Relevant bibliographies by topics / Agility management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Agility management'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Agility management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Agility management"

1

Prange, Christiane. "Das Agility Management-Modell." WiSt - Wirtschaftswissenschaftliches Studium 46, no. 2-3 (2017): 46–49. http://dx.doi.org/10.15358/0340-1650-2017-2-3-46.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

UMEMOTO, Katsuhiro, and Atsusi ENDO. "Knowledge Management for Intellectual Agility." JOURNAL OF THE BREWING SOCIETY OF JAPAN 97, no. 10 (2002): 707–10. http://dx.doi.org/10.6013/jbrewsocjapan1988.97.707.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Harrold, John R. "Achieving Agility in Disaster Management." International Journal of Information Systems for Crisis Response and Management 1, no. 1 (2009): 1–11. http://dx.doi.org/10.4018/jiscrm.2009010101.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Qin, Ruwen, and David A. Nembhard. "Workforce agility in operations management." Surveys in Operations Research and Management Science 20, no. 2 (2015): 55–69. http://dx.doi.org/10.1016/j.sorms.2015.11.001.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Hämäläinen, Timo, Mikko Kosonen, and Yves Doz. "Strategic Agility in Public Management." Academy of Management Proceedings 2012, no. 1 (2012): 13836. http://dx.doi.org/10.5465/ambpp.2012.13836abstract.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

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

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Ngo, Vu Minh, and Hieu Minh Vu. "Customer agility and firm performance in the tourism industry." Tourism 68, no. 1 (2020): 68–82. http://dx.doi.org/10.37741/t.68.1.6.

Full text
Abstract:
The growing importance of agility in any business process is universally accepted and extensively investigated in different disciplines. However, lacking empirical pieces of evidence for the suggested theoretical framework of agility hinders its application in the practices. Thus, this study attempts to address this issue by empirically testing a framework of customer agility’s antecedents and consequences using the tourism industry context. The framework is tested on data collected from 231 Small and Medium Enterprises (SMEs) in the tourism industry in Vietnam and analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM). Findings suggest that not all attributes of customer agility exert positive impacts on the firm’s performance and human factors are posited as the most important antecedents for organizational agility. A number of practical implications are also suggested from the research findings
APA, Harvard, Vancouver, ISO, and other styles
8

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

Full text
Abstract:
<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>
APA, Harvard, Vancouver, ISO, and other styles
9

Zubkova, A. B., and L. D. Rusanova. "International Business Management: Agility Journey for High-Tech Companies." Business Inform 12, no. 503 (2019): 370–83. http://dx.doi.org/10.32983/2222-4459-2019-12-370-383.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Yaseen, Saad G., Ghaleb A. El Refae, Dima M. Dajani, and Ashgan A. Ghanem. "Conflict Management Styles and Innovation Performance." International Journal of Human Capital and Information Technology Professionals 12, no. 4 (2021): 31–45. http://dx.doi.org/10.4018/ijhcitp.2021100103.

Full text
Abstract:
The aim of this research is to empirically investigate the relationship between conflict management styles (CMSs), organizational agility, and innovation performance. Covariance-based structural equation modeling was used to test Rahim and Bonoma conflict management styles and their relations to organizational agility and innovation performance. A total of 460 questionnaires were collected from the Jordanian telecommunication companies. Findings revealed that integrating style has a significant impact on the organizational agility and innovation performance. Organizational agility mediates the relationship between compromising and integrating conflict styles and innovation performance. The obliging, dominating, and avoiding conflict management styles have an insignificant effect on innovation performance. This research has significantly contributed to the existing literature where prior studies were mainly conducted in the Western context. The conflict management field is still under research in the Middle Eastern business context.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Agility management"

1

Rathor, Shekhar. "Facilitators for Software Development Agility." FIU Digital Commons, 2016. http://digitalcommons.fiu.edu/etd/3059.

Full text
Abstract:
Software development methodologies provide guidelines and practices for developing information systems. They have evolved over time from traditional plan-driven methodologies to incremental and iterative software development methodologies. The Agile Manifesto was released in 2001, which provides values and principles for agile software development. Over the last few years, agile software development has become popular because its values and principles focus on addressing the needs of contemporary software development. IT and Business teams need agility to deal with changes that can emerge during software development due to changing business needs. Agile software development practices claim to provide the ability to deal with such changes. Various research studies have identified many factors/variables that are important for agile software development such as team autonomy, communication, and organizational culture. Most of these empirical studies on agile software development focus on just a few variables. The relationships among the variables is still not understood. The dimensions of agility and the relationship between agility and other variables have not been studied quantitatively in the literature. Also, there is no comprehensive framework to explain agile software development. This research study addresses these research gaps. This study analyzed a comprehensive research model that included antecedent variables (team autonomy, team competence), process variables (collaborative decision making, iterative development, communication), delivery capability, agility, and project outcomes (change satisfaction, customer satisfaction). It presents key dimensions of agility and quantitatively analyzes the relationship between agility and other variables. The PLS analysis of one hundred and sixty survey responses show that process variables mediate the relationship between antecedent variables and delivery capability and agility. The findings show that the delivery capability of the teams contributes to agility, antecedents and process variables contribute to agility, and delivery capability for better customer satisfaction. These results will help IS practitioners to understand the variables that are necessary to achieve agility for better project outcomes. Also, these quantitative findings provide better conceptual clarity about the relationship between various key variables related to agile software development.
APA, Harvard, Vancouver, ISO, and other styles
2

Lotfi, M. "Disentangling resilience, agility and leanness : conceptual development and empirical analysis." Thesis, City University London, 2015. http://openaccess.city.ac.uk/8342/.

Full text
Abstract:
This PhD thesis extends the existing knowledge on resilience in the context of supply chain, specifically by: (1) disentangling resilience, leanness and agility and (2) investigating how resilience along with leanness and agility affects operational performance outcomes. At the first phase, a literature review of practices underlying Lean, Agile and Resilient (LAR) was done, classifying them to the areas of overlap and non-overlap between LAR as regards the practices. Of the many practices identified for each of LAR, there are some that underlie just one of these three while others underlie two of them and even all three. To establish the practitioner need for this research, a survey combined with a focus group of various companies was conducted in the Forum of 2011 at Procter & Gamble, Brussels’ office. The results confirm lack of clear distinction between practices that are part of lean, agile and resilience. Clarifying these concepts is crucial both from theoretical and practical aspects. Theoretically, when it comes to those practices which go under lean and agile, agile and resilience or even the three of LAR, when it comes to have them in statistical models researchers don’t know where exactly these practices should be categorized. Practically, unclear boundaries between these concepts can make implementation of respective practices potentially problematic or confusing for managers. At the second phase, the thesis aims at “disentangle resilience, leanness and agility”. The survey carried out was done online in Germany due to the country’s strong base in manufacturing. Through factor analysis, this part of the research approves the idea of literature that resilience has some practices that purely helps it, while it also has some practices that affect agility and resilience and agility, leanness and resilience. There are some differences in the boundaries of these categorizations between what literature mentions and what industrial managers believe in. At the third phase, the thesis aims to investigate “how resilience along with leanness and agility affects performance outcomes”. The aim is to empirically assess a set of hypotheses that follow not only from the literature, but also from the perceptions of practitioners about LAR resulted from phase two. The model is tested on a sample of Automotive Parts Suppliers (APS) in Iran as the largest automotive industry in the Middle East and 12th in the world, and specifically as an appropriate choice for a resilient-needed environment due to sanctions and volatility of the currency. A survey was used to obtain information and a structural equation model to analyse the data. The model quantitatively explains that while leanness is independent form resilience, agility brings about resilience. On the other hand, the model tests the relations of leanness and resilience on flexibility, delivery, cost and time to recovery performance outcomes. The results show that higher level of resilience will lead to better delivery performance, better cost performance (i.e. helps cost reduction) and better time to recovery performance (i.e. helps time to recovery reduction). The results also show that its effect on flexibility performance is not significant. Regarding leanness, the results confirm that lean positively affect delivery and flexibility performance. In addition, higher level of leanness will lead to better cost performance (i.e. helps cost reduction). The results also reject the hypothesis stating that higher level of leanness will lead to worse recovery performance, inferring that higher level of leanness leads to better time to recovery performance (i.e. helps time to recovery reduction). Finally, there are different theoretical and managerial implications. Theoretically, this research disentangles resilience, agility and leanness. Then, it presents a model that resilience; leanness and agility are modelled not separately but besides each other and quantitatively it investigates how resilience along with leanness and agility affects performance outcomes. From managerial point of view, a need to understand what measures of the three concepts of LAR are related to each area between the three concepts has been answered so managers can prioritize their efforts and seek to balance their efforts across LAR. Overall, the conceptual model that stems from the SEM model gives a useful starting point for supply chain researchers regarding the three approaches in the supply chains.
APA, Harvard, Vancouver, ISO, and other styles
3

Allwein, Florian. "The role of digital infrastructures in performances of organizational agility." Thesis, London School of Economics and Political Science (University of London), 2017. http://etheses.lse.ac.uk/3510/.

Full text
Abstract:
Organizational agility has received much attention from practitioners and researchers in Information Systems. Existing research on agility, however, often conceptualizes information systems in a traditional way, while not reflecting sufficiently on how, as a consequence of digitalization, they are turning into open systems defined by characteristics like modularity and generativity. The concept of digital infrastructures captures this shift and stresses the evolving, socio-technical nature of such systems. This thesis sees IT in large companies as digital infrastructures and organizational agility as a performance within them. In order to explain how such infrastructures can support performances of agility, a focus on the interactions between IT, information and the people using and designing them is proposed. A case study was conducted within Telco, a large telecommunications firm in the United Kingdom. It presents three projects employees regarded as agile. A critical realist ontology is applied in order to identify generative mechanisms for agility. The thesis develops a theory of agility as a performance within digital infrastructures. This contains the central generative mechanism of agilization – making an organization more agile by cultivating digital infrastructures and minding flows of information to attain an appropriate level of agility. This is supported by the related mechanisms of informatization and infrastructuralization. Moreover, the concept of bounded agility illustrates how people in large organizations do not strive for agility unreservedly, instead aiming for agility in well-defined areas that does not put the business at risk. This theory of agility and the concept of bounded agility constitute the main theoretical contributions of this thesis. It also contributes clear definitions of the terms ‘information’ and ‘data’ and aligns them to the ontology of critical realism. Finally, the proposed mechanisms contribute to an emerging middle range theory of organizational agility that will be useful for practitioners.
APA, Harvard, Vancouver, ISO, and other styles
4

Azizsafaei, Farzaneh. "The role of human resource management in achieving organisational agility." Thesis, Birmingham City University, 2017. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.739954.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Viljoen, Phlippie. "Middle management, enablers or inhibitors, of incremental innovation and agility." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52348.

Full text
Abstract:
This qualitative exploratory study was intended to ascertain the enabling abilities of middle managers to facilitate innovation and agility in an organisation in order to achieve competitive advantage. This research indicated the importance of middle management in the organisation and the facilitative role they fulfil. This case study research was conducted in the Halfway Group. The enablers of incremental innovation was of particular interest for the dealerships as they are seen as first movers in the South African context. The motivation for this study is that the researcher found inadequate academic literature focusing on the enabling abilities of middle management in order to continuously improve and in doing so gain a competitive advantage in an ever changing environment. It was the researcher s supposition that this research would aid dealerships to attain a more thoughtful understanding of how they could enable middle management to facilitate the desired innovation and agility to gain the sustained competitive advantage in the market. A sample of eight middle managers in the Halfway Group was selected and semi-structured in-depth interviews were conducted with them as the data gathering method. The research proposals guided the coding and organising of the data. The analysis, discussions and results were structured to answer the research proposals. This research revealed that middle managers are the likely enablers of innovation and agility in the organisation through the facilitation of the incremental innovation process. Continuous improvement enhances products and services to provide an organisation with a competitive advantage in the market. Resultantly, the dealerships are likely to gain reputational benefits of being continuous improvement leaders , which contributes to the value proposition offering. However, the dealers have to continuously innovate as their competitors are quick to imitate any successful innovations to stay relevant in the market. Various middle management and business recommendations were made to dealerships in the study to aid them take advantage of the enabling abilities they can unlock in middle management to facilitate incremental innovation and agility in the organisation.<br>Mini-disseration (MBA)--University of Pretoria, 2015.<br>nk2016<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
APA, Harvard, Vancouver, ISO, and other styles
6

Tibazarwa, Augustine. "Disciplined agility for process control & automation." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/58525.

Full text
Abstract:
Thesis (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division, System Design and Management Program, 2009.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. 112-115).<br>Process automation vendors must consider agility as a basis to gain a competitive edge in innovation. Process Automation systems can impact the operating cost of manufacturing equipment, the safe control of large quantities of energy and the safety of dangerous substances used during manufacturing. The manufacturing segment expects greater automation of larger processes, increased capability of process automation systems, and higher quality of those systems. At the same time, business requirements for process automation vendors demand shorter time to market, and greater market return for each dollar invested in product development. Therefore, process automation vendors must determine how to preserve discipline in development processes while adopting process agility necessary to meet dynamic business conditions. Interviews with 9 leaders from 6 companies (2 manufacturers, 2 process automation vendors and 2 automation consulting firms), survey feedback from development personnel and research of literature on state-of-the-art and state-of-the-practice, yielded over 90 findings and observations on process automation business needs, development of automation offerings, and on suitability of agile practices to process automation product development. Agile methods may require changes to manufacturer work processes, but would enable an automation vendor to unlock more of the manufacturer's production value.<br>(cont.) Disciplined adoption of agile methods is crucial for agility to take hold throughout an automation vendor's organization, and to meet the concerns of process automation stakeholders. Rather than dismiss the suitability of agile development to process automation, a prescriptive guidance is provided that integrates an opportunistic risk-based assessment of how much agility is appropriate. The four values and twelve principles of the Agile Manifesto are a good basis for 8 additional agile practices for process automation: transitioning to agile, investing in agile capability, managing critical system parameters, engineering system-robustness, balancing project risk, continuous system validation, assuring domain expertise and clarifying ecosystem role.<br>by Augustine Tibazarwa.<br>S.M.
APA, Harvard, Vancouver, ISO, and other styles
7

Young, Alethea G. "Identifying the impact of leadership practices on organizational agility." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543416.

Full text
Abstract:
<p> This mixed-methods case study examined the impact of leadership on practices to organizational agility. Leaders and employees from three organizations (two universities, one financial institution) participated in surveys and interviews to generate data related to the organizational and personal leadership orientations and styles exhibited, the degree of agility in the organization, and the impact of organizational and personal leadership orientations and styles on organizational agility. Study findings suggested that leadership varies based on industry- and organization-specific demands, organizational agility can exist across industries and organization types, and that adopting a long-term focus and practicing agile leadership behaviors throughout the organization may promote higher organizational agility. Organizations are encouraged to promote agile leadership through their hiring, learning and development, and performance review processes. Future research should utilize larger samples, improved data collection instruments, and focus on examining the critical few agile leadership behaviors that may most strongly predict organizational agility.</p>
APA, Harvard, Vancouver, ISO, and other styles
8

Wang, Rundong. "A taxonomical study of agility strategies and supporting supply chain management practices." Thesis, University of Exeter, 2011. http://hdl.handle.net/10036/3151.

Full text
Abstract:
Since the turn of the century, manufacturing industry has witnessed significant structural changes. Agility, which aims to provide companies with competitive capabilities so that they can prosper from dynamic and continuous changes in the business environment, has become a prevailing manufacturing strategy. However, how to develop a manufacturing strategy based on agility, and how to design and manage global supply chain networks effectively to implement these strategy, are not fully understood. This thesis presents survey based research that was carried out on a number of U.K. manufacturing companies. The research revisited the taxonomy of agility strategies for manufacturing industry developed by Zhang and Sharifi (2007) and investigated the methods of supply chain management employed by different strategic groups. The findings show that whilst the three broad types of agility strategies discovered in previous work (Zhang and Sharifi, 2007) have remained two sub types of agility strategies have been identified. They are named Responsive players, Quick operators, Quick innovators, Proactive players 1 and Proactive players 2. Responsive players placed a high emphasis on supplier selection related practices; Quick operators placed a high emphasis on sourcing management related practices; Quick innovators placed a high emphasis on relationship management related practices; and Proactive players 1 and 2 placed high emphases on almost all practices. This research has made contributions to the theory development of agility strategy and has provides a managerial guide with companies to improve the implementation of agility strategies in supply chains.
APA, Harvard, Vancouver, ISO, and other styles
9

Setia, Pankaj. "Information technologies as antecedents of demand management agility and supply chain performance." Diss., Connect to online resource - MSU authorized users, 2008.

Find full text
Abstract:
Thesis (Ph. D.)--Michigan State University. Dept. of Business Information Systems, 2008.<br>Title from PDF t.p. (viewed July 31, 2009). Includes bibliographical references (p. 100-114). Also issued in print.
APA, Harvard, Vancouver, ISO, and other styles
10

Tisdale, Susan M. "Architecting a Cybersecurity Management Framework| Navigating and Traversing Complexity, Ambiguity, and Agility." Thesis, Robert Morris University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10825513.

Full text
Abstract:
<p> Despite advancements in technology, countermeasure, and situational awareness, cybersecurity (CS) breaches continue to increase in number, complexity, and severity. This qualitative study is one of a few to comprehensively explore CS management. The study used a systems&rsquo; approach to identify business, socioeconomic, and information technology (IT) factors, and their interrelationships. The study examined IT management frameworks and CS standards and literature. Interviews and a focus group of subject matter experts followed. The research found CS is a leadership, not a technical issue. CS is an ecosystem; its components are interrelated and inseparable, requiring qualitative, subjective, risk and knowledge management interventions. CS, IT, and threats are too complex and volatile for organizations to manage all risks and vulnerabilities in a timely, agile manner. CS lexicons lack uniformity and consistency. An IT management framework is better suited for CS. Companies must segregate and encrypt the most sensitive information and curb their appetites for new, unsecured technology. CS and IT is multilayered, requiring subspecialists, who often serve conflicting business needs and security objectives. Organizations need to minimize mid-level CS management, raise CS to a business level function (not subordinate to IT), and involve cyber specialists at all levels in the business lifecycle. Cross-pollinating people from all business areas, especially from finance, CS, and IT, increases awareness of the others&rsquo; responsibilities and obligations and facilitates more rapid portfolio, lifecycle CS activities, from investments to detection and response activities. Future studies should focus on these issues as critical success factors. Finally, the study of CS requires agile, qualitative, multidisciplinary methodology to produce thick, quick, actionable information.</p><p>
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Agility management"

1

Evans, Nicholas D. Business Agility. Pearson Education, 2007.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Joiner, Bill. Leadership Agility. John Wiley & Sons, Ltd., 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Hugos, Michael H. Business Agility. John Wiley & Sons, Ltd., 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Scheer, August-Wilhelm, Helmut Kruppke, Wolfram Jost, and Herbert Kindermann, eds. AGILITY by ARIS Business Process Management. Springer-Verlag, 2006. http://dx.doi.org/10.1007/3-540-33528-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Selling ASAP: Art, science, agility, performance. Louisiana State University Press, 2012.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

1974-, Broderick Stacia, ed. The software project manager's bridge to agility. Addison-Wesley, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Schmidt, John G. Lean integration: An integration factory approach to business agility. Addison-Wesley, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Flexible product development: Building agility for changing markets. Jossey-Bass, 2007.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Qiu, Robin G. Business-oriented enterprise integration for organizational agility. Business Science Reference, 2013.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

1950-, Young Allie, ed. Multisourcing: Moving beyond outsourcing to achieve growth and agility. Harvard Business School Press, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Agility management"

1

Moran, Alan. "Enterprise Agility." In Agile Risk Management. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05008-9_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Dai, Guangrong, and Kenneth P. De Meuse. "Learning Agility." In Contemporary Talent Management. Routledge, 2021. http://dx.doi.org/10.4324/9781003182788-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Medinilla, Ángel. "Agile Structures: Scaling Agility." In Agile Management. Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-28909-5_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Storey, John, Patrick M. Wright, and Dave Ulrich. "Fit, flexibility, and agility." In Strategic Human Resource Management. Routledge, 2019. http://dx.doi.org/10.4324/9780429490217-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Wu, Yi. "Chinese Automotive Supply Chain Management." In Achieving Supply Chain Agility. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-98440-7_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Baker, Tim. "The Characteristics of Agility." In Performance Management for Agile Organizations. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-40153-9_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Granados, Alcira, and Götz Erhardt. "Skill-Management." In Corporate Agility Organization – Personalarbeit der Zukunft. Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-6934-7_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Wagner, Daniel, and Dante Disparte. "Country Risk Management." In Global Risk Agility and Decision Making. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94860-4_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Wagner, Daniel, and Dante Disparte. "Transactional Risk Management." In Global Risk Agility and Decision Making. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94860-4_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Wagner, Daniel, and Dante Disparte. "Anticipatory Risk Management." In Global Risk Agility and Decision Making. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94860-4_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Agility management"

1

Jain, Hemant. "Business Agility and Process Management." In 2006 IEEE International Conference on Services Computing (SCC'06). IEEE, 2006. http://dx.doi.org/10.1109/scc.2006.28.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Yanhong Li. "Workforce agility metric in EIS." In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339868.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Smolíková, Lenka. "Business agility – new trend in business." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.080.

Full text
Abstract:
This paper focuses on a new trend in management – business agility. This term is brand new in the field of management, but agile practices are well known in project management, especially in the IT sector. Purpose – the purpose of the paper is to clear the ify the relevance of a brand new topic – business agility. This purpose will be divided into six partial purposes. Research methodology – the research methodology consists of literature reviews as the first step followed by hypothesis and questionnaire survey. Findings – the findings and results derived from the research and reported at the end of the paper. The questionnaire survey is carried out to support or disprove the hypothesis. The most significant chapters are finding results and conclusion. Practical implications – the practical implications can be found in the model of business agility transformation that can be used in business, the potential risk of business agility transformation and benefits related to business agility. Research limitations – there is one research limitation and it is basically because there are not many companies that are agile in the Czech Republic and the term of business agility is new and it can influence a number of the filled questionnaire. Originality/Value – the originality and value can be seen in the contribution of this paper: the model of implementation business agility into the company
APA, Harvard, Vancouver, ISO, and other styles
4

Obydenov, Alexander. "Parametric Strategic Management & Business Agility." In 2021 10th International Conference on Industrial Technology and Management (ICITM). IEEE, 2021. http://dx.doi.org/10.1109/icitm52822.2021.00020.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Fourne, Sebastian. "Strategic agility: An emerging markets perspective." In 2012 IEEE International Technology Management Conference (ITMC). IEEE, 2012. http://dx.doi.org/10.1109/itmc.2012.6306384.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

"Tutorial 5: Business Agility and Process Management." In 2006 IEEE International Conference on Web Services (ICWS'06). IEEE, 2006. http://dx.doi.org/10.1109/icws.2006.140.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Villarreal, Bernardo, Lorena Garzafox, and Etna Muraira. "A scheme to achieve distribution agility." In 2015 International Conference on Industrial Engineering and Operations Management (IEOM). IEEE, 2015. http://dx.doi.org/10.1109/ieom.2015.7093817.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Boubaker, Selmen, Zied Jemai, Evren Sahin, and Yves Dallery. "Supply chain agility drivers and enablers." In 2019 International Conference on Industrial Engineering and Systems Management (IESM). IEEE, 2019. http://dx.doi.org/10.1109/iesm45758.2019.8948190.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Karduck, Achim P., Amadou Sienou, Elyes Lamine, and Herve Pingaud. "Collaborative Process Driven Risk Management for Enterprise Agility." In 2007 Inaugural IEEE-IES Digital EcoSystems and Technologies Conference. IEEE, 2007. http://dx.doi.org/10.1109/dest.2007.372034.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Kern, John Michael. "Increasing The Agility Of Process Safety Management Systems." In Abu Dhabi International Petroleum Conference and Exhibition. Society of Petroleum Engineers, 2012. http://dx.doi.org/10.2118/161616-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Agility management"

1

Maestas, Joseph H. Network configuration management : paving the way to network agility. Office of Scientific and Technical Information (OSTI), 2007. http://dx.doi.org/10.2172/920128.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Agility management' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography