Revitalizing Strategic Agility in a Turbulent Environment: A Conceptual Discourse

This paper conceptually examined revitalizing strategic agility in a turbulent environment. In the current turbulent and highly competitive environment of today, agility, that is the ability of organizations to quickly sense and respond to environmental changes, is an important determinant of organizational success. With the advancement of information technologies, company strategy focuses nowadays on sustainable competitive advantage, and gives importance to short-term advantages of flexibility and fast response. In the unpredictable and competitive world of today, organizations must have different competitive features to compete; otherwise, they will move towards annihilation. One of the capabilities that organizations need in the turbulent environments of today is agility. Strategic agility is the ability to continuously and adequately adjust and adapt in appropriate time the strategic direction in core business in relation to changing circumstances. Agility provides the organization with the possibility of quick response and compatibility with environment and allows the organization to improve its efficiency. The paper is largely conceptual in nature and adopts a desk research methodology in reviewing extant literature. This study concludes that firms operating in dynamic environments must realize the need for change and adaptation and thereby stimulate their in developing agility that can better respond to a dynamic environment.

The Purple Ocean: Revisiting the Blue Ocean Strategy

The turbulent environment, characterized by dramatic changes and chocks such as global crises and dissolution of many centrally planned economies during the last decades, has demonstrated that rigidity associated with strategic planning does not provide universal solutions.

Resilient Leadership. Qualitative Study on Factors Influencing Organizational Resilience and Adaptive Response to Adversity

Given the turbulent environment that govern­ments and citizens across the globe faced in the last two years (due to the COVID-19 pandemic), one concept seems to stand out as extremely valuable in this context: resilience. Resilience, understood as the capacity of a sys­tem to bounce back from adversity, becomes a key component in the equation of post-pandemic evo­lution and recovery. Resilient leadership is just one of the multiple derived applications of the general resilience concept, referring (in an institutional set­ting) to the capacity of leaders to turn out positive results despite adverse conditions. Based on quali­tative research consisting of 10 interviews conduct­ed with women leaders (from the private and non­profit sectors) during the last 18 months, our results show that governmental response (regulation and support) and financial pressures have been the ma­jor organizational challenges no matter the sector, while organizational dimension seems to have an influence on the capacity to adapt and respond to adversity. Gender does not seem to play a role in the response provided to the crisis.

The morphometric of lycopsid sporophylls and the evaluation of their dispersal potential: an example from the Upper Devonian of Zhejiang Province, China

Background Previous studies have discussed the special structural adaptations of Late Palaeozoic lycopsids, for example, the dispersal potential of reproductive organs. Based on materials from the Upper Devonian Wutong Formation in Changxing County, Zhejiang Province, China, we now analyze the morphometric and perform some calculation to evaluate the dispersal of sporophyll units of lycopsids. Results The fossil sporophyll units are divided into two types in view of obvious difference in shape and we name two new (form) species for them. We also analyze the falling process and give the calculation method of dispersal distance. Conclusions The fossil sporophyll units show relatively poor potential of wind dispersal compared with modern samaras, and show potential adaptation to the turbulent environment.

Employer Branding – A Human Resource Strategy for Companies in a Turbulent Environment Based on the Example of Northern Austria

Human capital is a precondition for regional development and influences, to a great extent, the value or worth of a region. Especially in a turbulent environment, human capital is a key factor to keep a region competitive and innovative. This paper addresses employer branding as a sustainable strategy for companies, located in the border region of Northern Austria, to manage their human resources. The region is characterized by mostly small and medium sized enterprises which increasingly face labour shortage because numerous residents commute to more urban areas. Hence, employer branding contributes to regional development by attracting and retaining qualified people who not only live in the region but are also willing to work there and invest their talent into the development of new and innovative products or services. An empirical study was conducted to gain insight into how precious human capital can be secured in order to reinforce regional development and encounter the labour shortage problem. Interesting information about employers’ and employees’ values was discovered. Based on the results, companies in the target region require an enhanced human resource strategy in order to be visible for potential employees and to retain existing employees. That is to say, companies that are noticeable and attractive have better chances to entice qualified people which, in turn, positively influences regional development, as people not only live but also work in the region and invest their potential. Talented people not only spur the innovative strength of a company but also determine the success of an organisation. New approaches towards managing human capital and their impact on the target region are presented in this paper.

Synergetic impacts of turbulence and fishing reduce ocean biomass

A universal scaling relationship exists between organism abundance and body size1,2. Within ocean habitats this relationship deviates from that generally observed in terrestrial systems2–4, where marine macro-fauna display steeper size-abundance scaling than expected. This is indicative of a fundamental shift in food-web organization, yet a conclusive mechanism for this pattern has remained elusive. We demonstrate that while fishing has partially contributed to the reduced abundance of larger organisms, a larger effect comes from ocean turbulence: the energetic cost of movement within a turbulent environment induces additional biomass losses among the nekton. These results identify turbulence as a novel mechanism governing the marine size-abundance distribution, highlighting the complex interplay of biophysical forces that must be considered alongside anthropogenic impacts in processes governing marine ecosystems.

A MANAGER AS A BASIS FOR THE DEVELOPMENT OF AN ORGANIZATION IN A TURBULENT ENVIRONMENT – THEORETICAL STUDY

The most important resource is the human resource, which is the basis of the organization's existence. As part of the human resource, from the point of view of the management process, a manager is distinguished, who is the person responsible for making decisions in the organization. The manager, together with his subordinates, develops the organization in the prescribed direction. The environment, manager and subordinates constitute an inseparable system of shaping the flexibility of an organization in a turbulent environment. The aim of the study is to present the manager's influence on the development of the organization in a turbulent environment. The study was based on a study of the literature on the subject and is theoretical in nature. This study may be useful not only for scientific considerations but also for the world of economic practice.