondent 32% senior staff of the institutions studied.
were within the age grade of 33-37years while 3 From Table 4.4 demographic data of
respondents 6% are 38 years and above. This implies a Educational Level, shows that, 22 respondents (44%)
higher percentage of the workers fall within 28 to 37 are at the top level of the management cadre, 15
2021 EPRA EBMS | www.eprajournals.com Journal DOI URL: https://doi.org/10.36713/epra1013
49Journal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
respondents (30%) are at the middle level of the TEST OF HYPOTHESIS
management cadre while, 13 respondent (26%) are of Decision Rule
the low level management. This implies a higher Test of Significance
percentage of top-level workers which could also be as H0 = There is no significant relationship, HA = There
a result of the targeted cadre of audience which is a significant relationship
constituted mostly senior staff of the institutions If P-value > 0.05 accept the Null and reject the
studied. alternative, otherwise reject null and accept the
alternative if P-value < 0.05.
Table 4.5 Correlation Matrix
Variables (1) (2) (3) (4) (5)
(1) leadership 1.000
50
-
(2) volatility 0.472 1.000
50 50
0.005 -
(3) uncertainty 0.607 0.730 1.000
50 50 50
0.000 0.000 -
(4) complexity 0.544 0.638 0.725 1.000
50 50 50 50
0.000 0.000 0.000 -
(5) ambiguity 0.627 0.628 0.710 0.813 1.000
50 50 50 50 50
0.000 0.000 0.000 0.000 -
Spearman rho = 0.813
Table 4.6 Linear regression Leadership and Volatility
volatility Coef. St.Err. t-value p-value [95% Conf Interval] Sig
leadership .513 .136 3.78 0 .241 .786 ***
Constant 1.403 .4 3.50 .001 .597 2.208 ***
Mean dependent var 2.853 SD dependent var 0.921
R-squared 0.230 Number of obs 50.000
F-test 14.317 Prob > F 0.000
Akaike crit. (AIC) 123.636 Bayesian crit. (BIC) 127.460
*** pJournal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
Table 4.8 Linear regression Leadership and Complexity
complexity Coef. St.Err. t-value p-value [95% Interval] Sig
Conf
leadership .543 .118 4.61 0 .306 .781 ***
Constant 1.277 .348 3.67 .001 .577 1.977 ***
Mean dependent var 2.813 SD dependent var 0.844
R-squared 0.307 Number of obs 50.000
F-test 21.245 Prob > F 0.000
Akaike crit. (AIC) 109.629 Bayesian crit. (BIC) 113.453
*** pJournal DOI: 10.36713/epra1013|SJIF Impact Factor (2021): 7.473 ISSN: 2347-4378
EPRA International Journal of Economics, Business and Management Studies (EBMS)
Volume: 8 | Issue: 7| July 2021 -Peer-reviewed Journal
testing of the study findings quantitatively may allow 6. Coombs, T. W. (2007). Crisis management and
for generalization and the formulation of frameworks communications.
relevant for leader training and application. For 7. Cousins, B. (2018). Design thinking:
practice, it is important to train leaders on strategies Organizational learning in VUCA
they can use to enhance their VUCA-preparedness and environments. Academy of Strategic Management
for organizational resilience. The findings of this study Journal, 17(2), 1-18.
could provide an avenue for these trainings and 8. Eisenhardt, K., & Piezunka, H. (2011). Complexity
additionally offer guidance for new competency theory and corporate strategy. The SAGE handbook
requirements of complexity and management, 506-523.
9. Gulati, R. (2010). Reorganize for resilience:
Putting customers at the center of your business.
CONCLUTION
Harvard Business Press.
This study contributes to VUCA literature by
10. Hamel, G., & Valikangas, L. (2003). En busca de la
providing a Nigerian perspective on VUCA studies that
resiliencia.
is currently lacking, providing a management 11. Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall,
perspective on VUCA (Nandram, 2017), introducing M. L. (2011). Developing a capacity for
readiness as a necessary competence in VUCA and organizational resilience through strategic human
leadership discourse, and providing a hermeneutic resource management. Human resource
phenomenological study on VUCA (Choain & Malzy, management review, 21(3), 243-255.
2017). Closing existing research gaps enhances 12. Madni, A. M., & Jackson, S. (2009). Towards a
learning and opens new avenues for further research to conceptual framework for resilience
ensure a multiplicity of perspectives for researchers, engineering. IEEE Systems Journal, 3(2), 181-191.
leaders, and institutional consumption. The findings 13. Sheffi, Y. (2007). The resilient enterprise:
support positive social change by providing strategies overcoming vulnerability for competitive
for leaders to apply in VUCA environments to achieve advantage. Zone Books.
success thus preventing failure and reducing employee 14. Sheffi, Y. (2007). The resilient enterprise:
stress levels brought on by constant change and overcoming vulnerability for competitive
uncertainty. In a world where markets are constantly advantage. Zone Books.
changing in VUCA ways, leaders require to augment 15. Välikangas, L., Hoegl, M., & Gibbert, M. (2009).
their skills, mindsets, and daily strategies to ensure Why learning from failure isn’t easy (and what to
survival and longevity. Agility, resilience, recovery, do about it): Innovation trauma at Sun
stakeholder alliance, leadership, change orientation, Microsystems. European Management Journal,
lean thinking, and new competences were some of the 27(4), 225-233.
key findings in this study. 16. Vogus, T. J., & Sutcliffe, K. M. (2007, October).
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