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Export Reference (APA) 
Taskan, B., Caetano, A. & Junça Silva, A. (2022). Clarifying the conceptual map of VUCA: A systematic review. International Journal of Organizational Analysis. 30 (7), 196-217
Export Reference (IEEE) 
B. Taskan et al.,  "Clarifying the conceptual map of VUCA: A systematic review", in Int. Journal of Organizational Analysis, vol. 30, no. 7, pp. 196-217, 2022
Export BibTeX 
@article{taskan2022_1716029851242,
	author = "Taskan, B. and Caetano, A. and Junça Silva, A.",
	title = "Clarifying the conceptual map of VUCA: A systematic review",
	journal = "International Journal of Organizational Analysis",
	year = "2022",
	volume = "30",
	number = "7",
	doi = "10.1108/IJOA-02-2022-3136",
	pages = "196-217",
	url = "https://www.emerald.com/insight/publication/issn/1934-8835"
}
Export RIS 
TY  - JOUR
TI  - Clarifying the conceptual map of VUCA: A systematic review
T2  - International Journal of Organizational Analysis
VL  - 30
IS  - 7
AU  - Taskan, B.
AU  - Caetano, A.
AU  - Junça Silva, A.
PY  - 2022
SP  - 196-217
SN  - 1934-8835
DO  - 10.1108/IJOA-02-2022-3136
UR  - https://www.emerald.com/insight/publication/issn/1934-8835
AB  - Purpose – Over the last few decades, the environment for organisations has been frequently
described using the acronym VUCA: a volatile, uncertain, complex, and ambiguous environment.
Despite the popularity of this acronym, it is not unusual to find some overlap concerning the
meaning of those terms, as well as poor definitions of each in the literature. Consequently, the
main aim of this paper was to conduct a systematic literature review to obtain a conceptual map of
the components of VUCA and their relationships and to highlight some avenues for future
research.
Design/methodology/approach – We conducted a systematic review of various databases
between 1999 and 2021. A total of 833 papers were identified and 26 of them met the inclusion
criteria for the current study.
Findings – The subsequent analysis revealed several overlaps and relationships between the four
terms. Based on this analysis, we propose a conceptual map that could serve as a basis for future
research and practice.
Research limitations – Due to the exploratory nature of the study and the scarce number of
empirical studies, the impact that the use of the VUCA framework has had on businesses could
not be addressed.
Originality – By clarifying the different components of VUCA and specifying the relationships
between them with a comprehensive conceptual map, this paper may contribute to more rigorous
empirical research, as well as help managers and executives more effectively deal with turbulent
environments.
ER  -