Relevant bibliographies by topics / Organizational Agility

Contents

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

Academic literature on the topic 'Organizational Agility'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 May 2024

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Journal articles on the topic "Organizational Agility"

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

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<p>The current competitive environment is characterized by high-intensity rivalry in a dynamic and uncertain environment. The ability to respond swiftly and effectively to these changes is a necessity that separates successful organizations from those that flounder. This paper reviews the concept of organizational agility by exploring the current understanding of the concept, relevant literature and a conceptual framework. Potential avenues for further research are explored.</p>
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STERLING, J. "Organizational Agility." Journal of the Association for Laboratory Automation 13, no. 6 (December 2008): A12. http://dx.doi.org/10.1016/j.jala.2008.09.002.

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

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Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This article highlights the central role that leadership agility plays in creating agile organizations, and it presents a framework for understanding and developing leadership agility.
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Arifin, Rois, and Henny Purwanti. "Examining the Influence of Leadership Agility, Organizational Culture, and Motivation on Organizational Agility: A Comprehensive Analysis." Golden Ratio of Human Resource Management 3, no. 1 (February 28, 2023): 33–54. http://dx.doi.org/10.52970/grhrm.v3i1.205.

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The primary objectives of this study encompass three main aspects: firstly, to determine and thoroughly analyze the influence of Leadership Agility on Organizational Agility; secondly, to ascertain and examine the impact of Organizational Culture on Organizational Agility; and finally, to establish and evaluate the effect of Motivation on Organizational Agility. To accomplish these objectives, a research methodology comprising descriptive analysis and multiple linear regression analysis was employed, with a sample size consisting of 85 respondents. The outcomes derived from the multiple linear regression analysis revealed several noteworthy findings. Firstly, it was observed that Leadership Agility exerted a positive and significant influence on Organizational Agility. This suggests that leaders who possess agile qualities, such as adaptability, flexibility, and effective decision-making, contribute significantly to enhancing the overall agility of the organization. Secondly, the study found that Organizational Culture also played a crucial role in shaping Organizational Agility. A positive and significant relationship was identified, indicating that a strong and supportive culture that values innovation, collaboration, and learning fosters organizational agility. Lastly, the analysis demonstrated that Motivation exhibited a positive and significant impact on Organizational Agility. Motivated employees who are driven by intrinsic and extrinsic factors, such as recognition, rewards, and a sense of purpose, contribute to a more agile organization. Overall, this research underscores the importance of Leadership Agility, Organizational Culture, and Motivation in driving and sustaining Organizational Agility. The findings emphasize the significance of cultivating agile leaders, fostering a supportive culture, and nurturing employee motivation to enhance an organization's ability to adapt, innovate, and thrive in a dynamic business environment.
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Akkaya, Bulent, and Gozde Mert. "Organizational Agility, Competitive Capabilities, and the Performance of Health Care Organizations During the Covid-19 Pandemic." Central European Management Journal 30, no. 2 (June 15, 2022): 2–25. http://dx.doi.org/10.7206/cemj.2658-0845.73.

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Purpose: Managers of healthcare organizations must be much more dynamic and agile to survive in a competitive environment. Administrators, managers, and leaders in healthcare organizations must meet both patients’ and staff’s needs, expectations, and requests at the maximum level in order to create organizational agility. What counts among these responsibilities is the use of operational competitive capabilities at the highest level and being organizationally agile? In this context, this study determines the relationship between the operational competitive capabilities of healthcare organizations and organizational agility and examines the mediating role of organizational agility between operational competitive capabilities and organizational performance in healthcare organizations in Turkey. Methodology: The data was collected from the 220 managers of health organizations in Turkey through questionnaires, which were analyzed with the SPSS 26 and AMOS 26 programs. Results: The findings revealed a positive relationship between operational competitive capabilities of managers and between organizational agility and organizational agility, which have a full mediating role between operational competitive capabilities and organizational performance in healthcare organizations . Conclusion: Today’s healthcare organizations’ managers face such important problems and unexpected developments as adapting to a rapidly changing environment and struggles to avoid uncertainty. Therefore, the managers must use their operational competitive capabilities at the highest level and be organizationally agile to maximize their organizations’ performance and survive in this highly competitive environment.
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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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Cegarra-Navarro, Juan-Gabriel, and Silvia Martelo-Landroguez. "The effect of organizational memory on organizational agility." Journal of Intellectual Capital 21, no. 3 (March 12, 2020): 459–79. http://dx.doi.org/10.1108/jic-03-2019-0048.

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PurposeIntellectual capital includes what employees know and the agility to search and retrieve knowledge (organizational agility). Organizational agility could be seen as the result of using validated routines and protocols (knowledge application), but also as the result of using unproven theories, rumors, colloquial expressions, or sayings (counter-knowledge), which means that organizational memory may enable both the application of good knowledge and the mitigation of counter-knowledge. This study examines the links between a firm's organizational memory, counter-knowledge, knowledge application, and organizational agility.Design/methodology/approachUsing SmartPLS 3.2.8 in a sample of 112 companies, the following questions were addressed: Does the improvement of organizational memory result in the growth of organizational agility? Does the growth of counter-knowledge and knowledge application at the same time hinder the enhancement of organizational agility?FindingsThe results support that organizational memory not only enhances the application of gained knowledge but also allows the spreading of rumors, gossip, and inappropriate or false beliefs (counter-knowledge). Furthermore, results support that the knowledge that emerges from the development in parallel or simultaneous of counter-knowledge and knowledge application provides bad references, which will lead to a degradation of organizational agility.Practical implicationsWhen supporting organizational agility, managers should be conscious of the urgency of counteracting the misuse of counter-knowledge.Originality/valueThese findings make an important contribution to what is potentially a barrier to innovation and creativity, helping managers overcome the problems associated with misunderstandings or wrong assumptions derived from counter-knowledge.
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Koçyiğit, Yeşim, and Bülent Akkaya. "The Role of Organizational Flexibility in Organizational Agility: A Research on SMEs." Business Management and Strategy 11, no. 1 (April 17, 2020): 110. http://dx.doi.org/10.5296/bms.v11i1.16867.

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Flexibility and agility, which are closely interrelated concepts with organizations’ performance, have effects on managers’ decisions. In this context, this study aims to determine the effect of organizational flexibility on organizational agility and agility abilities in small medium and large enterprises. Two questionnaires were used to get data. The data were collected from 111 managers from 46 firms located in the West of Turkey. Regression analysis was used to depict the relations. The results showed that there is a positive and significant impact of organizational structure flexibility on the organizational agility and agility abilities; competency, flexibility, responsiveness and speed.
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Zitkiene, Rima, and Mindaugas Deksnys. "Organizational Agility Conceptual Model." Montenegrin Journal of Economics 14, no. 2 (June 2018): 115–29. http://dx.doi.org/10.14254/1800-5845/2018.14-2.7.

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Khalid, Zulfia, Madhakomala R, and Dedi Purwana. "How Leadership And Organizational Culture Shape Organizational Agility In Indonesian SMEs??" IJHCM (International Journal of Human Capital Management) 4, no. 2 (December 7, 2020): 49–63. http://dx.doi.org/10.21009/ijhcm.04.02.06.

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A highly competitive market has increased the importance of organizational agility in attaining competitiveness through strengthening leadership and organizational culture. This study aims at examining the effect of entrepreneurial leadership on organizational agility mediated by organizational culture in Indonesian Small and Medium-sized Enterprises. There was a lack of evidence on which entrepreneurial leadership could significantly influence organizational agility through organizational culture. Using simple random sampling technique, a total of 200 employees from the centre of Industrial Village in East Jakarta, Indonesia was selected as the sample. Data were obtained through survey method and quantitatively analysed using Structural Equation Modelling with LISREL 8.8 software. The findings show that entrepreneurial leadership and organizational culture respectively have positive and significant direct effects on organizational agility. Entrepreneurial leadership has a positive and significant direct effect on organizational culture, and entrepreneurial leadership has a positive and significant indirect effect on organizational agility mediated by organizational culture. The research findings can provide guidelines for the SMEs entrepreneur to facilitate appropriate leadership and organizational culture, so as to foster organizational agility and achieve business benefits.
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Dissertations / Theses on the topic "Organizational Agility"

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Wendler, Roy. "Towards a Maturity Model to Measure Organizational Agility in the Software and IT Services Industry." Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-209623.

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Agile software development methods reduce project costs and development time by simultaneously enhancing quality. But despite these advantages, agile principles are rarely adopted by the whole organization. In fact, it seems difficult to describe what distinguishes an agile organization from another. Therefore, the objective of this thesis is to gain an understanding what factors constitute agility at an enterprise level and to develop a maturity model as measurement tool. To fulfill this aim, the thesis as based on a multi-paradigmatic approach combining behavioral and design science and utilizes a pluralistic set of research methods belonging to both paradigms. A comprehensive analysis of agility-related frameworks showed that despite partial similarity there is no consensus about what constitutes an “agile organization”. Hence, the thesis identified the structure to be found behind the concept of organizational agility using an exploratory research approach. A survey among organizations in the software and IT services industry was conducted and showed that organizational agility can be described using six interrelated factors that can be further aggregated into the three basic dimensions of “Agility Prerequisites,” “Agility of People,” and “Structures Enhancing Agility.” Based on these results, the Organizational Agility Maturity Model has been developed providing a theoretically and empirically grounded structure of organizational agility supporting the efforts of developing a common understanding of the concept. The application of the maturity model furthermore creates useful benefits for organizations and underscores the strategic character of organizational agility. It generates an awareness about the complexity of organizational agility. Furthermore, it may serve as a reference frame to implement a systematic and well-directed approach for improvements and continuous assessment of actions taken.
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Förster, Kerstin, and Roy Wendler. "Theorien und Konzepte zu Agilität in Organisationen." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2013. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-129603.

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Der Begriff Agilität bezeichnet innerhalb der Organisationslehre seit etwa 20 Jahren eine Form der flexiblen, schlanken, kundenorientierten Organisationsgestaltung und verbindet sich, um jeweils neu entwickelte Technologien erweitert, mit dem Charakter einer jungen, modernen Organisationsform. Verstärkt wird dieser Eindruck durch die Tatsache, dass vor dem Jahre 1991, als das Iacocca Institute entscheidend zur Verknüpfung des Begriffes Agilität mit der Organisationslehre und zur Verbreitung der mit der Agilität verbundenen Methoden beitrug, der Agilitätsbegriff innerhalb der Organisationsforschung kaum auftauchte. Erst seit den frühen 1990er Jahren sind zahlreiche Veröffentlichungen zu diesem Thema erschienen, eine anhaltende Tendenz, wie die Publikationen des aktuellen Jahres belegen. Für den Ursprung des Begriffes Agilität wird in den meisten Aufsätzen dementsprechend das Jahr 1991 angesetzt, nur einige wenige Quellen nennen ältere Aufsätze und noch seltener taucht der Hinweis auf, das der Agilitätsbegriff im Umfeld der Sozialwissenschaften bereits seit den 1950er Jahren bekannt ist, interessanterweise durch das Werk eines Wirtschaftstheoretikers. Die Herkunft des Begriffes Agilität im organisationalen Umfeld auszuleuchten und sich an die vielfältigen Darstellungen dieses Konzeptes anzunähern, ist das Anliegen der vorliegenden Arbeit. Das Agilitätsmodell in der seit den 1990er Jahren entwickelten Prägung ist eine Sammlung von Elementen verschiedener organisationstheoretischer Ansätze und enthält eine Vielzahl organisationaler Konzepte, die zudem fortlaufend erweitert und verändert wurden. Es würde den Rahmen der vorliegenden Arbeit sprengen, die Theorien und Konzepte aufzulisten, die dem Agilitätsbegriff eine grundsätzliche Prägung verliehen. Es werden jedoch einige Organisationstheorien und Konzepte, deren Elemente sich als Kennzeichen der Agilität wiederfinden, aufgezeigt, um darzustellen, dass agiles Denken existierte, bevor der Begriff „Agilität“ geprägt wurde. Die Agilität ist kein Konzept, das aus der Praxis heraus entstanden ist und anschließend zum Forschungsgegenstand der Wirtschaftswissenschaften wurde, vielmehr handelt es sich um einen Entwurf, der originär als theoretischer Lösungsansatz zur Behebung einer wirtschaftlichen Stagnation entwickelt wurde. Inwieweit dieser theoretische Ansatz in der Praxis tatsächlich auch Verbreitung finden konnte, ist eine interessante Fragestellung, die zum Thema mehrerer Forschungsarbeiten gewählt wurde. Die vorliegende Arbeit wird diesen Bereich jedoch nicht näher beleuchten. Vielmehr steht eine Sammlung und Strukturierung verschiedener in der Literatur vorhandener Auffassungen und Auslegungen des Agilitätsbegriffs im Mittelpunkt.
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Young, Alethea G. "Identifying the impact of leadership practices on organizational agility." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543416.

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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.

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Förster, Kerstin, and Roy Wendler. "Theorien und Konzepte zu Agilität in Organisationen." Technische Universität Dresden, 2012. https://tud.qucosa.de/id/qucosa%3A27335.

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Der Begriff Agilität bezeichnet innerhalb der Organisationslehre seit etwa 20 Jahren eine Form der flexiblen, schlanken, kundenorientierten Organisationsgestaltung und verbindet sich, um jeweils neu entwickelte Technologien erweitert, mit dem Charakter einer jungen, modernen Organisationsform. Verstärkt wird dieser Eindruck durch die Tatsache, dass vor dem Jahre 1991, als das Iacocca Institute entscheidend zur Verknüpfung des Begriffes Agilität mit der Organisationslehre und zur Verbreitung der mit der Agilität verbundenen Methoden beitrug, der Agilitätsbegriff innerhalb der Organisationsforschung kaum auftauchte. Erst seit den frühen 1990er Jahren sind zahlreiche Veröffentlichungen zu diesem Thema erschienen, eine anhaltende Tendenz, wie die Publikationen des aktuellen Jahres belegen. Für den Ursprung des Begriffes Agilität wird in den meisten Aufsätzen dementsprechend das Jahr 1991 angesetzt, nur einige wenige Quellen nennen ältere Aufsätze und noch seltener taucht der Hinweis auf, das der Agilitätsbegriff im Umfeld der Sozialwissenschaften bereits seit den 1950er Jahren bekannt ist, interessanterweise durch das Werk eines Wirtschaftstheoretikers. Die Herkunft des Begriffes Agilität im organisationalen Umfeld auszuleuchten und sich an die vielfältigen Darstellungen dieses Konzeptes anzunähern, ist das Anliegen der vorliegenden Arbeit. Das Agilitätsmodell in der seit den 1990er Jahren entwickelten Prägung ist eine Sammlung von Elementen verschiedener organisationstheoretischer Ansätze und enthält eine Vielzahl organisationaler Konzepte, die zudem fortlaufend erweitert und verändert wurden. Es würde den Rahmen der vorliegenden Arbeit sprengen, die Theorien und Konzepte aufzulisten, die dem Agilitätsbegriff eine grundsätzliche Prägung verliehen. Es werden jedoch einige Organisationstheorien und Konzepte, deren Elemente sich als Kennzeichen der Agilität wiederfinden, aufgezeigt, um darzustellen, dass agiles Denken existierte, bevor der Begriff „Agilität“ geprägt wurde. Die Agilität ist kein Konzept, das aus der Praxis heraus entstanden ist und anschließend zum Forschungsgegenstand der Wirtschaftswissenschaften wurde, vielmehr handelt es sich um einen Entwurf, der originär als theoretischer Lösungsansatz zur Behebung einer wirtschaftlichen Stagnation entwickelt wurde. Inwieweit dieser theoretische Ansatz in der Praxis tatsächlich auch Verbreitung finden konnte, ist eine interessante Fragestellung, die zum Thema mehrerer Forschungsarbeiten gewählt wurde. Die vorliegende Arbeit wird diesen Bereich jedoch nicht näher beleuchten. Vielmehr steht eine Sammlung und Strukturierung verschiedener in der Literatur vorhandener Auffassungen und Auslegungen des Agilitätsbegriffs im Mittelpunkt.
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Kharabe, Amol T. "Organizational Agility and Complex Enterprise System Innovations: A Mixed Methods Study of the Effects of Enterprise Systems on Organizational Agility." Case Western Reserve University School of Graduate Studies / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=case1339176723.

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Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.

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Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment.

Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables.

This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.

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Wendler, Roy, and Theresa Stahlke. "What Constitutes an Agile Organization?" Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2014. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-130916.

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For several years, businesses and organizations have faced an increasingly volatile environment, marked with challenges such as increased competition, globalized markets, and individualized customer requirements. These challenges are accompanied by many changes in every organizational field. As a response, different concepts have emerged that should enable organizations to master these challenges. Agility is the most recent, but others like flexibility and leanness are mentioned often, too. Many research activities concerning agility and its related concepts have been conducted in the meantime. However, there currently exists no common understanding of what constitutes agility. This makes it difficult for both researcher and practitioner audiences to build upon the insights obtained thus far. On the one hand, researchers are missing a well-founded basis to develop the topic further, while on the other hand, practitioners cannot easily uncover what parts of their organizations have to be changed and in what respect they have to be changed to respond to new market challenges. This is of particular interest for organizations in the software and information technology (IT) service industry. With the appearance of agile software developing methodologies in the early 2000s, or in a broader sense agile values and principles, the advantages of these new approaches became visible. However, it turned out to be difficult to transfer the experienced benefits beyond the team level, though this step is necessary so that the whole organization can benefit from agility. Hence, the report presented here is part of a research project aimed at identifying the structure and components of an agile organization within the software and IT service industry. To fulfill this aim, a survey from a comprehensive organizational perspective has been carried out that was based on a systematic comparison of available agility frameworks. The purpose of this publication is to give an initial comprehensive overview over the collected data. Together with a comprehensive literature review conducted prior to this study, it answers the research questions: "What are potential components of an agile organization?" and "To what extent are these components reflected by the software and IT service industry?"
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Karlstedt, Jens, and Sebastian Hellenborg. "Retaining Organizational Agility : How to Stay Competitive Without Competing." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-415379.

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While conventional approaches of managing organizations have been considered to be outdated, Organizational Agility has been acclaimed for its prowess to cope with today's increasingly volatile and dynamic environment. Yet the predominant focus has been directed towards how agility is achieved, while its retention as organizations grow has to a great extent been unexplored. Through a qualitative case study of a renowned organization for its unorthodox approach, this study aims to contribute with an extension to the current scope of organizational agility by stretching beyond the focus on mere transformations in an attempt to understand in what ways organizational agility is retained as they grow. The findings of this study challenge the common conceptions found within literature suggesting that changes in the external environment are what drives organization’s to be agile in order to sustain its competitiveness. Organizational agility has thus primarily been considered to be constituted by dynamic adaptations in accordance to forces of the external environment. In contrast, this study finds that the retention of organizational agility during growth is an evolutionary process that is internally driven by placing indispensable value on the employees and by focusing on the organization itself, its desire and community. Retaining organizational agility is thus something that grows “from the inside and out”.
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Goncalves, Dulce. "Organizational Agility and Digital Innovation Capability in Automotive Startups." Licentiate thesis, Högskolan i Halmstad, Halmstad Embedded and Intelligent Systems Research (EIS), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-43787.

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Existing research on organizational agility has primarily focused on large com- panies. This research tends to reference startups as the truly agile organizations, and it is assumed that large established corporations have much to learn from startups, especially for digital innovation. However, little research has studied startups with an organizational agility lens to identify how startups develop organizational agility and what enables and hinders such agility. There is a need to better understand how startups use organizational agility to gain leverage in digital innovation. This licentiate thesis is based on three papers, where each paper focuses on one aspect of organizational agility, and aims to answer the research question: How do startups use organizational agility to gain leverage in digital innovation? A qualitative approach was applied, and two interview studies were conducted in the automotive products and services domain. This domain was chosen be- cause it has recently been challenged by newcomers with very different strategies for innovation and the automotive incumbents are now struggling to transform into agile enterprises. Subsequently, it became possible to identify differences in how organizational agility is applied in digital innovation in large companies and startups. The first study included three incumbents and two in- ternational startups, and the second study included nine startups. The startups included in the two studies were located in Sweden and one startup in the USA (active in Sweden). 23 semi-structured interviews were conducted, which en- abled us to gain a richer and more in-depth understanding about how startups develop and applied organizational agility in their digital innovation initiatives. An initial literary study helped identify core dimensions of organizational agil- ity that were empirically investigated. Organizational agility as an analytic lens was operationalized using different frameworks to support our analysis work. The concluding analysis showed differences between startups' ability to use organizational agility in digital innovation. The startups had different ap- proaches to digital innovation and the analysis shows different types of organ- izational agility. The startups that applied an agile culture, visionary and trans- formative approach (effectuation logic) and open innovation, were the most successful when it came to keeping a high digital innovation pace compared with the other startups in this study. Based on the analysis of how organization-Page 2 of 167al agility affected the studied companies' digital innovation capability, we iden- tified four ideal types of startup organizational agility: digital industrial, digital complementary, digital exploiter, and digital disrupter. In Digital industrial, the value of organizational agility is less exploited because it applies a planning approach and a unilateral technical focus with a vague business model, leading to a low digital innovation capability. In Digital complementary, the value of organizational agility is utilized while applying a planning approach, focusing on in-depth technical research where the value, once integrated into a customer product, can lead to a high digital innovation capability. In Digital exploiter, the value of organizational agility is fully utilized while applying a visionary and adaptive approach, focusing on the rapid exploitation of market-driven digital services applied but can lead to low digital innovation capability. In Digital disrupter, the value of organizational agility is optimally utilized by using a visionary and transformative strategy, focusing on in-depth and rapid explora- tion in innovation ecosystems or networks, which leads to high digital innova- tion capability. The research contributes to practice and the theory of organizational agility by showing how the various aspects of organizational agility impact the organiza- tions' digital innovation capability.
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King, Raymond. "The Effects of Organizational Agility on Transnational Crime in Jamaica." Thesis, St. Thomas University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3738900.

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Factors influencing incidents of transnational crime in Jamaica and the international community have been established in the literature. However, strategies to counter transnational security threats have been predicated on a foundation of re-activity, necessitating the need for proactive crime fighting efforts. This study investigated the effects of organizational agility, a proactive crime abatement strategy, on transnational crimes in Jamaica using quantitative analysis. An input-output framework based on economic theory, along with a multiple regression model provided the analytic foundation for this study. Thirty-two years of crime data between 1982 and 2013, one independent variable-organizational agility, and five control variables comprised the analytic model. Chief among the findings are that organizational agility as a proactive crime abatement strategy was found to be inversely related to incidents of transnational crime at α = 0.05 and that the overall model explained 91% of the variation in transnational crime incidents.

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Books on the topic "Organizational Agility"

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Babkin, Eduard, Joseph Barjis, Pavel Malyzhenkov, and Vojtěch Merunka, eds. Model-Driven Organizational and Business Agility. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-17728-6.

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Babkin, Eduard, Joseph Barjis, Pavel Malyzhenkov, Vojtěch Merunka, and Martin Molhanec, eds. Model-Driven Organizational and Business Agility. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-45010-5.

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

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

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

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Liu, Xueyuan. The agility of business process improvement. Beijing: Science Press, 2009.

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1948-, Moffat James, ed. The agile organisation: From informal networks to complex effects and agility. Washington, D.C: CCRP Publications, 2005.

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1941-, Goldman Steven L., and Graham Carol B. 1947-, eds. Agility in health care: Strategies for mastering turbulent markets. San Francisco, Calif: Jossey-Bass, 1999.

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Gunneson, Alvin O. Transitioning to agility: Creating the 21st century enterprise. Reading, Mass: Addison-Wesley Pub., 1997.

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Cultural agility: Building a pipeline of successful global professionals. San Francisco: Jossey-Bass, 2012.

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Book chapters on the topic "Organizational Agility"

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Kumkale, İlknur. "Organizational Agility." In Accounting, Finance, Sustainability, Governance & Fraud: Theory and Application, 37–52. Singapore: Springer Singapore, 2022. http://dx.doi.org/10.1007/978-981-16-7582-9_3.

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Meyer, Ron, and Ronald Meijers. "Organizational composition." In Leadership Agility, 75–95. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315159980-5.

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Meyer, Ron, and Ronald Meijers. "Organizational decision-making." In Leadership Agility, 96–113. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315159980-6.

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Ozbayrac, Gizem Kedici. "Moving Toward Organizational Agility." In Enterprise Agility, 21–38. Boca Raton: Auerbach Publications, 2022. http://dx.doi.org/10.1201/9781003268437-3.

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Hiller, Nathan J., and Sibel Ozgen. "Organizational Agility and Organizational Effectiveness." In Senior Leadership Teams and the Agile Organization, 24–43. New York: Routledge, 2023. http://dx.doi.org/10.4324/9780429353161-2.

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Kuhn, M., C. Dölle, M. Riesener, and G. Schuh. "Organizational Agility in Development Networks." In Lecture Notes in Production Engineering, 621–30. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-62138-7_62.

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Zaccaro, Stephen J., Steven Zhou, and Christian J. Resick. "CEO Characteristics and Organizational Agility." In Senior Leadership Teams and the Agile Organization, 187–222. New York: Routledge, 2023. http://dx.doi.org/10.4324/9780429353161-8.

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Kushner, Nicci, and Dea Mulolli. "Worley, Christopher: Leading Change through Agility." In The Palgrave Handbook of Organizational Change Thinkers, 1–14. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-49820-1_132-1.

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Kushner, Nicci, and Dea Mulolli. "Worley, Christopher: Leading Change Through Agility." In The Palgrave Handbook of Organizational Change Thinkers, 1945–58. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-38324-4_132.

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Barroca, Leonor, Helen Sharp, Advait Deshpande, Peggy Gregory, and Stavros Papadeas. "Sustaining Agility: Organizational Change, Factors and Theoretical Lenses." In Lecture Notes in Business Information Processing, 115–31. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-33976-9_8.

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AbstractAgile organizations have to deal regularly with change and at the same time adapt to sustain agility. In this paper, we present an initial study to identify factors considered when changes need to be made to sustain agility. We used a novel data collection approach, critical decision method (CDM), and investigated three theoretical lenses, paradox theory, situation awareness and shared mental models, to explore the kind of practical consequences they help to uncover. This paper presents the findings of this initial study together with reflections on the data collection method and the three theoretical lenses. Three key dimensions relevant to sustaining agility emerge from the use of these theoretical lenses: teams vs organization; understanding the environment vs the impact of change internally; and understanding “now” vs looking into the future.
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Conference papers on the topic "Organizational Agility"

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Kirchherr, Hanna, and Friedrich Holotiuk. "Organizational Agility." In SIGMIS-CPR '17: Computers and People Research Conference. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3084381.3084420.

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Aurelia, Inezia, and Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.

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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.
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McCully, Mary, and Elizabeth McDaniel. "College Transformation through Enabling Agility." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3167.

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Government organizations and universities are traditional and bureaucratic institutions. One government-sponsored graduate-level college undertook a transformation to develop agility in spite of academic traditions and a risk-averse culture to take advantage of Information Age concepts, opportunities, and tools. As a result, the college, dedicated to developing information leaders who can leverage information and information technology for strategic advantage, is becoming increasingly agile. By engaging stakeholders, the college is sensing the learning needs of government organizations, and re-designing current, and developing new programs and tailored educational services. Through its large distributed learning program, the college is reaching students around the world, and is expanding its global reach by supporting communities of practice. College leaders streamlined the organizational design to create teams of faculty to develop and deliver programs responsive to student needs. Replacing command-and-control systems, the leaders are re-framing the organization’s reason for being, governing principles, and high-level business process design.
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Tai, Chi-Feng, and Kai Wang. "Data Analytics Insight-Driven Organizational Agility." In MISNC 2023: The 10th Multidisciplinary International Social Networks Conference. New York, NY, USA: ACM, 2023. http://dx.doi.org/10.1145/3624875.3624885.

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Hassan, Noor Hafizah, and Noreen Izza Arshad. "Proposing Construct for Organizational Agility Model in Malaysian Automotive Organization." In 2019 6th International Conference on Research and Innovation in Information Systems (ICRIIS). IEEE, 2019. http://dx.doi.org/10.1109/icriis48246.2019.9073673.

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Skyrius, Rimvydas, Mindaugas Krutinis, Svetlana Nemitko, Justina Valentukevičė, Norbert Andžej Gulbinovič, and Marija Sanosianaitė. "Informing Agility in the Context of Organizational Changes." In InSITE 2021: Informing Science + IT Education Conferences. Informing Science Institute, 2021. http://dx.doi.org/10.28945/4779.

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Aim/Purpose: This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background: While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology: A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution: The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings: The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners: There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers: The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society: Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research: Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues. NOTE: This Proceedings paper was revised and published in Informing Science: The International Journal of an Emerging Transdiscipline , 24, 19-30. Click DOWNLOAD PDF to download the published paper.
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Ilieva, Roumiana, Kiril Anguelov, and Mario Nikolov. "Structural approach for organizational agility path analysis." In PROCEEDINGS OF THE 44TH INTERNATIONAL CONFERENCE ON APPLICATIONS OF MATHEMATICS IN ENGINEERING AND ECONOMICS: (AMEE’18). Author(s), 2018. http://dx.doi.org/10.1063/1.5082146.

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Li, Weizi, Huiying Gao, Zhijun Yan, and Kecheng Liu. "On Dynamic Agility of Inter-Organizational Processes." In 2008 IEEE Symposium on Advanced Management of Information for Globalized Enterprises, AMIGE. IEEE, 2008. http://dx.doi.org/10.1109/amige.2008.ecp.18.

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Wendler, Roy. "Development of the Organizational Agility Maturity Model." In 2014 Federated Conference on Computer Science and Information Systems. IEEE, 2014. http://dx.doi.org/10.15439/2014f79.

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Schoeck, Moritz, Mona Batora, Johannes Mueller, Nikola Bursac, and Albert Albers. "Influence of Agility on the Innovation Capability of Organizations - An Empirical Study." In ASME 2023 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2023. http://dx.doi.org/10.1115/imece2023-113522.

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Abstract In today’s dynamic market landscape, mechatronic product development faces challenges due to changing customer demands and unpredictable events. To secure organizations’ innovation capability in this environment, agile methods have gained prominence. Previously, the authors identified success factors and characteristics of agility and innovation capability through extensive literature research. This study now focuses on establishing cause-effect relationships between agility and innovation capability using these factors. An empirical study involving professionals from diverse industries explores how introducing agility in mechatronic product development can improve organizational innovation capability. The findings indicate that agility positively influences innovation capability to varying degrees. This research contributes valuable insights to enhance the innovation capability and agility of industrial organizations sustainably. By embracing agile approaches, organizations can thrive in the face of a dynamic market environment.
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Reports on the topic "Organizational Agility"

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Menon, Shantanu, Aruna Pandey, and Kushagra Merchant. Arghyam: A praxis on regenerating a groundwater civilisation. Indian School Of Development Management, May 2023. http://dx.doi.org/10.58178/2305.1022.

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Arghyam, which started as a funding organization, has evolved into being an influential voice in the water ecosystem. In the present (2022), it works with a network of organizations on water security solutions across the country. Through exploring Arghyam’s shifts in its strategic approach, the case study engages with the challenges of dealing with the complexity of the water sector in India and what it takes for philanthropy to sustain commitment to a singular cause. Arghyam’s most recent pivot commenced in 2018, when it decided to focus on supporting strategic levers of scale that could significantly benefit from digital technology use. This pivot was based on its past experience but nonetheless required realignment within the organization with new modes of engagement, enhanced operational capabilities and talent requirements. While Arghyam recognises the need for strengthening scalable solutions, organizationally it continues to remain compact and lean. This case study shows that the most complex of problems do not necessarily demand the biggest of organizational resources: it requires thoughtful and timely deployment of limited resources. This demands a level of intentionality and strategic agility that can test the mettle of any organization, least of all a philanthropic one.
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Pieterson, Willem, Dulce Baptista, David Rosas-Shady, and Andrés Franco. The digital transformation of public employment services across Latin America and the Caribbean. Inter-American Development Bank, August 2023. http://dx.doi.org/10.18235/0005084.

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Public employment services have a crucial role in the search for quality jobs, worker placement, labor market adaptation, and mitigating impacts during economic transitions. Globally, these services have been leveraging on digital technologies to transform, and those in Latin America and the Caribbean are no exception. These technologies are enabling the creation of new channels to expand outreach and service delivery, centralizing, and sharing data, facilitating collaboration, and improving processes. However, rapid technological advancements also pose risks in terms of access and equity. For instance, improper use of artificial intelligence (AI) may exacerbate existing labor market inequalities. Therefore, it is essential for public employment services to harness the potential of digital technologies while mitigating associated risks. To address these challenges, these institutions must consider five key dimensions. Firstly, they need to be aware of the strategic implications of digital technologies. Secondly, they need to manage the impact of technology on their administrative operations. Thirdly, they must effectively utilize technology in their interactions with the public. Fourthly, they should undergo organizational changes to enhance agility and adopt different structures, skills, and cultures. Lastly, they must grow into their role of data processing organizations to take advantage of new opportunities and tackle new challenges. This document provides relevant information on the opportunities and challenges of digitalization in public employment services in Latin America and the Caribbean across these dimensions, as well as their level of digital maturity. The data and results presented in this study are based on a survey conducted by the IDB's SEALC Network in 2019, which was expanded in 2022 to include fifteen countries in the region. Additionally, the effect of the COVID-19 pandemic on the digitalization efforts of public employment services in the region is evaluated. This information is relevant for public employment services as it enables them to identify strengths and weaknesses in their digital transformation processes.
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Lavrentieva, Olena O., Ihor O. Arkhypov, Olexander I. Kuchma, and Aleksandr D. Uchitel. Use of simulators together with virtual and augmented reality in the system of welders’ vocational training: past, present, and future. [б. в.], February 2020. http://dx.doi.org/10.31812/123456789/3748.

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The article discusses the theory and methods of simulation training, its significance in the context of training specialists for areas where the lack of primary qualification is critical. The most widespread hardware and software solutions for the organization welders' simulation training that use VR- and AR- technologies have been analyzed. A review of the technological infrastructure and software tools for the virtual teaching-and-production laboratory of electric welding has been made on the example of the achievements of Fronius, MIMBUS, Seabery. The features of creating a virtual simulation of the welding process using modern equipment based on studies of the behavioral reactions of the welder have been shown. It is found the simulators allow not only training, but also one can build neuro-fuzzy logic and design automated and robotized welding systems. The functioning peculiarities of welding's simulators with AR have been revealed. It is shown they make it possible to ensure the forming basic qualities of a future specialist, such as concentration, accuracy and agility. The psychological and technical aspects of the coaching programs for the training and retraining of qualified welders have been illustrated. The conclusions about the significant advantages of VR- and AR-technologies in comparison with traditional ones have been made. Possible directions of the development of simulation training for welders have been revealed. Among them the AR-technologies have been presented as such that gaining wide popularity as allow to realize the idea of mass training in basic professional skills.
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