| Summary: | During the last ten years market volatility in the Middle East has increased significantly for several reasons. The political and economic instability resulting from wars, international sanctions, fluctuations in oil prices and exchange rate has resulted in a continually uncertain market environment. Multinational companies within the agribusiness industry have faced additional challenges for sustainable operations in the face of climate change. Such companies have sought management solutions that maintain stability within their operations despite the emergent challenges in this sector. The objective of the research is to cultivate actionable strategies for the improved management of the Middle East operations within one multinational agribusiness faced with a volatile market environment. The research draws upon a range of concepts within the academic literature that relate to management in conditions of market volatility: agility, flexibility, adaptability, responsiveness, and absorption. These concepts are used to inform my engagement with managers within a leading agribusiness multinational operating in the Middle East. The research methodology comprises a number of stages. Firstly, qualitative interviews were held with managers across a range of functions to both understand the current operation and to deliver the evidence for the development of actionable strategies for improving operational management. Secondly a thematic analysis of the interview data led to the generation of an actionable framework for effective management in response to market volatility. Finally, this model was “tested” with senior managers through engagement process to collaboratively generate actions that enhance management of volatility for the case studied organization. The actionable framework is meant to be holistic in its approach towards Middle East market management and addresses volatility across three key imperatives: (1) The organization to be market driven; (2) Management to develop strategies for the three distinct phases related to market penetration, responding to volatility and learning from volatile episodes; (3) Management to develop actions plans within three operational categories of “agile performance”, “optimized response” and “agile capability”. The prioritized action area concerned the development of hybrid management committee between functions and HQ/local. The timescale of this DBA research (cf full implementation of the actions) has not allowed an evaluation of this hybrid committee. The thesis concludes with reflections on both the implications for managers operating in comparable volatile environments, and the implications for my own professional practice.
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