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Journal articles on the topic 'Agilists'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Hernády, Balázs. "Az agilitás szerepe a biztosítási szektorban." Biztosítás és Kockázat 7, no. 3-4 (2020): 50–75. http://dx.doi.org/10.18530/bk.2020.3-4.50.

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A világ átalakulóban van, és ehhez új kihívások és követelmények is tartoz-nak. Az egyik ilyen követelmény az agilis működésre vonatkozik, amely az elmúlt években egyre több vállalatnál került a figyelem középpontjába, egy teljesen új szemléletmódot beemelve a menedzsmentek mindennapjaiba. Kutatásunkban azt vizsgáljuk, mi is az agilitás, milyen értelmezései, rétegei vannak, és milyenné kell nekünk személyesen és szervezeti szinten válnunk, ha agilisak szeretnénk lenni. Nem gondoljuk, hogy az agilitásra valaha is születhet olyan leírás, amelyet követve egy szervezet könnyen és gyorsan agilissá válhat. Ez egy folyamat, amelyet mindenkinek magának kell végigjárnia. Azonban azt gondoljuk, hogy a biztosítási szektor előtt álló kihívások miatt a szektor résztvevőinek agilissá kell válniuk, amihez érdemes ismerni az agilitás témaköreit és alapelveit. Ezeket igyekszünk bemutatni e cikkben. Minden nagyobb szervezetnek ajánljuk, hogy ezeket az új megközelítéseket először kis csapatban próbálják ki, saját jó megoldásaikat kikísérletezve, majd utána ennek tanulságait levonva menjenek tovább az agilitás útján, és változtassák meg a teljes szervezet működését.

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2

Fauroni, R. Lukman, and Mujahid Quraisy. "Pesantren Agility in Community Economic Development." Muqtasid: Jurnal Ekonomi dan Perbankan Syariah 10, no. 2 (December 1, 2019): 155–68. http://dx.doi.org/10.18326/muqtasid.v10i2.155-168.

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Abstract This study aims to elaborate on the pesantren agility viewed from the aspects of sources and its implementation in the community economic development. The research uses the case study method. The research finds that pesantren agility is sourced from the traditional intellectual pesantren, the implemented integration of Islamic teaching and values in social-economic fields. Pesantren agility is the epicenter for the strength of socioeconomic functions, particularly the development of the community’s economy through the transformation and expansion of pesantren institutional services. The pesantren agility has been applied in community economic development according to the economic needs.AbstrakKajian ini bertujuan mengelaborasi agilitas pesantren dari aspek sumber dan implementasinya dalam pengembangan ekonomi komunitas. Metode penelitian menggunakan studi kasus. Ditemukan agilitas pesantren bersumber dari modal intelektual tradisi pesantren dan implementasi integrasi ajaran agama Islam dalam bidang sosial ekonomi. Agilitas pesantren merupakan episentrum bagi kekuatan fungsi sosial ekonomi khususnya dalam pengembangan ekonomi komunitas melalui transformasi perluasan fungsi kelembagaan pesantren. Agilitas pesantren diaplikasikan dalam pemberdayaan ekonomi komunitas sesuai kebutuhan dasar ekonominya.

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3

Latt, Zaw K., San S. Yu, Ei P. Kyaw, Tin M. Lynn, May T. Nwe, Wai W. Mon, and Kyaw N. Aye. "Using Cellulolytic Nitrogen Fixing Bacterium, Azomonas agilis for Effective Degradation of Agricultural Residues." Open Microbiology Journal 12, no. 1 (May 31, 2018): 154–62. http://dx.doi.org/10.2174/1874285801812010154.

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Introduction:Azomonas agilis, a nitrogen-fixing bacterium, was isolated from rhizospheric soil in central Myanmar.Methods & Materials:The nitrogen-fixing activity of this bacterium was detected by plate screening method using glucose nitrogen free mineral medium and ammonium test-kit Cellulolytic activity was screened by plat assay and detected by Dinitrosalicyclic acid method (DNS).Results & Discussion:The isolatedA. agilisgrew in media containing 3-12% of NaCl, although the growth became poor when NaCl concentrations increased. Among various carbon sources, sucrose was the best source for ammonium accumulation of this bacterium, whereas arabinose was not the suitable carbon source. Although the nitrogen-fixing activity ofA. agiliswas highest after one week incubation, cellulase enzyme production was highest after 2-3 days of incubation. It was observed that cellulase enzyme activity ofA. agilisfor cellulose and sodium carboxymethyl cellulose (CMC) was almost the same. Three agricultural wastes were used to detect the cellulase enzyme activity ofA. agilis, cellulase activity was better on filter paper as a substrate when compared to rice-straw and sawdust.Conclusion:So, the isolatedA. agilishas high potential as an effective bacterial strain to use in sustainable agriculture and degradation of some agricultural residues.

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4

Permana, Erwin, Margo Purnomo, Rukun Santoso, and Syamsurizal Syamsurizal. "PENGARUH AGILITAS STRATEGIS TERHADAP SUSTAINABILITY COMPETITIVE ADVANTAGE MELALUI AKSI KOMPETITIF BISNIS SICEPAT EXPRESS." AdBispreneur 6, no. 1 (June 28, 2021): 79. http://dx.doi.org/10.24198/adbispreneur.v6i1.32584.

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The Covid-19 pandemic has suppressed almost all business and economic sectors. However, the Sicepat Courier service business actually shows a competitive advantage over other business organizations. This study aims to analyze how strategic agility is able to form a sustainable competitive advantage through the competitive action of Sicepat's courier services. The sampling technique used purposive sampling. The research respondents were 63 middle managers of Sicepat Express. The analysis technique uses the Structural Equation Model (SEM) with SmartPLS. This study proves that competitive actions by companies increase strategic agility in forming a sustainable competitive advantage. This study contributes to strengthening the view that strategic steps cannot be separated from competitive action to form competitive advantage. The results of this study recommend the Sicepat courier service company to constantly increase its competitive action. In the future, research is needed that involves a more detailed competitive action construct with a wider coverage of respondents so that the results of this study become a more established concept. Pandemik Covid-19 menekan hampir seluruh sektor bisnis dan ekonomi. Namun bisnis jasa kurir Sicepat justru menunjukkan keunggulan bersaing dibanding organisasi bisnis yang lain. Penelitian ini bertujuan untuk menganalisis bagaimana agilitas strategis mampu membentuk sustainabilitas competitive advantage melalui aksi kompetitif jasa kurir Sicepat. Teknik sampling menggunakan purposive sampling. Responden penelitian adalah middle managers Sicepat Express sebanyak 63 orang. Teknik analisis menggunakan Structural Equation Model (SEM) with SmartPLS. Penelitian ini membuktikan bahwa aksi – aksi kompetitif yang dilakukan perusahaan meningkatkan agilitas strategis dalam membentuk sustainabilitas keunggulan bersaing. Penelitian ini memberikan kontribusi untuk memperkuat pandangan bahwa langkah strategis tidak dapat dipisahkan dengan aksi kompetitif untuk membentuk keunggulan bersaing. Hasil penelitian ini merekomendasikan kepada perusahaan jasa kurir Sicepat untuk senantiasa meningkatkan aksi kompetitifnya. Kedepan diperlukan penelitian yang melibatkan konstruk aksi kompetitif yang lebih detail dengan cakupan responden yang lebih luas sehingga hasil penelitian ini menjadi sebuah konsep yang lebih mapan.

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5

Hendriyani, Chandra, and Sam un Jaja Raharja. "STRATEGI AGILITAS BISNIS PEER-TO-PEER LENDING STARTUP FINTECH DI ERA KEUANGAN DIGITAL DI INDONESIA." AdBispreneur 4, no. 1 (June 10, 2019): 19. http://dx.doi.org/10.24198/adbispreneur.v4i1.20595.

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Technological developments have encouraged financial technology literacy where Fintech startups came into the world of peer to peer lending to bridge the gap between conventional banking and those who cannot get capital from banks. The technology allows the process of financial facilitation to become more convenient, faster, and more cost-efficient. Fintech has a big opportunity in Indonesia and the government has protected customers by the regulation of Authority of Financial Services Number 77/POJK.01/2016 Indonesian Fintech about money lending services based on information technology. This study is intended to illustrate a strategy business agility in financial technology companies that perform peer-to-peer lending. The method used in this study was qualitative research with descriptive approach. The data collection technique applied is literature study. The results show that P2P lending companies have already performed a strategy business agility to grab customers in the era of digital financial in Indonesia by using platform technology that they have made which is a simple application for gaining competitive advantages.Perkembangan teknologi telah mendorong percepatan teknologi keuangan di mana startup Fintech peer to peer lending muncul untuk mengambil peluang pasar konsumen yang tidak bisa mendapatkan modal dari bank konvensional. Teknologi yang diterapkan membuat fasilitas keuangan menjadi lebih nyaman, cepat dan lebih hemat biaya. Fintech memiliki peluang besar di Indonesia dan pemerintah telah melindungi pelanggan dengan peraturan Otoritas Jasa Keuangan Nomor 77 / POJK.01 / 2016 Fintech Indonesia tentang layanan peminjaman uang berbasis teknologi informasi. Penelitian ini dimaksudkan untuk menggambarkan strategi agilitas bisnis di perusahaan teknologi keuangan yang melakukan peer to peer lending. Metode yang digunakan dalam penelitian ini adalah penelitian kualitatif dengan pendekatan deskriptif. Teknik pengumpulan data yang digunakan adalah studi literatur. Hasil penelitian menunjukkan bahwa perusahaan peer to peer lending telah melakukan strategi agilitas bisnis untuk meraih pelanggan di era keuangan digital di Indonesia dengan menggunakan platform teknologi dan membuat aplikasi sederhana untuk mendapatkan keunggulan kompetitif.

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6

Joiner, Bill. "Leadership Agility for Organizational Agility." Journal of Creating Value 5, no. 2 (September 13, 2019): 139–49. http://dx.doi.org/10.1177/2394964319868321.

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Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This article highlights the central role that leadership agility plays in creating agile organizations, and it presents a framework for understanding and developing leadership agility.

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7

Skyrius, Rimvydas, and Justina Valentukevičė. "Business Intelligence Agility, Informing Agility and Organizational Agility: Research Agenda." Informacijos mokslai 90 (December 28, 2020): 8–25. http://dx.doi.org/10.15388/im.2020.90.47.

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In assuring organizational agility, informing activities play a key role by sensing the environment for important changes. A special part has to be assigned to business intelligence (BI) activities, since their exact task is to monitor the environment and detect important issues to provide ground for well-informed responses. In turbulent business environment, BI function has to adjust dynamically to maintain the quality of produced insights. A survey on published research has shown that many sources stress the importance of agile BI on organizational agility in general. However, the importance of managerial and especially cultural factors for the role of informing in building up agility competencies is under-researched. The technology factors of agile informing that create preconditions for organizational agility are much better researched and evaluated than their human and managerial counterparts. There appears to be a need for consistent research approach in favor of the less researched human and managerial factors. The goal of this paper is to define research framework by addressing agility issues at three levels: organizational, information and BI agility. This framework is going to serve as a foundation for planned research on the factors of BI agility.

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8

Clark, Kathryn. "Agility." BSAVA Companion 2017, no. 10 (October 1, 2017): 12–14. http://dx.doi.org/10.22233/20412495.1017.12.

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9

David, Julie Smith, William E. McCarthy, and Brian S. Sommer. "Agility---." Communications of the ACM 46, no. 5 (May 2003): 65–69. http://dx.doi.org/10.1145/769800.769803.

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10

Hruschka, Peter. "Agility." Informatik-Spektrum 26, no. 6 (December 1, 2003): 397–401. http://dx.doi.org/10.1007/s00287-003-0342-0.

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11

Varghese, Ranjana Mary, and Reuben Thomas Bini. "Workforce Agility- the Holy Grail." International Academic Journal of Business Management 06, no. 01 (June 14, 2019): 152–58. http://dx.doi.org/10.9756/iajbm/v6i1/1910017.

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12

Rauschenbach, Jim, and Angie Balakshin. "Agility Ladders." Strategies 10, no. 5 (May 1997): 5–7. http://dx.doi.org/10.1080/08924562.1997.10591270.

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13

McManus, J. "Team agility." Computer Bulletin 45, no. 5 (September 1, 2003): 26–27. http://dx.doi.org/10.1093/combul/45.5.26.

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14

Spinellis, Diomidis. "Agility Drivers." IEEE Software 28, no. 4 (July 2011): 96. http://dx.doi.org/10.1109/ms.2011.72.

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15

Lourandakis, Errikos, Robert Weigel, Henning Mextorf, and Reinhard Knoechel. "Circuit Agility." IEEE Microwave Magazine 13, no. 1 (January 2012): 111–21. http://dx.doi.org/10.1109/mmm.2011.2173987.

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16

Harraf, Abe, Isaac Wanasika, Kaylynn Tate, and Kaitlyn Talbott. "Organizational Agility." Journal of Applied Business Research (JABR) 31, no. 2 (March 3, 2015): 675. http://dx.doi.org/10.19030/jabr.v31i2.9160.

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<p>The current competitive environment is characterized by high-intensity rivalry in a dynamic and uncertain environment. The ability to respond swiftly and effectively to these changes is a necessity that separates successful organizations from those that flounder. This paper reviews the concept of organizational agility by exploring the current understanding of the concept, relevant literature and a conceptual framework. Potential avenues for further research are explored.</p>

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17

Paul, Darren J., and Richard Akenhead. "Agility Training." Strength and Conditioning Journal 40, no. 1 (February 2018): 98–105. http://dx.doi.org/10.1519/ssc.0000000000000361.

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18

Boehm, Barry, and Dan Ingold. "Quantifying Agility." INSIGHT 17, no. 2 (July 2014): 13–17. http://dx.doi.org/10.1002/inst.201417213.

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Snyder, Kara A., and Barbara B. Brewer. "Workforce agility." Nursing Management (Springhouse) 50, no. 8 (August 2019): 46–50. http://dx.doi.org/10.1097/01.numa.0000575324.93453.5f.

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20

STERLING, J. "Organizational Agility." Journal of the Association for Laboratory Automation 13, no. 6 (December 2008): A12. http://dx.doi.org/10.1016/j.jala.2008.09.002.

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21

Baskerville, Richard, Jan Pries-Heje, and Sabine Madsen. "Post-agility: What follows a decade of agility?" Information and Software Technology 53, no. 5 (May 2011): 543–55. http://dx.doi.org/10.1016/j.infsof.2010.10.010.

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22

Korbee, A. C. "Physical Agility Testing als reïntegratie-instrumentFysieke arbeidsbelastbaarheidPhysical Agility TestingReïntegratie." Tijdschrift voor Bedrijfs- en Verzekeringsgeneeskunde 8, no. 7 (July 2000): 29. http://dx.doi.org/10.1007/bf03073611.

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23

Regie Santoso and Tirza Z. Tamin. "Agility Score of Junior Soccer Athletes in Jakarta." Journal Of The Indonesian Medical Association 71, no. 3 (July 23, 2021): 141–45. http://dx.doi.org/10.47830/jinma-vol.71.3-2021-368.

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Introduction: Agility score is important in setting the rehabilitation’s goal of injured athlete. More agility requirement needs more rehabilitation effort. The aim of this study is to measure the agility score of junior soccer athletes in Jakarta and compare the agility score based on athlete’s playing positions. Methods: Agility score of 65 junior athletes measured using T-Agility test. Subjects categorized based on playing positions which are defender, midfielder and forward. Mean agility score of each group was then compared. Data analyzed using descriptive analysis and one-way annova. Results: The mean agility score is 10.89 ± 0.47 seconds. The mean agility score in defender is 11.02 ± 0.51, midfielder 10.79 ± 0.41 and forward 10.73 ± 0.47. No significance statistical difference between the three groups (p=0,70). Conclusion: Agility score of junior soccer athletes in Jakarta using the T-Agility test is 10.89 ± 0.47 seconds and may illustrate the risk of sport injury. The forward soccer player has higher agility score compared to the midfielder and defender.

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24

Zbikowski, RafaŁ. "Red admiral agility." Nature 420, no. 6916 (December 2002): 615–17. http://dx.doi.org/10.1038/420615a.

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25

Doz, Yves L., and Mikko Kosonen. "Embedding Strategic Agility." Long Range Planning 43, no. 2-3 (April 2010): 370–82. http://dx.doi.org/10.1016/j.lrp.2009.07.006.

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26

Sarkis, Joseph. "Benchmarking for agility." Benchmarking: An International Journal 8, no. 2 (May 2001): 88–107. http://dx.doi.org/10.1108/14635770110389816.

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27

Andrade, Luı́s Filipe, and José Luiz Fiadeiro. "Agility through coordination." Information Systems 27, no. 6 (September 2002): 411–24. http://dx.doi.org/10.1016/s0306-4379(02)00013-3.

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28

Erdogmus, Hakan. "Architecture Meets Agility." IEEE Software 26, no. 5 (September 2009): 2–4. http://dx.doi.org/10.1109/ms.2009.121.

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29

Holmes, Neville. "Agility and Respect." Computer 42, no. 7 (July 2009): 98–99. http://dx.doi.org/10.1109/mc.2009.208.

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30

Vinodh, S., G. Sundararaj, S. R. Devadasan, and D. Rajanayagam. "Quantification of agility." Journal of Engineering, Design and Technology 6, no. 1 (March 28, 2008): 48–64. http://dx.doi.org/10.1108/17260530810863334.

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31

Szymanski, David J., and Jay Dawes. "Speed/Agility Editorial." Strength and Conditioning Journal 40, no. 1 (February 2018): 1. http://dx.doi.org/10.1519/ssc.0000000000000365.

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32

Vienne, P., and P. Nothdurft. "OSG-Totalendoprothese Agility." Fuß & Sprunggelenk 2, no. 1 (January 2004): 17–28. http://dx.doi.org/10.1007/s10302-004-0061-0.

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33

Alvine, F. G., and S. F. Conti. "Die AGILITY-Sprunggelenkprothese." Der Orthopäde 35, no. 5 (May 2006): 521–26. http://dx.doi.org/10.1007/s00132-006-0939-5.

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34

Richardson, Mike. "AGILITY IS KING." Business Strategy Review 23, no. 2 (June 2012): 61–63. http://dx.doi.org/10.1111/j.1467-8616.2012.00848.x.

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35

Hoda, Rashina, Philippe Kruchten, James Noble, and Stuart Marshall. "Agility in context." ACM SIGPLAN Notices 45, no. 10 (October 17, 2010): 74–88. http://dx.doi.org/10.1145/1932682.1869467.

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36

Gould, P. "What is agility?" Manufacturing Engineer 76, no. 1 (February 1, 1997): 28–31. http://dx.doi.org/10.1049/me:19970113.

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37

DeVries, J. George, Ryan T. Scott, Gregory C. Berlet, Christopher F. Hyer, Thomas H. Lee, and James K. DeOrio. "Agility to INBONE." Clinics in Podiatric Medicine and Surgery 30, no. 1 (January 2013): 81–96. http://dx.doi.org/10.1016/j.cpm.2012.08.011.

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38

Mounier, Frédéric. "Fragilités, agilités et béances." Laennec 68, no. 3 (2020): 4. http://dx.doi.org/10.3917/lae.203.0004.

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39

Zanjirchi, Seyed Mahmoud, Negar Jalilian, and Ali Mirhoseini. "Risk-agility interactive model: a new look at agility drivers." Journal of Modelling in Management 12, no. 4 (November 6, 2017): 690–711. http://dx.doi.org/10.1108/jm2-01-2016-0007.

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Purpose According to the definitions presented for agility drivers, it can be mentioned that supply chain risk factors in terms of feature have very close roles to agility drivers and both of these factors impact the uncertainty in the environment. However, the risk factors with a wider domain are more comprehensive. This study aims to examine the effectiveness of risk as a driver on the organizational agility. Design/methodology/approach To conduct the research, after identification of influential risk factors of supply chain and indicators of organizational agility, questionnaires needed for the research were designed and after confirming their validity and reliability were distributed among the member of the sample. To assess the relationship between supply chain risk and the amount of organizational agility, data obtained from the questionnaires were analyzed using structural equation modeling technique. Findings The results of data analysis showed that supply chain risk factors could be considered as a driver affecting the organizational agility. In addition, in this study, supply chain risk factors were ranked using interpretive structural modeling. The presented comprehensive model indicated that based on causal relationships between risk factors, sovereign risk as the basis for model (three levels) and product and customer satisfaction risks as the output of the model (Level 1) were considered. Originality/value This paper fulfills an identified need to study how the risk factors as drivers of supply chain agility can have effect on agility.

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40

Kettunen, Petri. "Extending Software Project Agility with New Product Development Enterprise Agility." Software Process: Improvement and Practice 12, no. 6 (2007): 541–48. http://dx.doi.org/10.1002/spip.342.

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41

Russell, Dawn M., and David Swanson. "Transforming information into supply chain agility: an agility adaptation typology." International Journal of Logistics Management 30, no. 1 (February 11, 2019): 329–55. http://dx.doi.org/10.1108/ijlm-09-2017-0237.

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Purpose The purpose of this paper is to investigate the mediators that occupy the gap between information processing theory and supply chain agility. In today’s Mach speed business environment, managers often install new technology and expect an agile supply chain when they press<Enter>. This study reveals the naivety of such an approach, which has allowed new technology to be governed by old processes. Design/methodology/approach This work takes a qualitative approach to the dynamic conditions surrounding information processing and its connection to supply chain agility through the assessment of 60 exemplar cases. The situational conditions that have created the divide between information processing and supply chain agility are studied. Findings The agility adaptation typology (AAT) defining three types of adaptations and their mediating constructs is presented. Type 1: information processing, is generally an exercise in synchronization that can be used to support assimilation. Type 2: demand sensing, is where companies are able to incorporate real-time data into everyday processes to better understand demand and move toward a real-time environment. Type 3: supply chain agility, requires fundamentally new thinking in the areas of transformation, mindset and culture. Originality/value This work describes the reality of today’s struggle to achieve supply chain agility, providing guidelines and testable propositions, and at the same time, avoids “ivory tower prescriptions,” which exclude the real world details from the research process (Meredith, 1993). By including the messy real world details, while difficult to understand and explain, the authors are able to make strides in the AAT toward theory that explains and guides the manager’s everyday reality with all of its messy real world details.

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42

MENON, SHALINI. "Organizational Agility Assessment for Higher Education Institution." Journal of Research on the Lepidoptera 51, no. 1 (February 28, 2020): 561–73. http://dx.doi.org/10.36872/lepi/v51i1/301050.

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43

Paška, Ľ., N. Czaková, and F. Mokoš. "Development of agility in condition of school physical education." Studia Kinanthropologica 17, no. 3 (September 30, 2016): 369–78. http://dx.doi.org/10.32725/sk.2016.091.

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44

Jatmika, Devi, and Karentia Puspitasari. "LEARNING AGILITY PADA KARYAWAN GENERASI MILLENNIAL DI JAKARTA." Jurnal Muara Ilmu Sosial, Humaniora, dan Seni 3, no. 1 (April 7, 2019): 187. http://dx.doi.org/10.24912/jmishumsen.v3i1.3446.

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Globalisasi mengakibatkan perkembangan dunia ekonomi dan bisnis bergerak sangat cepat, dinamis dan terus berubah. Generasi millennial atau generasi Y merupakan generasi terbanyak saat ini dan menjadi aset bagi kemajuan perusahaan. Sehingga, untuk menghadapi tantangan perubahan ini generasi millennial memerlukan learning agility, yaitu kesediaan untuk belajar dan menerapkan hal yang telah dipelajari dalam situasi baru. Namun, generasi millennial dikenal sebagai generasi yang instan, cepat bosan, dan kurang tangguh. Tujuan dari penelitian ini adalah untuck mengetahui gambaran learning agiity pada generasi millennial di Jakarta. Metode penelitian yang digunakan adalah metode penelitian kuantitatif deskriptif. Kuesioner dibuat berdasarkan empat dimensi learning agility dari Choices Quetionnaire (Eichinger & Lombardo, 1997). Empat dimensi dari learning agility terdiri dari people agility, results agility, change agility, dan mental agility. Teknik sampling yang digunakan adalah convenience sampling. Jumlah sampel penelitian sebanyak 136 orang dengan kriteria usia generasi millennial, berusia 18- 37 tahun dan merupakan karyawan tetap di sebuah organisasi di Jakarta. Teknik analisa data deskriptif menggunakan perbandingan mean hipotetik dan mean empirik. Hasil penelitian menunjukkan learning agility karyawan generasi millennial berada pada kategori tinggi. Dari hasil penormaan setiap dimensi, diketahui keempat dimensi juga berada di kategori tinggi. Karyawan generasi millennial memiliki keinginan yang tinggi untuk belajar, fleksibel untuk menghadapi perubahan. Globalization promotes rapid, dynamic, and constantly changing development in the economic and business world. Being the current most prominent generation, the millennial generation, also known as generation Y serves as an asset for company development. Therefore, in order to overcome this challenge of change, the millennial generation requires learning agility, which i a willingness to learn and apply what has been learned in new situations. The work attitude of the millennial generation in overcoming change still requires investigation, that organizations can have better understanding of their employees. The purpose of this study was to determine the level of learning agility of millennial employees in Jakarta. The research method used was descriptive quantitative research. The research instrument was constructed based on four dimensions of learning agility, namely = people agility, results agility, change agility, and mental agility. The sampling technique used was convenience sampling. Participants of the study were 136 millenials who worked as full-time employees aged 18-37 years. Descriptive data analysis was conducted by comparing hypothetical mean and empirical mean, along with differential test with independent sample t-test and one-way ANOVA. Results show that the learning agility of millennial generation employees was considered high. The mean score of mental agility was the highest, followed by results agility, change agility and the lowest mean score was people agility. The differential test found no differences in learning agility based on age and gender.

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Nejatian, Majid, Mohammad Hossein Zarei, Ali Rajabzadeh, Adel Azar, and Ameneh Khadivar. "Paving the path toward strategic agility." Journal of Enterprise Information Management 32, no. 4 (July 3, 2019): 538–62. http://dx.doi.org/10.1108/jeim-10-2018-0233.

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Purpose For organizations competing in volatile environments, strategic agility is the key for sustaining in the market. It is essential for such organizations to identify the main agility indicators that contribute to their strategic core. The purpose of this paper is to propose and test a systematic methodology that identifies key agility indicators through prioritization and establishing the intra- and inter-relationships among them. Design/methodology/approach The methodology consists of four phases. Phase I forms a pool of agility key performance indicators (KPIs). Phase II categorizes and ranks the KPIs based on their importance and the gap that exists between their current and desired level. Using interpretive structural modeling, phase III establishes the intra-relationships among the KPIs as well as agility attributes, agility enablers and improvement paths, collectively referred to as agility indicators. Finally, phase IV analyzes the inter-relationships among agility indicators using three consecutive houses of quality. Findings To demonstrate the capability of the proposed methodology, it was applied to a dairy food company operating in a competitive environment. The application could address the shortcomings of previous agility methodologies and helped the company to assign resources to the right agility indicators with the highest influence on strategic agility. Research limitations/implications The methodology was applied to a single organization only. The application does not include long-term post-implementation observations and measurement of strategic agility. Practical implications Practitioners can benefit from the methodology to identify the right agility indicators of their organization and assign organizational resources for the improvement of such indicators. The methodology ensures selecting indicators that contribute to organization’s strategic agility, although ostensibly seem unrelated. Originality/value The paper contributes to the literature of strategic and organizational agility by proposing a systematic methodology that considers both intra- and inter-relationships among agility indicators. The methodology also makes a decent contribution in addressing organizational ambidexterity by analyzing mutually exclusive indicators pertaining to current and future opportunities for the organization.

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Linkevics, Gusts, and Uldis Sukovskis. "Evaluation of the Agility Level of the Organization." Applied Computer Systems 18, no. 1 (December 1, 2015): 21–26. http://dx.doi.org/10.1515/acss-2015-0015.

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Abstract Organizations and teams are switching to agile methodology more and more often. The problem lies in the fact that organizations and teams are not certain at which agility level they currently are and at which agility domains they fail. This research focuses on creating a new method and tool for evaluation of the agility level of the company. The proposed method is based on the agility model of the company with agility domains, subdomains and attributes. Expert evaluation of domains, subdomains and attributes is the core of this method. The result of this research is the agility assessment method and blueprint of the architecture for the agility evaluation tool.

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Abdelilah, Bouchra, Akram El Korchi, and Mohammed Amine Balambo. "Flexibility and agility: evolution and relationship." Journal of Manufacturing Technology Management 29, no. 7 (November 5, 2018): 1138–62. http://dx.doi.org/10.1108/jmtm-03-2018-0090.

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Purpose The purpose of this paper is to clarify the confusion between flexibility and agility. The paper traces the evolution of agility and the evolution of flexibility over time, analyses their drivers and different elements, draws the boundaries between them and defines their relationship. Design/methodology/approach A systematic literature review of flexibility and agility was developed. Papers written between 1920 and 2017 were reviewed and analyzed using a structured review technique. The identified papers focus on flexibility and agility, relating both to manufacturing and the supply chain. Findings Agility is the natural evolution of flexibility. Until the 1990s, the term “flexibility” was used to refer to agility, but, because of market changes, competitiveness and the need for speed, the term “agility” was coined. While flexibility is considered as an operational ability, agility is a strategic ability that enables a firm to establish a strategic long-term vision. In fact, flexibility is an agility capability, among other capabilities such as responsiveness or speed. There are also several types of flexibility that are used as agility sub-capabilities, or as agility enablers, which further confirms the idea that flexibility is a part of agility. Research limitations/implications This research is a systematic review of the existing literature on the concepts of flexibility and agility. Although it is theoretical, it could provide a set of hypotheses that would enable an empirical study to be conducted into how firms from different industries perceive flexibility and agility and how they implement each of them. Originality/value Flexibility and agility are two distinct characteristics that enable a firm to gain a competitive advantage by responding quickly and effectively to changing customer demand. However, there is confusion between these two concepts in the academic and professional literature, with both terms being used to refer to the same idea. Our literature review aims to draw the boundaries between flexibility and agility by analyzing the evolution of the two concepts and detailing their respective drivers and elements, in order to bring more clarity to the nature of the relationship between flexibility and agility.

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Horicka, Pavol, and Jaromir Simonek. "Age-related changes of reactive agility in football." Physical Activity Review 9, no. 1 (2021): 16–23. http://dx.doi.org/10.16926/par.2021.09.03.

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The purpose of this investigation is to determine age dynamism of reactive agility in young football players, thus specifying the impact of sport training on the level of reactive agility of players. 112 young male football players playing for the football club in Nitra, Slovakia volunteered to participate in the study. Another goal was to clarify the age dynamics of performances in the monitored groups of football players and to find out the mutual relationship between the two types of agility. Trends in sport performance and relationship of both kinds of agility were observed in 6 teams of different age categories (U11 up to U16). In order to fulfil the aim of the research two different motor tests for running agility (Illinois agility test) and reactive agility (Fitro Agility Check) were selected. For the realization of Fitro Agility Check test, a computer with the necessary hardware and software, and measuring device Fitro Agility Check were used. To evaluate the relationship between the observed variables (Illinois vs FAC), we used Spearman's correlation coefficient rs (-1 ≤ rs ≤ 1) to perform correlation analysis in SSPS statistical software. We used a significance level of 0.01. The results of this study provide evidence of stabilization of performance with the growing age of players at the level of both types of agility and a dynamic increase, especially after the age of 13. Low values of correlation coefficients (from r = - 0.570 to 0.503) indicate indifferent determinants in running and reactive agility. Since low causal-consequential relationship between reactive and running agility was found in the observed football teams, there is a necessity in the sports training to differentiate between specific means for the development of the so-called pre-planned and reactive agility.

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Baškarada, Saša, and Andy Koronios. "The 5S organizational agility framework: a dynamic capabilities perspective." International Journal of Organizational Analysis 26, no. 2 (May 14, 2018): 331–42. http://dx.doi.org/10.1108/ijoa-05-2017-1163.

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Purpose Although there is widespread agreement that organizational agility is increasingly becoming critical to achieving sustained competitive advantage, there is little consensus on what exactly constitutes organizational agility, or how it may be assessed and improved. The purpose of this paper is to contribute toward operationalization of the organizational agility construct through a high-level conceptual framework grounded in dynamic capabilities. Design/methodology/approach This is a conceptual paper that presents a new organizational agility framework, which draws from, and builds on, the existing literature. Findings This paper defines organizational agility as rapid, continuous and systematic evolutionary adaptation and entrepreneurial innovation directed at gaining and/or maintaining competitive advantage. The 5S Organizational Agility Framework proposes five dynamic capabilities (sensing, searching, seizing, shifting and shaping) underpinning organizational agility. Originality/value The framework presented in this paper contributes toward operationalization of the organizational agility construct.

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Gandomani, Taghi Javdani. "Agility Assessment Model to Measure Agility Degree of Agile Software Companies." Indian Journal of Science and Technology 7, no. 7 (July 20, 2014): 955–59. http://dx.doi.org/10.17485/ijst/2014/v7i7.8.

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