https://ir.zou.ac.zw/files/original/6c2ff916eedf910c3e7d127473b2ee4f.pdf 7b49373c7ebac8e0d41ef80499fae425 Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Staff Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource KEY LEADERSHIP FACTORS CRITICAL TO SUSTAINABLE BUSINESS VIABILITY IN VOLATILE OPERATING ENVIRONMENTS: A CASE STUDY OF ECONET WIRELESS ZIMBABWE LIMITED (1998-2017) Creator An entity primarily responsible for making the resource DOUGLAS MBOWEN Description An account of the resource This study was conducted to appreciate, fully, what leadership factors drive business viability in volatile, unpredictable, complex and ambiguous (VUCA) environments with the broader focus being on establishing the key leadership themes and factors influencing business viability in an identified VUCA environment, namely Zimbabwe from 1998-2017. The study made use of interpretive phenomenology as its paradigm, and was premised on qualitative, single explorative and interpretive case study design and methodology. Data were generated by the researcher through interviews, focus group discussions, with participants having been purposively sampled. The analysis of the data made use of the modified Stevick-Colaizzi-Keen method as described by Moustakas (1994), which resulted in the emergence of seven central themes considered as essential ingredients for fostering resilience and viability for businesses operating in VUCA environments. Based on the findings and discussions thereof, the researcher then amended the “Attributional resilience model” by Gibson and Tarrant (2010) and proposed what he has termed the Leadership-Driven Resilience Model (LDRM), which theoretically proffers possibilities for business leaders to develop coping strategies in response to difficult business operating environments. Recommendations for future research enquiry, include the need to look at multiple case studies and be able to undertake comparisons on viability dynamics across different organisations in VUCA environments. Further recommendations are also directed towards governments to more effectively respond through policy so as to ease off pressures as well as threats that VUCA environments thrust upon businesses and for businesses operating in VUCA environments to consider viability factors established in the study and then incorporate them into their strategy and operational planning so as to guarantee survival as they navigate the difficult operating environments. Publisher An entity responsible for making the resource available ZIMBABWE OPEN UNIVERSITY Date A point or period of time associated with an event in the lifecycle of the resource 2018 business environment Business management business viability