Integrating ESG and Organisational Resilience through System Theory: the ESGOR matrix
This paper aims to develop a conceptual framework that jointly considers Environmental, Social and Governance (ESG) factors and organisational resilience (OR) components to ameliorate organisations’ understanding of sustainability’s overall requirements and related decision-making processes.
Organisational Resilience Building in Small and Micro Enterprises under the VUCA Environment
Small and micro enterprises (SMEs) encounter big blows while operating in VUCA (Volatility, Uncertainty, Complexity, Ambiguity) environment as a result of their resource constrains and external dependencies. This study build a conceptual model that links organized performance to the elements of external environmental factors, internal resources, resilience capabilities, and the contribution of resilience building to SMEs. From systematically reviewing literature on VUCA and organisational resilience theories, the model specifies the pathways of how SMEs adapt and thrive in continuously changing (VUCA) conditions.
Strategies for Resilience in a Dynamic World: from VUCA to BANI
This paper delves into the evolving landscape of business resilience, examining five conceptual frameworks shaping strategies for success in an era of unprecedented uncertainty. The concepts of SPOD-world, VUCA-world, BANI-world, RUPT-world, and TUNA-world are scrutinized to provide a comprehensive understanding of the challenges and opportunities they present.
The Key Administrative Competencies of Managers Required for Company Development in the Bani World
When describing the state of the modern world, we can name it “marginal”, i.e. the one where there are hardly any orientations, with organizations having to face barriers in the business processes, which makes them constantly revise the strategies, methods or approaches to the achievement of their goal. It was in 2016 that Jamais Cascio, a futurologist and a researcher from the Institute of Future, brought forward a new conception being in perfect conformity with the present-day situation, dominated by the pandemic provoked by COVID-19, political imbalances, resource deficit, climatic disasters and the war that keeps us in tension. The new term that he proposed to use consisted of the abbreviations, i. e. BANI (brittle, anxious, nonlinear, incomprehensible world without a clear structure).
Transformation of Values of the High Technology Projects from a VUCA to a BANI Environment Model
The article is dedicated to the study of impact of a BANI-world conditions to implementation of the high technology industrial projects and in particular of the nuclear industry projects. The purpose of the article is to analyze tendencies of changes of different factors related to the high technology nuclear project implementation against the changing conditions of the environment. The object is the project management methodologies in the BANI environment.
Resilience is Not Optional: Why Talent Retention Risk is the New Battleground for Strategic Leaders
The article explores talent retention risk within VUCA and BANI environments, highlighting how volatility, anxiety, and non-linearity amplify employee attrition threats. It provides risk professionals with advanced frameworks, analytics, and strategies to integrate retention risk into enterprise risk management, ensuring organisational resilience and sustainable human capital in turbulent times.