Phenomenological Study of Senior Executive Experiences in Navigating Strategic Ambiguity in VUCA Environments
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Abstract
Strategic decision-making in the VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) environment has become a central challenge for executives, yet little is known about how they experience and navigate ambiguity in real-world contexts. Existing research often focuses on rational, external factors of decision-making, neglecting the subjective experiences of leaders facing uncertainty. This study addresses the gap by exploring how executives interpret and manage strategic ambiguity in VUCA environments. We conducted in-depth interviews with seven senior executives from diverse industries, including technology, finance, and manufacturing. Using a phenomenological approach, this study investigates the cognitive, emotional, and social processes that shape their sensemaking of ambiguity. The research revealed three primary themes: (1) embracing uncertainty as a strategic constant, (2) engaging in collective sensemaking, and (3) navigating emotional tensions related to responsibility. These findings highlight the complexity of decision-making in uncertain contexts and suggest that ambiguity is not a temporary obstacle but a permanent feature of strategic leadership. The study contributes to our understanding of leadership in VUCA environments and emphasizes the need for further exploration of emotional and cognitive aspects in decision-making processes.
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