Managing the VUCA environment: The dynamic role of organizational learning and strategic agility in B2B versus B2C firms

Amid the pandemic, recession, and geopolitical risks from the Russia-Ukraine war, firms must become agile, adapt quickly, and reconfigure resources to sustain competitiveness. In a volatile, uncertain, complex, and ambiguous (VUCA) environment, leaders face increasing challenges in managing operations while responding to external changes. This study explores the organizational context and learning processes that support strategic agility in 28 B2B and B2C UK businesses. Using the Market Intelligence Accumulation and Transfer Model (MIATM) 3.0, it identifies organizational contexts that facilitate or hinder learning and development of strategic agility as a dynamic capability (DC). The findings highlight that capability renewal through vigilant learning requires aligned leadership and an empowering culture, enabling employees to act as learning agents. This study contributes to strategy-as-practice (SAP) research, offering guidance on fostering organizational learning and agility by uncovering context, practices, and praxis, with broader policy implications. Additionally, the MIATM model reveals the dynamic learning processes and the critical role of context in linking micro and macro learning for strategic agility. • This study reveals how dynamic capabilities foster strategic agility via vigilant learning in B2B vs. B2C firms in VUCA contexts. • The MIATM 3.0 model identifies organizational contexts that support or block learning and evolution across industries. • Evidence shows B2B firms in ICT/KIBS sectors excel in agility through continuous learning compared to traditional B2C firms. • This research advances dynamic capabilities and SAP theories by linking context and learning to strategic agility outcomes. • Practical insights emphasize cultivating a learning culture, empowering decentralized decision-making, and enhancing leadership and employees’ adaptability in volatile markets.