How Can Enterprises Respond to the VUCA Environ-ment?An Organizational Learning Perspective
In the volatile,uncertain,complex and ambiguous(VUCA)environment characterized by high turbulence and uncertainty,or-ganizational resilience has become increasingly vital for corporate survival and development.Using a longitudinal single case study of SANY Group,the 3rd largest heavy equipment manufacturer in the world,this research reveals how enterprises can cultivate organiza-tional resilience to address VUCA challenges by promoting organi-zational learning and a learning culture,thereby turning crises into opportunities.The study summarizes two complementary pathways for improving organizational resilience under VUCA:the external learning pathway centered on"cross-boundary learning"and the internal learning pathway focused on the"knowledge platform"."Cross-boundary learning"means that instead of merely bench-marking peers,enterprises proactively identify and internalize advanced concepts and management lessons across industries based on external changes and corporate needs.The"knowledge platform"refers to the standardization,systematization and flexible applica-tion of internal knowledge,along with establishing a flat knowledge transfer system beyond daily management hierarchies.The inter-play between external and internal learning forms a virtuous cycle of learning outcomes and capabilities.This paper contributes to the literature by revealing two complementary pathways towards build-ing organizational resilience,both of which are seldom studied in the literature.Furthermore,it provides insights into the mechanisms through which organizational resilience is strengthened and offers significant managerial implications for enterprises operating within a VUCA environment.
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