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Journal articles on the topic 'Agility management'
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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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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.
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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.
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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.
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Li, Xun, Clyde W. Holsapple, and Thomas J. Goldsby. "The structural impact of supply chain management teams." Management Research Review 42, no. 2 (2019): 290–310. http://dx.doi.org/10.1108/mrr-04-2018-0163.
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Purpose In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility. Design/methodology/approach A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of supply chain agility (Sample 2) were collected to test the theoretical propositions advanced from Sample 1 findings. Findings The results reveal four structural elements that exert a positive impact on an MDF’s supply chain agility: hierarchical position of the divisional top supply chain executive, scope of divisional supply chain operations, hierarchical position of the top supply chain executive at the headquarters and scope of SCM coordination by the headquarters. Originality/value First, this study provides a comparatively comprehensive understanding of the SCM organization structure in MDFs. Second, this study is one of the first to provide empirically supported theoretical insights about the linkage between an MDF’s organizational structure for SCM and supply chain agility.
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Ahammad, Mohammad F., Keith W. Glaister, and Emanuel Gomes. "Strategic agility and human resource management." Human Resource Management Review 30, no. 1 (2020): 100700. http://dx.doi.org/10.1016/j.hrmr.2019.100700.
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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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Hussein Al-Taii, Mohammed A., Hadi Kh Ismael, and Shihab A. Khudhur. "The role of Open-book Management in Achieving Organizational Agility “Research based on PhD. Thesis”." Academic Journal of Nawroz University 9, no. 1 (2020): 232. http://dx.doi.org/10.25007/ajnu.v9n1a600.
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The study aims at acknowledging the impact of Open-book management on the types of organizational agility (sensing agility, decision-making agility, and acting agility) in the private universities / Kurdistan Region - Iraq. The study has used the analytical descriptive methodology, through using questionnaire to collect information from the members of the university councils in (11) private university in Kurdistan Region - Iraq. The sample of the study includes (91) members of the university councils. The statistical program (SPSS. V. 21) has been used to analysis the information collected and to get the results of the hypotheses testing.
 The main findings of the study were that the surveyed universities are practicing both of open-book management and organizational agility at high levels. The study also indicates that open-book management has a significant impact on organizational agility at the surveyed universities. A number of suggestions were presented focusing on that the private universities need to pay more attention to practice open-book management as it has a positive significant impact on achieving organizational agility.
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Um, Juneho. "Improving supply chain flexibility and agility through variety management." International Journal of Logistics Management 28, no. 2 (2017): 464–87. http://dx.doi.org/10.1108/ijlm-07-2015-0113.
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Purpose A trade-off exists between product variety and supply chain (SC) performance. To help mitigate the impact on SC of increased product variety, the purpose of this paper is to examine how variety management activities including variety management strategy (VMS), supplier partnerships and close customer relationships affect SC flexibility and agility at different levels of customisation. Design/methodology/approach A survey-research methodology is employed using data from 363 manufacturing firms from the UK and South Korea. In particular, cluster analysis and structural equation modelling were used to evaluate the proposed model according to the level of customisation. Findings The results suggest that internal variety management strategy and external SC integration have a positive influence on SC flexibility and agility. Customer relationships and variety management strategies influence SC flexibility more than partnerships with suppliers whereas variety management strategies and partnerships with suppliers influence SC agility more than customer relationships. In fact, for external integration in particular, customer relationships influence SC flexibility (i.e. reaction capability) rather than agility (i.e. reaction time) whereas partnerships with suppliers influence SC agility rather than flexibility. In a high-customisation context, close customer relationships are the most effective way to increase SC flexibility, whereas partnerships with suppliers are the most effective way to increase SC agility. In a low-customisation context, a VMS and customer relationships are the most effective way to increase both SC flexibility and agility. Originality/value This paper suggests key variety management activities to aid managers to better manage product variety ambitions in SC under varying customisation profiles through internal and external approaches.
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Dobrin, Carmen, and Marius Cioca. "Management Of Agility Process For Surviving In The Competitive Business Environment." Balkan Region Conference on Engineering and Business Education 1, no. 1 (2014): 497–500. http://dx.doi.org/10.2478/cplbu-2014-0084.
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AbstractBusiness environment and changing markets are the competitive challenges of today. There is not one universal solution for this, but agility is the key of success in creating the customer responsiveness and in mastering uncertainty, which are two of the most relevant items in managing performance. The integration of agile systems in the organization structure is improving the permanently interaction with the customers wishes. The study of agility’s indicators, including also the concepts of AM are far from new, but can they contribute in constructing an agile supply chain. The constantly changing in global environment, has a directly impact in the future of the company, and one of the most important questions will be how to achieve supply chain agility. And this paper will try to find an answer to the question in how to achieve competitive advantages in the global market and to improve financial performance of the company.
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Heydari, Mohammad, and Kin Keung Lai. "A Study on Risk and Expense Evaluation of Agility Supply Management of Machinery." Discrete Dynamics in Nature and Society 2020 (May 19, 2020): 1–19. http://dx.doi.org/10.1155/2020/7030642.
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We provide a technical assessment and critique of the existing literature via highlighting problems associated with conceptualization and technical improvement of agility practices. By presenting a narrative evaluation of the technical review, we underscore the nature of the SC hazard in addition to agility practices and furnish a synthesis for future studies. The purpose is to examine the relationship between identifying and ranking the elements affecting supply management for SC agility in compressed natural gas pressure vessels. This study is applied research and data are collected based on descriptive survey. The populace of the investigation is milled compressed natural gas pressure vessels. Survey data are amassed through interviews and questionnaires. Cronbach’s alpha has been utilized to evaluate the reliability of the values received 0.778, which shows that the questionnaire is of excellent reliability and the questionnaire has 27 questions. Also, because the volume of the statistical population is 270 people, the consequences show that there is a positive connection among the empowerment of SC agility. Driving agility is on a positive supply chain (SC) agility. The expense has a poagilitysitive impact on SC agility.
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Prange, Christiane. "Agility as the Discovery of Slowness." California Management Review 63, no. 4 (2021): 27–51. http://dx.doi.org/10.1177/00081256211028739.
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How can companies avoid the agility acceleration trap and align their level of agility with environmental complexity to include reflection and slowness? An answer to this question is pertinent to understanding the real value of agility, which is often equated with speed. This article introduces a framework for analyzing agility through three kinds of change—resilient, versatile, and transformational—with respect to the level of environmental turbulence. The value of this framework is demonstrated by company examples where “agility as slowness” in some areas and “agility as speed” in other dimensions provide a basis for competitive advantages.
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Russell, Dawn M., and David Swanson. "Transforming information into supply chain agility: an agility adaptation typology." International Journal of Logistics Management 30, no. 1 (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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Saed Hijjawi, Ghufran, and Khaled Mahmoud Al-Shawabkeh. "Impact of Strategic Agility on Business Continuity Management (BCM): The Moderating Role of Entrepreneurial Alertness: An Applied Study in Jordanian Insurance Companies." International Journal of Business and Management 12, no. 10 (2017): 155. http://dx.doi.org/10.5539/ijbm.v12n10p155.
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This paper presents an introduction and identification of business continuity management under the influence of strategic agility. Consequently, this study investigating the underlying dimensions of strategic agility and business continuity management in the presence of entrepreneurial alertness with special emphasize to Jordanian Insurance companies. The results of the study indicates that operational agility is the most mature agility at Jordanian Insurance companies, and it works better with the presence of entrepreneurial alertness to get efficient and effective business continuity management.
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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 (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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Petermann, Moritz Karl Herbert, and Hannes Zacher. "Development of a behavioral taxonomy of agility in the workplace." International Journal of Managing Projects in Business 14, no. 6 (2021): 1383–405. http://dx.doi.org/10.1108/ijmpb-02-2021-0051.
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PurposeThe concept of workforce agility has become increasingly popular in recent years. However, defining it has sparked much discussion and ambiguity. Recognizing this ambiguity, this paper aims to inductively develop a behavioral taxonomy of workforce agility.Design/methodology/approachThe authors interviewed 36 experts in the field of agility and used concept mapping and the critical incident technique to create a behavioral taxonomy.FindingsThe authors identified a behavioral taxonomy consisting of ten dimensions: (1) accepting changes, (2) decision making, (3) creating transparency, (4) collaboration, (5) reflection, (6) user centricity, (7) iteration, (8) testing, (9) self-organization, and (10) learning.Research limitations/implicationsThe authors’ research contributes to the literature in that it offers an inductively developed behavioral taxonomy of workforce agility with ten dimensions. It further adds to the literature by tying the notion of workforce agility to the performance literature.Practical implicationsThe authors’ results suggest that it might be beneficial for companies to take all workforce agility dimensions into account when creating an agile culture, starting agile projects, integrating agility into hiring decisions or evaluating employee performance.Originality/valueThis paper uses an inductive approach to define workforce agility as a set of behavioral dimensions, integrating the scientific as well as the practitioner literature on agility.
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Burgess, Thomas, Brian Hwarng, Nicky Shaw, and Claudio De Mattos. "Enhancing Value Stream Agility:." European Management Journal 20, no. 2 (2002): 199–212. http://dx.doi.org/10.1016/s0263-2373(02)00030-0.
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Orski, Kiki. "Whatʼs your agility ability?" Nursing Management (Springhouse) 48, № 4 (2017): 44–51. http://dx.doi.org/10.1097/01.numa.0000511922.75269.6a.
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Cox, Sharon. "Tips for emotional agility." Nursing Management (Springhouse) 49, no. 7 (2018): 56. http://dx.doi.org/10.1097/01.numa.0000538912.07418.16.
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Yigitbasioglu, Ogan M. "Drivers of management accounting adaptability: the agility lens." Journal of Accounting & Organizational Change 13, no. 2 (2017): 262–81. http://dx.doi.org/10.1108/jaoc-12-2015-0092.
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Purpose Management accounting practices are expected to adapt and evolve with changing information requirements. The purpose of this study is to determine factors that drive management accounting adaptability (MAA) in organisations using the agility lens. Design/methodology/approach This study identifies three factors that drive MAA through their support of agility. Specifically, the impact of top management team knowledge, team-based structures and information system flexibility on MAA is examined. The hypotheses are tested using data collected from an online survey of Australian and New Zealand companies. Findings The results support the proposed relations and explain a significant variance in MAA. Also, consistent with previous findings, a positive association between MAA and management accounting effectiveness was found. Research limitations/implications This study illustrates the value of using the agility lens in the context of management accounting change, which is under-explored in the accounting literature relative to other disciplines such as production economics. Practical implications This study recommends management to refrain from behaviour that encourages and maintains the status quo. Influencing the factors identified in this study can encourage more innovation in management accounting and improve adaptability when changes to organisational contingencies occur. Originality/value This paper explores and adopts the concept of agility to complement dominant theories in the management accounting change literature. The concept of agility is unpacked and applied to review existing literature to explain how management accounting may become more adaptable and open to evolving. The resulting model identifies factors that support sense-making and responding as constituents of agility. This study also extends a recent study by Yigitbasioglu (2016) on the link between information technology and MAA by building a more powerful model in terms of scope and explanatory power to explain the ability of management accounting to change over time.
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Korbee, A. C. "Physical Agility Testing als reïntegratie-instrumentFysieke arbeidsbelastbaarheidPhysical Agility TestingReïntegratie." Tijdschrift voor Bedrijfs- en Verzekeringsgeneeskunde 8, no. 7 (2000): 29. http://dx.doi.org/10.1007/bf03073611.
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Winby, Stuart, and Christopher G. Worley. "Management processes for agility, speed, and innovation." Organizational Dynamics 43, no. 3 (2014): 225–34. http://dx.doi.org/10.1016/j.orgdyn.2014.08.009.
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Conforto, Edivandro Carlos, Daniel Capaldo Amaral, Sergio Luis da Silva, Ariani Di Felippo, and Dayse Simon L. Kamikawachi. "The agility construct on project management theory." International Journal of Project Management 34, no. 4 (2016): 660–74. http://dx.doi.org/10.1016/j.ijproman.2016.01.007.
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Tse, Ying Kei, Minhao Zhang, Pervaiz Akhtar, and Jill MacBryde. "Embracing supply chain agility: an investigation in the electronics industry." Supply Chain Management: An International Journal 21, no. 1 (2016): 140–56. http://dx.doi.org/10.1108/scm-06-2015-0237.
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Purpose – This paper aims to identify the antecedents of firm’s supply chain agility (SC agility) and how SC agility impacts on firm’s performance. Design/methodology/approach – Based on a comprehensive literature review, a conceptual model was proposed, in which the interrelated hypotheses were tested by structural equation modelling methodology using a dataset collected from 266 Chinese electronics firms. Findings – Initially, it was found that SC integration and external learning positively influenced SC agility. Second, the results indicated that firm’s performance is positively impacted by SC agility. Moreover, SC agility also fully mediated the effect of SC integration on firm’s performance and the effect of external learning on firm’s performance. Research limitations/implications – The generalizability of this research sample might be the major limitation of this study. Therefore, future research can adopt other industry sectors samples, such as automobile manufacturing, or other country samples to validate the research model. Practical implications – This research outlines strategies for better preparedness to achieve SCs to be agile which is a core competency of electronic firms in emerging market. Findings reveal that the external coordination practices – external learning and SC integration – are important factors of SC agility. In addition, the findings contribute to understanding the important role of SC agility in improving firm’s performance. Originality/value – This research examines the impact of two antecedents (i.e. SC integration and external learning) on SC agility and is the first empirical research to analyze the mediation effect of SC agility on the relationship between SC integration and firm performance and the relationship between external learning and firm performance.
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Routroy, Srikanta, Aayush Bhardwaj, Satyendra Kumar Sharma, and Bijay Kumar Rout. "Analysis of manufacturing supply chain agility performance using Taguchi loss functions and design of experiment." Benchmarking: An International Journal 25, no. 8 (2018): 3296–319. http://dx.doi.org/10.1108/bij-12-2017-0328.
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Purpose The purpose of this paper is to evaluate the agility performance level of manufacturing supply chains using Taguchi loss functions (TLFs) and design of experiment (DoE). Design/methodology/approach The proposed methodology is used for capturing the various agility losses using appropriate TLFs and the aggregated agility loss is calculated at different situations using DoE. The aggregated agility loss is analysed for comparing manufacturing supply chain agility performance. Findings The proposed methodology was applied to three Indian auto component supply chains, i.e. X, Y and Z. In total, 27 experiments were carried out using DoE and obtained results show that agility performance level is the highest for X followed by Z, whereas agility performance level is the least for Y. Research limitations/implications The proposed methodology is generic in nature and can be applied to a specific environment for comparing performance of different supply chains. The user has to identify the relevant agility enablers and capture the appropriate TLFs for the specific environment in which agility performance level has to be calculated and compared. Practical implications The proposed methodology provides an effective approach for evaluating agility performance. It can be used by the supply chain manger to assess the supply chain agility performance level of own company with its competitors. These comparisons will help the manufacturing company to find the areas where it should focus. Originality/value Many studies and researches related to implementation and evaluation of agile manufacturing are reported in the literature but very few studies are available for evaluating the supply chain agility performance. This study will definitely provide a guideline for measuring and comparing manufacturing supply chain agility performance in general and Indian automotive supply chain in specific.
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Lee, Sangwan, and Dasom Lee. "The Role Of Agility In The Relationship Between Use Of Management Control Systems And Organizational Performance: Evidence From Korea And Japan." Journal of Applied Business Research (JABR) 33, no. 3 (2017): 521–38. http://dx.doi.org/10.19030/jabr.v33i3.9944.
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This study investigates the role of agility in the relationship between use of management control systems (MCS) and organizational performance by proffering the association of agility, use of MCS, and organizational performance. Using survey data collected from 185 large Korean and Japanese manufacturing companies, we analyze proposing relationships with partial least squares (PLS) structural equation approach. The result shows that diagnostic use of MCS shows no significant relationship with agility, while interactive use of MCS is positively associated with agility. Agility positively affects organizational performance, which implies that characteristics of agility are necessary to overwhelm rivals under rapidly changing environment. This study is one of the first studies that empirically examine the role of agility as an organizational capability in the relationship between MCS and organizational performance with data collected from two different countries.
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Mukhsin, Moh, and Tulus Suryanto. "The effect of supply agility mediation through the relationship between trust and commitment on supply chain performance." Uncertain Supply Chain Management 9, no. 3 (2021): 555–62. http://dx.doi.org/10.5267/j.uscm.2021.6.006.
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This study examines the mediating effect of supply agility on the relationship between trust and commitment and supply chain performance. The study examines the direct effect of trust and commitment on supply chain performance, trust and commitment on supply agility and supply agility on supply chain performance. The study also examines the indirect effect of trust and commitment on supply chain performance with supply agility as an intervening variable. The research sample consists of 100 respondents who sell chicken meat in seven districts in Lebak Regency, Banten Province, Indonesia. Data are collected using purposive sampling technique. The statistical tool used is the SmartPLS 3.0 application. The results of this study indicate that; trust has no effect on supply chain performance, commitment has a significant effect on supply chain performance, trust has a significant effect on supply agility, commitment has a significant effect on supply agility, and supply agility has a significant effect on supply chain performance.
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Panda, Sukanya, and Santanu Kumar Rath. "Modelling the Relationship Between Information Technology Infrastructure and Organizational Agility: A Study in the Context of India." Global Business Review 19, no. 2 (2017): 424–38. http://dx.doi.org/10.1177/0972150917713545.
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This article mainly investigates the impact of information technology (IT) infrastructure on organizational agility. Primary data collected from 300 business and IT executives working in various publicly owned banking groups functioning across India have been used for this study and a structural equation modelling (SEM) is employed to assess the IT-agility link. This article reports two-folded research findings. First, IT infrastructure enables both the sensing and responding components of organizational agility. Second, firms should not overlook the IT-agility contradiction, that is, the impeding role of IT towards achieving augmented agility. This study greatly contributes to the information systems (IS) literature as it has meticulously explored the much discussed but understudied human IT-agility linkage. The present research has successfully established the significant positive relationship between the critical dimensions of agile human IT infrastructure, namely, business functions, interpersonal management, technology management expertise and organizational sensing and responding agilities.
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Mircea, Marinela. "Building the Agile Enterprise with Service-Oriented Architecture, Business Process Management and Decision Management." International Journal of E-Entrepreneurship and Innovation 2, no. 4 (2011): 32–48. http://dx.doi.org/10.4018/jeei.2011100103.
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Organizations are permanently confronted with the need for adaptation to a complex business environment that is in a continuous change and transformation. Thus, the organization’s agility represents a key element in obtaining the strategic advantage and the market success. The paper analyzes the connection between the Service-Oriented Architecture (SOA), the Business Process Management (BPM) and the Decision Management, as well as the way in which these modern approaches contribute to obtaining organization agility. The main changes determined by the organization’s service orientation, changes that are necessary for the success of the transition to the agile organization, are also identified and presented within the paper. Obtaining and maintaining agility implies the existence of an agile architecture at the level of organization. For that matter, the final part of the paper analyzes the creation of an organizational architecture based on standards and oriented on services. Four relevant approaches have been selected, which joined may lead to obtaining an agile enterprise architecture, namely: SOA, Cloud Computing, BPM, and Decision Management.
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Mishra, Swagatika, Siba Sankar Mahapatra, and Saurav Datta. "Agility evaluation in fuzzy context: influence of decision-makers’ risk bearing attitude." Benchmarking: An International Journal 21, no. 6 (2014): 1084–119. http://dx.doi.org/10.1108/bij-04-2012-0026.
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Purpose – The purpose of this paper is to investigate the influence of decision-makers’ (DM) risk bearing attitudes and the effect of the decision-making environment on estimating the overall degree of agility of an organization. The present study explores an extended agility model in a specific organization's hierarchy and reflects how decision-making attitudes alter an organizational agility scenario. Design/methodology/approach – The concept of fuzzy logic has been explored in this paper. Based on DMs’ linguistic judgments, a fuzzy appropriateness rating as well as fuzzy priority weights have been determined for different levels of agile system hierarchy. Using a multi-grade fuzzy approach the overall agility index has been determined. The concept of fuzzy numbers ranking has been explored to show the effect of decision-making attitudes on agility estimations. Findings – Decision-making attributes, e.g. the category of DM (neutral, risk-averse and risk-taking), affect the quantitative evaluation of the overall agility degree, which is correlated with a predefined agility measurement scale. Research limitations/implications – This study explores a triangular fuzzy membership function to express DMs’ linguistic judgments as fuzzy representations. Apart from triangular fuzzy numbers, trapezoidal and Gaussian fuzzy numbers may also be used for agility evaluation. The model may be used in other agile industries for benchmarking and selection of the best approach. Practical implications – Selecting the right decision-making group to compute and analyze the agility level for a particular organization is an important managerial decision. In the case of benchmarking of various agile enterprises the decision-making group bearing the same attitude should be utilized. Originality/value – Agile system modeling and development of agility appraisement platforms have been attempted by previous researchers while the influence of DMs’ risk bearing attitudes, and the effect of the decision-making environment on estimating the overall degree of agility, have rarely been studied. In this context, the authors explore an exhaustive agility model for implementing in a case study and reveal how decision-making attitudes alter organizational agility scenarios.
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Fayezi, Sajad, Andrew O’Loughlin, Ambika Zutshi, Amrik Sohal, and Ajay Das. "What impacts do behaviour-based and buffer-based management mechanisms have on enterprise agility?" Journal of Manufacturing Technology Management 31, no. 1 (2019): 169–92. http://dx.doi.org/10.1108/jmtm-05-2018-0160.
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Purpose The purpose of this paper is to investigate the impact of behaviour-based and buffer-based management mechanisms on enterprise agility using the lens of the agency theory. Design/methodology/approach This study is based on data collected from 185 manufacturing enterprises using a survey instrument. The authors employ structural equation modelling for data analysis. Findings The results of this study show that buffer-based mechanisms used for dealing with agency uncertainty of supplier/buyer not only have a positive impact on agility of enterprises, but are also contingent on the behavioural interventions used in the relationship with a supplier/buyer. Behaviour-based mechanisms also positively impact enterprise agility through mitigating the likelihood of supplier/buyer opportunism. Practical implications This study demonstrates that buffer- and behaviour-based management mechanisms can be used as complementary approaches against agency uncertainties for enhancing enterprise agility. Therefore, for enterprises to boost their agility, it is vital that their resources and capabilities are fairly distributed across entities responsible for creating buffers through functional flexibility, as well as individuals and teams dealing with stakeholder engagement, in particular, suppliers and buyers. Originality/value The authors use the lens of the agency theory to assimilate and model characteristic agency uncertainties and management mechanisms that enhance enterprise agility.
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Ong, Eu Chin, Cheng Ling Tan, and Azlan Amran. "The key is ownership of agility." Strategic Direction 35, no. 1 (2019): 9–12. http://dx.doi.org/10.1108/sd-03-2018-0055.
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Purpose This paper aims to highlight a limitation of the understanding of agility within organizations, while providing the reasoning and anecdotal example of an effective setting where agility exists, and how this affects firms’ productivity through focusing on the principle of ownership motivation. Design/methodology/approach The contemporary thoughts and historical research with anecdotal evidence are gathered from small business owners in the insurance industry. Findings Agility implementation in firms today is mainly top-down team focused. While bottom-up input approaches are prescribed for firm organizational agility implementation, the mantle of ownership and drive are not imparted to employees. The example of a service industry highlights the possibilities of having agility within the organization implemented by direct ownership of most if not all the operations and functions. Practical implications This paper shares a working example of implemented agility and proposes the application within the broader scope of firm operations, particularly for smaller firms looking for sustainable advantages. Originality/value It re-looks at actual implementable agile practices by re-imaging the role of employees into functional business units from the bottom-up, rather than from the top-down, as a different perspective of agility.
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Vu Minh Ngo and Hieu Minh Vu. "Can Customer Relationship Management Create Customer Agility and Superior Firms’ Performance?" International Journal of Business and Society 22, no. 1 (2021): 175–93. http://dx.doi.org/10.33736/ijbs.3169.2021.
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The growing importance of Customer relationship management (CRM) and agility in any business are universally accepted and extensively investigated in different disciplines. However, lacking empirical evidence for the suggested theoretical framework of agility and their interrelationships with CRM and superior’s financial performance hinders its application in the practices. Thus, this study attempted to address this issue by drawing on the Resource-Advantage theory of sustainable competitive advantages to examine a mechanism through which CRM implementation can generate sustainable competitive and achieve superior financial performance using the Vietnamese tourism industry context. The framework was tested on data collected from 231 Small and Medium Enterprises (SMEs) using Partial Least Square Structural Equation Modeling (PLS-SEM). Findings suggested that different types of CRM processes do not equally influence customer agility, and not all attributes of customer agility exert positive impacts on firms’ performance as well. Also, CRM performance measurement systems were found to moderate these effects positively and substantially. Several practical implications were also derived from the research findings.
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Zaini, Muhamad Khairulnizam, Mohamad Noorman Masrek, and Mad Khir Johari Abdullah Sani. "The impact of information security management practices on organisational agility." Information & Computer Security 28, no. 5 (2020): 681–700. http://dx.doi.org/10.1108/ics-02-2020-0020.
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Purpose This study aims to determine the extent to which information security management (ISM) practices impact the organisational agility by examining the relationship between both concepts. Design/methodology/approach A quantitative method research design has been used in this study. This study was conducted throughout Malaysia with a total of 250 valid questionnaires obtained from managers and executives from the Multimedia Super Corridor (MSC)-status companies. Structural equation modelling (SEM) using partial least square was used to analyse the data and to test all nine hypotheses developed in this study. Findings Findings from this study indicate that operational agility (OA) is significantly related to ISM practices in MSC-status companies. The validation of the structural model of nine hypotheses developed for this study has demonstrated satisfactory results, exhibited six significant direct relationships and three insignificant relationships. Research limitations/implications This study has addressed the needs for a comprehensive, coherent and empirically tested ISM practices and organisational agility framework. The current theoretical framework used in this study emphasised on the ISM–organisational agility dimensions that are predominantly important to ascertain high level of ISM practices and perceived agility level among the information technology (IT) business companies in Malaysia. With the application of SEM for powerful analysis, the empirical-based framework established in this study was validated by the empirical findings, thus contributing significantly to the field of information security (InfoSec). Originality/value This study has filled the research gap between different constructs of ISM practices and OA. The model put forth in this study contributes in several ways to the InfoSec research community. The recognition of InfoSec practices that could facilitate organisational agility in the IT industry in Malaysia is vital and contributes to more value creation for the organisations.
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Goswami, Mohit, and Gopal Kumar. "An investigation of agile manufacturing enablers in Indian automotive SMEs using structural equation model." Measuring Business Excellence 22, no. 3 (2018): 276–91. http://dx.doi.org/10.1108/mbe-10-2017-0068.
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Purpose This paper aims to analyze the agile manufacturing practices in small and medium enterprises (SMEs) within the auto-ancillary sector spread across eastern India. Using statistical method, a number of crucial insights have been captured and discussed in detail. Design/methodology/approach A structural equation model (SEM) encapsulating pertinent agile manufacturing attributes and enablers as the focal construct is conceptualized and validated in this research. The SEM model is evolved in a manner that agile attributes and agile enablers are modeled as latent dependent and manifest variable, respectively. Findings A number of key hypothesis entailing interactions of key agility enablers, i.e. manufacturing responsiveness agility, manufacturing strategy agility, workforce agility, technology agility, manufacturing management agility, etc. are conceptualized and validated. Originality/value The authors specifically focus on evolving agile manufacturing framework (characterized by agility enablers and attributes) that lies at the intersection of SMEs, automotive sector and an emerging economy.
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Panda, Sukanya, and Santanu Kumar Rath. "Strategic IT-business alignment and organizational agility: from a developing country perspective." Journal of Asia Business Studies 12, no. 4 (2018): 422–40. http://dx.doi.org/10.1108/jabs-10-2016-0132.
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Purpose This study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating influence of environmental uncertainty. Design/methodology/approach This research utilizes a matched-pair survey data collected from 300 IT and business executives working in various privately owned Indian financial enterprises, and structural equation modeling is used to examine the alignment–agility linkage. Findings The analysis demonstrates the positive effect of alignment on agility (studied as business process and market responsive agilities), and alignment is more effective on business process agility than market responsive agility. However, the moderation analysis reveals that in a highly uncertain environment, alignment has more effect on market responsive agility but not on business process agility. Originality/value Although previous studies (mostly conducted in the context of developed countries) have reported about the positive IT-business alignment and organizational agility linkage, the literature is silent regarding the influence of external contingent factors on this relationship from a developing country perspective. The authors have conceptualized alignment on the basis of strategic alignment maturity model and meticulously examined its relationship with both categories of agility. This research extends the alignment-agility theory and provides empirical support for this unique association from a developing country (i.e. India) perspective, and thereby, greatly contributes to the alignment literature.
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Osei, Collins, Joseph Amankwah-Amoah, Zaheer Khan, Maktoba Omar, and Mavis Gutu. "Developing and deploying marketing agility in an emerging economy: the case of Blue Skies." International Marketing Review 36, no. 2 (2019): 190–212. http://dx.doi.org/10.1108/imr-12-2017-0261.
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PurposeIn almost every large business, there is a growing recognition of the importance of organisational agility in improving their marketing responsiveness and business survival. However, limited insights have been offered by scholars on multinational enterprises and their marketing agility in emerging markets context. The purpose of this paper is to examine the various manifestations of agility and the various strategies adopted to sustain agility by an emerging economy multinational enterprise (EMNE) which started in the late 1990s as a small firm operating within the fresh fruit and juice industry in Africa.Design/methodology/approachThe authors utilised empirical qualitative data from an emerging African economy to develop a three-stage model of how agility manifests overtime.FindingsThe authors find that successful development and deployment of international marketing agility strategy adopted by an EMNE from emerging markets hinge on building relationships, being socially responsible and being innovative in standardisation and adaptation in response to, and in anticipation of, the rapidly changing business environment.Research limitations/implicationsThis research is based on data from one organisation. Future research can consider using multiple cases from different countries to further understand marketing agility in emerging markets and when such firms internalise into developed markets.Originality/valueThis paper extends research on standardisation/adaptation debate and research on agility, to address the gap on international marketing agility. Hitherto, there was no significant research on marketing agility in emerging markets which focused on highly perishable products such as fruits. This research provides unique insight into how marketing agility could be developed, deployed and sustained in emerging African markets.
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Hermawan, Dadang. "The effect of competitive strategies on company performance with supply chain management as moderating variables in Indonesian manufacturing corporations." Uncertain Supply Chain Management 9, no. 2 (2021): 237–46. http://dx.doi.org/10.5267/j.uscm.2021.3.009.
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Dry Port, a supply chain company, strives to bring its workers up to speed in the current VUCA world. The study explores the degree to which ambidexterity affects agility, which can impact organizational effectiveness. The structural equation model with multilevel simulation used to test the research hypothesis. The study indicates that ambidexterity is an influential factor to agility, and that ambidexterity is also an impactful factor to agility and organizational effectiveness. Furthermore, there is also evidence that the power of agility contributes to greater organizational effectiveness, and also that ambidexterity has an impact on organizational effectiveness through workforce agility. To achieve organizational effectiveness in dry port business, mobile devices and social network technology are functional enablers of ambidextrous activities that can allow staff to be agile in handling dry port business tasks.
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Holbeche, Linda Susan. "Organisational effectiveness and agility." Journal of Organizational Effectiveness: People and Performance 5, no. 4 (2018): 302–13. http://dx.doi.org/10.1108/joepp-07-2018-0044.
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Purpose The purpose of this paper is to encourage innovation in our thinking about future organisation effectiveness. It is premised on the argument that the neo-liberal context that has dominated much of our thinking over the last 40 years is under pressure, with increasing polarisation and questioning about globalisation, and concern over our neglect of ethics and the environment. This questioning of business and society, and the development of digitisation in particular, will impact the way we should study organisation effectiveness. Notions such as flexibility, talent and organisation agility are themselves embedded in this macro context and in need of revision. Design/methodology/approach The paper takes our notions of agility and resilience, and breaks them down into their related components of change. The notion of agility – defined as the capacity to respond, adapt quickly and thrive in the changing environment – can be captured through five key components of future focus, customer-collaboration, iteration, experimentation and empowerment. Such a notion of agility must come hand in hand with resilience, and its related concepts of involvement, shared purpose, renewal, learning, risk management, networks and engagement. Findings We are moving beyond a search for greater flexibility at greater speed, towards a search for organisational agility itself. The dominant model of focussing on “hard” output measures (such as productivity, financial results and shareholder value) and enablement through internal alignment is being brought into question, as is the role of the HR discipline. Definitions of organisation effectiveness will need a stronger focus on the “means” to a different set of “ends”. The changes in the means are fundamental. Constructs such as agile structures will mean changes in work processes, structures, skills requirements, management practices, technological elements and cultural practices. Practical implications Despite many pressures for change, shareholder value thinking and related practices still appear to prevail. The traditional long-term employee value propositions that are derived from these practices are ill-matched with current employee desires for self-management of data, fair pay and opportunities for development, and more accessible styles of management and leadership. We should however expect different outcomes for the three different employee segments of elite and high-skilled employees, a squeezed middle of white collar and professional staff, and low-skilled workers. Originality/value The paper captures recent questioning about the role and purpose of business in the neo-liberal economy and uses it to highlight some of the tensions; consequently, this affects the way we think about organisation effectiveness. By deconstructing the discussion of concepts such as agility and resilience, it focusses the research and practice agenda on some of the necessary means that have recently been neglected in much of the organisational effectiveness literature.
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Sadiq, Muhammad, Amna Alamgir, and Syed Wajahat Ali. "The Impacts of Total Quality Management, Human Resource Management, and Agility in Business on Firms Financial Performance: Moderating Role of Emerging Business Competition." iRASD Journal of Management 2, no. 1 (2020): 9–21. http://dx.doi.org/10.52131/jom.2020.0201.0012.
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The current study explores the nexus of total quality management, human resource management, Agility in business, and firms’ financial performance. The current study's objective also investigates the moderating impact of emerging business competition among the nexus of total quality management, human resource management, Agility in business, and the firm's financial performance. The primary data has been gathered by using questionnaires from Chinese organizations' employees, while smart-PLS has been executed for analysis. The results exposed that total quality management, human resource management, and Agility in business positively associate with firms’ financial performance. The output also shows that the emerging business competition moderated among the nexus of total quality management, human resource management, and firms’ financial performance. These outcomes are suitable for the regulation-making authorities who want to develop quality and human management policies that could increase the firm performance.
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Vinodh, S., and S. Aravindraj. "Benchmarking agility assessment approaches: a case study." Benchmarking: An International Journal 22, no. 1 (2015): 2–17. http://dx.doi.org/10.1108/bij-04-2013-0037.
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Purpose – The purpose of this paper is to benchmark the assessment approaches of agility in a manufacturing organization. Design/methodology/approach – The criteria for agility assessment were identified comprehensively based on literature review. The agility assessment was done using Multi Grade Fuzzy and Fuzzy logic approaches, and the results were benchmarked. Findings – Based on Multi Grade Fuzzy approach, the agility index was found to be 6.6; Fuzzy logic approach reveals the agility index as (5.37, 6.91, 8.45) which indicated the case organization is agile. The gaps were identified from both the approaches and the results were corroborated. Research limitations/implications – In the present study, Multi Grade Fuzzy and Fuzzy logic approaches were only benchmarked. Also, the benchmarking exercise was done only in one manufacturing organization. Practical implications – The benchmarking study was conducted in a manufacturing organization. The practitioners’ views were gathered and they were involved in the study to substantiate the practical validity. Originality/value – The benchmarking study between two approaches for agility assessment was found to be original and adds value to the agility assessment field.
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Dehgani, Roya, and Nima Jafari Navimipour. "The impact of information technology and communication systems on the agility of supply chain management systems." Kybernetes 48, no. 10 (2019): 2217–36. http://dx.doi.org/10.1108/k-10-2018-0532.
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PurposeThe impact of information technology (IT) on the agility of supply chain management (SCM) systems is very noticeable in the business world nowadays. Competition and constant changes, including product/technological innovations, decreasing product lifestyles and product proliferation, create pressure that affects the business environment. Organizations are required for answering the changes in the market to gain a competitive advantage and business success. The organizations are able to answer to unexpected market changes through supply chain market, and these changes are converted to business opportunities. Using IT to achieve the agility of SCM is one of the important factors to help the organizations. Therefore, the adoption of IT and its efficient implementation can improve the cooperation between supply chain agility through the rapid transfer, the distribution of accurate information and the use of information. This paper aims to investigate the impact of IT on the agility of SCM.Design/methodology/approachA total of 120 employees of the Golasal firm are involved in collecting data using a questionnaire. Measurements were performed in all questionnaires using a five-point Likert scale. The causal model is evaluated by structural equationmodeling technique, which is used to examine the reliability and validity of the model.FindingsThe results have shown that IT has positive influences on the agility of SCM systems. In addition, the obtained results have shown that four variables, namely, IT skills and knowledge, IT-based systems integration, IT infrastructure and design of global position system and geographic information systems, affect the agility of SCM systems.Originality/valueIn this paper, the agility of SCM systems is pointed out and the approach to resolve the problem is applied into a practical example. The presented model provides a complete framework to examine the impact of IT on the agility of SCM systems.
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Herlina, Maria Grace, Lasmy Lasmy, Darjat Sudrajat, Dicky Hida Syahchari, Hardijanto Saroso, and Erik Van Zanten. "Ambidexterity and agility in achieving dry port effectiveness in the greater Jakarta." Uncertain Supply Chain Management 9, no. 2 (2021): 247–54. http://dx.doi.org/10.5267/j.uscm.2021.3.008.
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Dry Port, a supply chain company, strives to bring its workers up to speed in the current VUCA world. The study explores the degree to which ambidexterity affects agility, which can impact organizational effectiveness. The structural equation model with multilevel simulation used to test the research hypothesis. The study indicates that ambidexterity is an influential factor to agility, and that ambidexterity is also an impactful factor to agility and organizational effectiveness. Furthermore, there is also evidence that the power of agility contributes to greater organizational effectiveness, and also that ambidexterity has an impact on organizational effectiveness through workforce agility. To achieve organizational effectiveness in dry port business, mobile devices and social network technology are functional enablers of ambidextrous activities that can allow staff to be agile in handling dry port business tasks.
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Routroy, Srikanta, Pavan Kumar Potdar, and Arjun Shankar. "Measurement of manufacturing agility: a case study." Measuring Business Excellence 19, no. 2 (2015): 1–22. http://dx.doi.org/10.1108/mbe-06-2014-0018.
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Purpose – The purpose of this paper is to determine the agility level of a manufacturing system along different timelines. Design/methodology/approach – The fuzzy synthetic extents of agile manufacturing enablers (AMEs), on the basis of their importance, are determined. Then they are integrated with their performance ratings along different timeline for calculating the Fuzzy Agile Manufacturing Index (FAMI). Euclidean distances of FAMI from predetermined agility levels are mapped to determine the agility level of the manufacturing system along different timeline. Findings – The proposed methodology was implemented in an Indian manufacturing organization to determine its agility level. It was concluded from the obtained results that there was significant improvement in the agility level along the timeline. Research limitations/implications – The weights of the AMEs are assumed to be constant along the timeline. Practical implications – The supply chain mangers can easily apply this methodology in their respective manufacturing organizations to assess and determine the agility level. This proposed approach will show the direction to check the performance of agility and evaluate the evolution of agility in their respective manufacturing organizations. Originality/value – The combination of fuzzy synthetic extent of weights and average fuzzy performance ratings of AMEs to calculate the FAMI along the timeline considering judgments of multiple experts is a unique contribution.