Organizational Strategies in Turbulent Environments: A Meta-Synthesis Study

Document Type : Research Paper

Authors

1 Associate Prof., Faculty of Psychology and Education Sciences, University of Tehran, Tehran, Iran.

2 MSc. Student Educational Management, Department of Educational management and planning, University of Tehran, Tehran, Iran.

10.22059/jibm.2024.375005.4774

Abstract

Objective
Environmental turbulence is now a defining characteristic of the organizational landscape in the twenty-first century, presenting numerous challenges for modern organizations. This research aims to identify and develop a comprehensive model of organizational strategies tailored to navigating turbulent environments.
 
Methodology
This study employs a qualitative approach using meta-synthesis. Specifically, it follows Sandelowski and Barroso’s (2007) seven-step method, which includes identifying the research question, conducting a systematic literature review, searching and selecting scientific documents, extracting relevant information, analyzing and synthesizing qualitative findings, ensuring quality control, and presenting the findings. The body of research consists of all scientific documents published over the past 20 years—936 in total—sourced from eight international and two domestic databases. After screening titles, research methodologies, and findings, 23 documents were selected for analysis. Thematic analysis was used to evaluate the findings, with rigorous quality control measures in place. To enhance reliability, the research process was thoroughly documented, expert feedback was incorporated, and the Critical Appraisal Skills Programme (CASP) tool was employed to assess the validity of the selected studies.
 
 
Findings
An analysis of the literature on organizational strategies in turbulent environments reveals that, despite extensive research, most studies have focused on specific aspects of environmental turbulence. Each presents a set of strategies but falls short of offering a comprehensive model of organizational strategies for navigating such conditions. The proposed research model consists of nine main components and 64 sub-components. According to the findings, the key strategic approaches include: 1) Risk-taking strategies, Organizational risk management; fostering a culture of risk-taking; identifying, monitoring, and leveraging opportunities and risks; encouraging trial and error; predicting uncertainty; addressing geopolitical risks and trade dynamics; understanding and assessing changes in intensity and scope. 2)Knowledge management and organizational learning strategies Updating, codifying, and sharing knowledge; continuously scanning turbulent environments; learning from experience; leveraging collective wisdom; creating opportunities for knowledge growth; developing networks for sharing insights with competitors; documenting knowledge; enhancing organizational learning; fostering a culture of idea generation and exchange; promoting a culture of learning; expanding networks for information access. 3) Foresight strategy: Visioning; scenario planning; strategic decision-making; forecasting and anticipation; procurement, integration, and restructuring of internal and external resources and capabilities. 4) Communication and networking strategy: Team building; strategic collaborations; open and continuous communication; fostering a culture of participation and interaction; encouraging openness and trust. 5)Human capital empowerment strategy: Investing in individual development and improvement; cultivating an environment of honesty and respect; implementing self-development programs; inspiring and motivating employees; aligning individuals with new strategic orientations; instilling a commitment to continuous improvement; increasing autonomy. 6) Ethical strategy: Strengthening social responsibility; customer-centric approaches; ethical decision-making; fostering accountability and commitment; promoting global and holistic thinking. 7)Transformation strategy: Enhancing readiness and adaptability; fostering a culture of change; paradigm shifts; developing dynamic capabilities; transformational leadership; evolving business models; shaping external environments; structural dynamism; encouraging creativity and innovation; establishing research and development centers. 8)Resilience and agility strategy: Flexibility, adaptability, cultivating agility, rapid decision-making and execution, strengthening organizational resilience and sustainability; flattening organizational structures, decentralization, also restructuring and reshaping organizational frameworks. 9) Technological strategy: Utilizing technology to enhance organizational agility and responsiveness; facilitating communication and collaboration; leveraging technology for data collection and analysis; supporting rapid, informed decision-making; renewing and adapting technological systems.
 
Conclusion
By identifying key organizational strategies for navigating turbulent environments and presenting a unified model, organizations can achieve sustainable and effective performance amid uncertainty. Furthermore, this framework lays the foundation for the continued development and refinement of these strategies to adapt and thrive in dynamic conditions.

Keywords

Main Subjects

References

 
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Journal of Business Management
Volume 17, Issue 2
2025
Pages 454-480

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