Organizational strategies in turbulent environment (A Meta-Synthesis study)

Objective

The environmental turbulence, as a prominent feature of the organizational environment in the twenty-first century, has created numerous challenges for organizations in the current world. Therefore, the present research has been conducted with the aim of identifying and presenting model of organizational strategies in turbulent environments.

Methodology

This study has been conducted with a qualitative approach and a meta-synthesis method. To this end, the seven-step Sandelowski and Barroso method (2007), including the steps of identifying research question, systematic literature review, search and selection of scientific documents, extraction of article information, analyzing and synthesizing of qualitative findings, quality control, and presentation of findings, has been used. Accordingly, all scientific documents found in the last 20 years, totaling 936 scientific documents found in 8 foreign and 2 domestic databases, constitute the present research community. Finally, 23 scientific documents were selected and analyzed after reviewing their titles, research methods, and findings. The analysis of the findings was performed using thematic analysis, and to control the quality of the research, the analysis and review of documents were meticulously documented along with the documentation of the stages, and expert feedback was also used in the research steps. Additionally, the Critical Appraisal Skills Programme (CASP) tool was used to control the quality of selected scientific documents to ensure the quality of their findings.

Findings

Investigating the literature on organizational strategies in turbulent environments shows that despite the research conducted in this area, each study has focused on one aspect of environmental turbulence, presenting a number of strategies and has not provided a comprehensive model of organizational strategies in turbulent environments. The proposed research model consists of 9 main components and 64 sub-components. According to the findings, risk-taking strategies (organizational risk management; fostering a culture of risk-taking; identifying, monitoring, and leveraging existing opportunities and risks; encouraging trial and error; predicting uncertainty; attention to geopolitical risks and trade dynamics, understanding and evaluating changes (intensity and scope of impact)) strategies for knowledge management and organizational learning (updating, codifying, and sharing knowledge; continuous scanning of the turbulent environment; learning from experiences; benefiting from collective wisdom; creating opportunities for knowledge growth; creating networks for sharing experiences with competitors; knowledge documentation; improving organizational learning; fostering a culture of creating and sharing ideas; fostering a culture of learning; developing networks for access to information), foresight strategy (visioning; scenario planning; programming; strategic decision-making; prediction and foresight; procurement, integration, and restructuring of internal and external resources/capabilities), communication and networking strategy (team building; strategic collaboration; open and continuous communication; fostering a culture of participation and interaction; fostering a culture of openness and trust), human capital empowerment strategy (investment in the development and improvement of individuals; creating an atmosphere of honesty and respect; launching self-development programs; inspiration and motivation; aligning individuals towards new strategic orientations; fostering a culture of commitment to continuous improvement; increasing employees' autonomy), ethical strategy (enhancing social responsibility; customer orientation; ethical decision-making; fostering a culture of responsiveness and commitment; fostering global and holistic thinking), The transformation strategy (readiness and capacity for change; fostering a culture of adaptability; paradigm shift; creating dynamic capabilities; transformational leadership; business models; shaping the external environment; structural dynamism; fostering creativity and innovation; establishing research and development centers), resilience and agility strategy (flexibility; adaptability; fostering a culture of agility; quick decision-making and action; organizational resilience and sustainability; creating a flat organizational structure; decentralization; deconstruction, restructuring, and shaping new structures) as well as the technological strategy (using technology to increase agility and responsiveness of the organization; using technology to facilitate communications and collaboration; using technology for data collection and analysis; using technology for rapid informed decision-making; renewing and adapting technologies) have been introduced as organizational strategies in turbulent environments.

Conclusion

By identifying organizational strategies in turbulent environments and presenting a unified model, organizations will be able to achieve sustainable and effective performance in turbulent environments; they can also provide the groundwork for the development of these strategies.