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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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Baškarada, Saša, and Andy Koronios. "The 5S organizational agility framework: a dynamic capabilities perspective." International Journal of Organizational Analysis 26, no. 2 (May 14, 2018): 331–42. http://dx.doi.org/10.1108/ijoa-05-2017-1163.
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Purpose Although there is widespread agreement that organizational agility is increasingly becoming critical to achieving sustained competitive advantage, there is little consensus on what exactly constitutes organizational agility, or how it may be assessed and improved. The purpose of this paper is to contribute toward operationalization of the organizational agility construct through a high-level conceptual framework grounded in dynamic capabilities. Design/methodology/approach This is a conceptual paper that presents a new organizational agility framework, which draws from, and builds on, the existing literature. Findings This paper defines organizational agility as rapid, continuous and systematic evolutionary adaptation and entrepreneurial innovation directed at gaining and/or maintaining competitive advantage. The 5S Organizational Agility Framework proposes five dynamic capabilities (sensing, searching, seizing, shifting and shaping) underpinning organizational agility. Originality/value The framework presented in this paper contributes toward operationalization of the organizational agility construct.
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Wageeh, Nafei A. "Organizational Agility: The Key to Organizational Success." International Journal of Business and Management 11, no. 5 (April 18, 2016): 296. http://dx.doi.org/10.5539/ijbm.v11n5p296.
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<p><strong>Background: </strong>In the current turbulent and highly competitive environment of today, OA, that is the ability of organizations to quickly sense and respond to environmental changes, is an important determinant of organization success.<strong></strong></p><p><strong>Purpose: </strong>The purpose of this research is to identify the types of OA (sensing agility, decision-making agility and acting agility) and its role in promoting Organizational Success (OS) of the employees at Menoufia University Hospitals in Egypt.</p><p><strong>Research Design/Methodology:<em> </em></strong>To assess positive OA, refer to (OA questionnaire, Jaworski & Kohli, 1993) and OS (OS questionnaire Simon et al., 2011). The data of the study was collected from the employees at Menoufia University Hospitals in Egypt. Out of the 338 questionnaires that were distributed to employees, 285 usable questionnaires were returned, a response rate of 84%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses.</p><p><strong>Findings:</strong> The researcher has found that the study subjects do agree that OA directly affects the dimensions of OS of the employees at Menoufia University Hospitals in Egypt.</p><p><strong>Practical implications:</strong> This research helps to stimulate scientific research, particularly in terms of testing the model content, as well as studying the study variables and the factors affecting them. In addition, this research pointed to the need for organizations to practice OA in order to be able to meet contemporary intense competition, as this trend is to play an important role in enhancing OS.</p><strong>Originality/value: </strong>This research dealt with OA in terms of its concept and dimensions, in addition to dealing with the role of OA in promoting OS at Menoufia University Hospitals in Egypt.
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KHALID, Zulvia, and Panca Maulana FIRDAUS. "EXAMINING THE EFFECT OF ENTREPRENEURIAL LEADERSHIP ON ORGANIZATIONAL AGILITY THROUGH ORGANIZATIONAL LEARNING IN INDONESIAN SMES." ICCD 3, no. 1 (October 10, 2021): 156–63. http://dx.doi.org/10.33068/iccd.vol3.iss1.328.
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Tremendous change in environment during the Corona virus pandemic has put organizational agility as one of the most important discussion topics among scholars in the world. Small and Medium-sized Enterprises (SMEs) with limited resources, need to have strong agility to thrive in today's increasingly competitive market. It is, therefore, crucial to study the factors that may affect organizational agility. This study aims to examine the effects of entrepreneurial leadership on organizational agility through organizational learning in the perspective of organizational behavior. There was a scarcity of evidence on which entrepreneurial leadership could significantly influence organizational agility through organizational learning. The respondents are 200 employees who work at SMEs within the Small Industrial Village which is called Perkampungan Industri Kecil (PIK) in East Jakarta, Indonesia. Data were obtained through the survey method and quantitatively analyzed using SEM – LISREL 8.8. The results indicated that each entrepreneurial leadership and organizational learning has significantly affected organizational agility, and entrepreneurial leadership has significantly affected organizational learning. This study also found that organizational learning partially mediates the relationship between entrepreneurial leadership and organizational agility. These results provide recommendations for SMEs entrepreneurs to promote organizational learning in order to enhance the effect of entrepreneurial leadership to increase organizational agility.
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Wijaya, Angga. "PENGARUH LEADERSHIP DAN WORKFORCE AGILITY TERHADAP ORGANIZATIONAL AGILITY DENGAN COMMUNICATION SEBAGAI VARIABEL MODERATING PADA PT ANGKASA PURA AVIASI." Niagawan 12, no. 3 (November 2, 2023): 193. http://dx.doi.org/10.24114/niaga.v12i3.50972.
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Tujuan dari penelitian ini adalah untuk mengetahui pengaruh leadership dan workforce agility pada organizational agility dengan communication sebagai variabel moderating pada PT Angkasa Pura Aviasi. Penelitian ini menggunakan metode kuantitatif meliputi pengumpulan analisis interpretasi. Sampel pada penelitian ini menggunakan teknik penarikan sampel yang digunakan berdasarkan rumus Slovin, dan berdasarkan perhitungan slovin diatas maka jumlah sampel dalam penelitian ini adalah ≥ 231 karyawan PT Angkasa Pura Aviasi. Teknik pengumpulan data pada penelitian ini menggunakan metode angket, sedangkan jenis penelitian ini adalah kuantitatif dan analisis statistik SEM-PLS. Hasil Penelitian ini membuktikan bahwa secara langsung leadership berpengaruh positif dan signifikan terhadap organizational agility. workforce agility berpengaruh positif dan signifikan terhadap organizational agility. Communication memoderasi pengaruh leadership terhadap organizational agility. Communication memoderasi pengaruh workforce agility terhadap organizational agility.
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Priyono, Anjar, Fazli Idris, and Sarina Binti Abdul Halim Lim. "Achieving Ambidexterity in Internationalization: Analysis of How SMEs Cope with Tensions between Organizational Agility–Efficiency." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 4 (December 12, 2020): 188. http://dx.doi.org/10.3390/joitmc6040188.
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This study aims to examine how small and medium enterprises manage the tensions between organizational agility and efficiency. Organizational agility is a multidimensional concept where each of its components can interact differently with efficiency. The tensions between other capabilities have been explored in many previous studies, yet there is a lack of research exploring the roots of the tensions between organizational agility and efficiency, how the actors interpret these tensions and what dimensions of organizational agility are causing the tensions. A multiple case study research design with an inductive approach was used to explore how two SMEs manage the tensions between organizational agility and efficiency to serve customers from abroad. Despite the relationship between the agility and efficiency seeming contradictory, our analysis demonstrated that the interaction between the two concepts is complex, depending on the object of the tensions, the actors involved and the context. In fact, two actors at the same level of the organizational hierarchy can have identical perceptions about a tension, but they can arise from different logical reasoning. Moreover, due to the multidimensionality of organizational agility, a meta-capability of organizational agility is more likely to dominate the interaction with efficiency. This study contributes to the limited empirical evidence on how actors in SMEs perceive and manage the various tensions emerging from organizational agility and efficiency.
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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 (April 28, 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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Obydenov, Alexander. "Organizational Aspects of Business Agility." Journal of Economics, Business and Management 10, no. 6 (2022): 375–78. http://dx.doi.org/10.18178/joebm.2022.10.6.728.
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Liu, Hsian-Ming, and Hsin-Feng Yang. "Network resource meets organizational agility." Management Decision 58, no. 1 (January 13, 2020): 58–75. http://dx.doi.org/10.1108/md-10-2017-1061.
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Purpose The purpose of this paper is to propose that a firm could exploit the ties of interfirm network to access external network resources (NR) to assist its sensing and responding capabilities for the variability of business environment, thereby leading to superior organizational performance. Design/methodology/approach This study uses the survey data collected from 260 small- and medium-sized enterprises (SMEs) in Taiwan to examine the causal effects of hypotheses testing. By adopting structural equation modeling technology, the direct and mediating effects among the NR, sensing capability (SC), responding capability (RC) and firm performance (FP) are explored. Findings The result of this paper shows that a firm’s NR and its organizational capabilities are critical antecedents of FP. Moreover, the mediating testing identifies NR and FP as being mediated by a firm’s organizational agility (OA) and RC. Practical implications The findings of this paper provide practical evidence that a SME could gain benefits and advantages from the joint effect of integrating NR and OA to compete with global conglomerates. Thus, a SME must put more effort into developing and maintaining its interfirm network and then figuring out its effect with its internal agility process in order to surmount unexpected changes, create advantages of the first-mover and innovation activities and boost the FP. Originality/value This paper combines external NR and internal OA and offers a practical strategy to a SME, creating a unique competitive advantage for further development in a dynamic business environment.
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Rademakers, Martijn, Sabine Scheepstra, and Peter Stokes. "Organizational Agility and Value Creation." Journal of Creating Value 5, no. 2 (November 2019): 106–10. http://dx.doi.org/10.1177/2394964319880378.
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Tjhin, Jonathan Tandarma, Alvin Christian, and Riyanto Jayadi. "Factors of Organizational Agility Mediated by Competitive Performance in Online Fashion Retailers." Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) 6, no. 1 (January 31, 2023): 270–91. http://dx.doi.org/10.31538/iijse.v6i1.2763.
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An organization is the formation of human relations work behavior efficiently and effectively to obtain personal satisfaction in carrying out their duties and providing certain environmental conditions to achieve goals. This study aimed to determine the effect of system quality, adoption of business intelligence, and flexibility of IT infrastructure mediated by organizational agility mediated by competitive performance on online fashion retailers so that it can be used as a reference in the field of science. Quantitative techniques were used in this study. The analysis of this study is a structural approach to the Equation Model (SEM) with the help of smart PLS. The results of this study are to indicate that the adoption of business intelligence is not able to affect organizational agility, system quality affects organizational agility, IT infrastructure flexibility affects organizational agility, competitive performance affects organizational agility, system quality affects competitive performance, adoption of business intelligence affects competitive performance, IT infrastructure flexibility affects competitive performance. Competitive performance is able to mediate the effect of system quality on organizational agility and IT infrastructure flexibility on organizational agility. Competitive performance is not able to mediate the adoption of business intelligence on organizational agility. This research contributes literature for further research conducted by other researchers.
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MENON, SHALINI. "Organizational Agility Assessment for Higher Education Institution." Journal of Research on the Lepidoptera 51, no. 1 (February 28, 2020): 561–73. http://dx.doi.org/10.36872/lepi/v51i1/301050.
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Ubiparipović, Bogdan, Lazar Raković, Slobodan Marić, and Vuk Vuković. "Digital business agility." Ekonomika 69, no. 2 (2023): 75–86. http://dx.doi.org/10.5937/ekonomika2302075u.
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In the business environment, a high level of competitiveness is largely determined by technological development, hence the need for continuous adaptation of organizational strategies, often by digitally transforming the business models. Business agility, as the ability to identify and adapt to digital technologies in a timely manner, represents a successful response and plays a profound role in the organization's success. By analyzing recent literature, this paper examines the importance of digital business agility and how digital technologies themselves contribute to the development of comprehensive business agility. The paper describes the results of the research, which can serve as a strategic orientation for organizations on their journey to digital transformation and improved business agility
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Al-Nsour, Jaser Abdulrazzaq. "Investigating the impact of organizational agility on the competitive advantage." Journal of Governance and Regulation 10, no. 1 (2021): 153–57. http://dx.doi.org/10.22495/jgrv10i1art14.
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The main purpose of this paper is to investigate the impact of organizational agility on the competitive advantage in Jordanian telecommunication companies. Data were collected from 460 participants through a survey questionnaire. Likert scale was used to measure the concepts of organizational agility and competitive advantage. The findings of the study indicated that organizational agility is related positively and significantly to the company’s competitive advantage. Results of the study confirmed that organizational agility is increasingly becoming a critical factor in achieving sustained competitive advantage in such IT and the knowledge-intensive industry as the telecommunication sector. Telecommunication companies are advised to focus on developing organizational agility to acquire a competitive advantage.
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Aldiabat, Bassam. "The mediating role of strategic intelligence in the relationship between organizational agility and organizational excellence in Jordanian telecommunications companies." Problems and Perspectives in Management 20, no. 4 (December 20, 2022): 496–506. http://dx.doi.org/10.21511/ppm.20(4).2022.37.
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Jordanian telecommunications companies deal with many turbulent conditions characterized by a high degree of complexity, intense competition, and changes in customer needs. Therefore, they had to pay attention to achieving organizational excellence and making changes that could enhance their capabilities.This study aims to reveal the role of organizational agility for Jordanian telecommunications companies in enhancing their organizational excellence by determining the impact of organizational agility. The paper chose some dimensions (organizational sensitivity, collective commitment, and resource development) to analyze how to achieve organizational excellence by applying the mediating role of strategic intelligence to the relationship between independent and dependent variables.The study used the descriptive analytical approach. Three hundred questionnaires were distributed to collect data; two hundred and seventy-seven were retrieved and deemed valid. SPSS and AMOS 23 were used for data analysis and hypotheses testing. According to managers in Jordanian telecommunications companies, the results showed a positive and significant correlation between organizational agility and organizational excellence. The path coefficient is 0.63, which is significant at the level of 0.01, and R2 = 0.41, which means that 41% of the variance of competitive advantage can be explained by the variance in organizational agility. In addition, it was concluded that there is a significant, direct effect between strategic intelligence and organizational excellence and an indirect effect of strategic intelligence on the relationship between organizational agility and organizational excellence.
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Arsawan, I. Wayan Edi, Ni Kadek Dessy Hariyanti, I. Made Ari Dwi Suta Atmaja, Dwi Suhartanto, and Viktor Koval. "Developing Organizational Agility in SMEs: An Investigation of Innovation’s Roles and Strategic Flexibility." Journal of Open Innovation: Technology, Market, and Complexity 8, no. 3 (August 24, 2022): 149. http://dx.doi.org/10.3390/joitmc8030149.
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Although social capital and collaborative knowledge creation were considered essential drivers in maintaining competitive advantage, empirical evidence on the impact of collaborative knowledge creation on organizational agility remained limited. Therefore, this study examined the relationship between social capital and collaborative knowledge creation in building innovation and agility and testing strategic flexibility as a moderating variable. It employed a quantitative design by distributing questionnaires to 414 managers and assistant managers of SMEs analyzed by SmartPLS-SEM. The results showed that social capital significantly affected collaborative knowledge creation, innovation, and organizational agility. Meanwhile, collaborative knowledge creation has no significant impact on organizational agility. Furthermore, strategic flexibility was not a moderating variable of the relationship between innovation and organizational agility. Based on these findings, this study produced recommendations for managers to strengthen organizational agility.
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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." Informing Science: The International Journal of an Emerging Transdiscipline 24 (2021): 019–30. http://dx.doi.org/10.28945/4789.
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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.
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Nafei, Wageeh A. "Organizational Agility: The Key to Improve Organizational Performance." International Business Research 9, no. 3 (February 25, 2016): 97. http://dx.doi.org/10.5539/ibr.v9n3p97.
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<p>Purpose: The purpose of this study is to highlight the significant role of Organizational Agility (OA) in improving Organizational Performance (OP) at the pharmaceutical industry in Egypt.</p><p>Research Design/Methodology:<em> </em>To assess positive OA, refer to (OA Questionnaire, Jaworski, & Kohli 1993), and OP (OP Questionnaire & Darroch, 2003; Pathirage et al., 2007; and Chen & Mohamed, 2008). The data was collected from 310 employees. Out of the 356 questionnaires that were distributed, 310 usable questionnaires were returned, a response rate of 87%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses.</p><p>Findings: The research has found that there is significant relationship between OA and OP. The finding reveals that OA affects OP. Accordingly, the study provided a set of recommendations including the necessity to pay more attention to OA as a key source for improving OP.</p><p>Practical implications: This research contributes to boosting scientific research, particularly in terms of testing the model content, as well as studying the study variables and the factors affecting them. In addition, this research pointed to the need for organizations to practice OA in order to improve OP.</p><p>Originality/value: This research dealt with OA in terms of its concept and dimensions, in addition to dealing with the role of OA in improving OP at the pharmaceutical industry in Egypt.</p>
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Jesse, Norbert. "Organizational Evolution - How Digital Disruption Enforces Organizational Agility." IFAC-PapersOnLine 51, no. 30 (2018): 486–91. http://dx.doi.org/10.1016/j.ifacol.2018.11.310.
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Devie, Devie, Hendri Kwistianus, Chantika Virginia Putri Wellyani, and Go Ruth Natasya Olivia Goenadi. "The Importance of Organizational Agility to Improve Performance: Evidence from the Hotel Industry in the Post-Covid-19 Era." Binus Business Review 14, no. 3 (October 17, 2023): 271–84. http://dx.doi.org/10.21512/bbr.v14i3.9363.
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The hospitality industry is one of the industries that has experienced the hardest hit by the COVID-19 pandemic, such as a drastic drop in visitor levels and closed businesses. Despite the importance of organizational agility in the hospitality industry during post-pandemic recovery, there has been rare research on organizational agility in the hotel industry, especially in Indonesia. The research analyzed the effect of organizational agility on organizational performance through competitive advantage and organizational culture as mediating variables in hotels in Indonesia. The research sample was 76 hotels that consist of three-to-five-star hotels in Indonesia. The analysis was conducted using the Structural Equation Modeling (SEM) analysis method through smart Partial Least Square (PLS) software to test the research hypothesis. The results indicate that organizational agility has an important role in increasing organizational performance. Organizational agility has a significant and positive impact on organizational performance in hospitality in Indonesia, with a competitive advantage and organizational culture as mediating variables. The research helps management to understand the importance of having organizational agility in a company to deal with uncertain conditions. The findings also help management not only focus on quality but also on how companies can meet customer needs, create competitiveness, take risks, innovate, and increase profitability to improve organizational performance.
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Park, YoungKi, Omar A. El Sawy, and Peer C. Fiss. "The Role of Business Intelligence and Communication Technologies in Organizational Agility: A Configurational Approach." Journal of the Association for Information Systems 18, no. 9 (September 1, 2017): 648–86. http://dx.doi.org/10.17705/1jais.00467.
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This study examines the role that business intelligence (BI) and communication technologies play in how firms may achieve organizational sensing agility, decision making agility, and acting agility in different organizational and environmental contexts. Based on the information-processing view of organizations and dynamic capability theory, we suggest a configurational analytic framework that departs from the standard linear paradigm to examine how IT’s effect on agility is embedded in a configuration of organizational and environmental elements. In line with this approach, we use fuzzy-set qualitative comparative analysis (fsQCA) to analyze field survey data from diverse industries. Our findings suggest equifinal pathways to organizational agility and the specific boundary conditions of our middle-range theory that determine what role BI and communication technologies play in organizations’ achieving organizational agility. We discuss implications for theory and practice and discuss future research avenues.
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Khairy, Hazem Ahmed, Asier Baquero, and Bassam Samir Al-Romeedy. "The Effect of Transactional Leadership on Organizational Agility in Tourism and Hospitality Businesses: The Mediating Roles of Organizational Trust and Ambidexterity." Sustainability 15, no. 19 (September 28, 2023): 14337. http://dx.doi.org/10.3390/su151914337.
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The tourism and hospitality industry is dynamic, so it demands agility to gain a competitive edge. This paper aims to examine the effect of transactional leadership on organizational agility in the tourism and hospitality industry. It also investigates the roles of organizational trust and ambidexterity as mediators by adopting the resource-based view (RBV). This study’s data are collected from the full-time employees working in category (A) travel agencies and five-star hotels operating in Egypt. The PLS-SEM approach was used to analyze 532 valid responses using WarpPLS 7.0. The findings showed that there is a positive relationship between transactional leadership and organizational agility, as well as positive relationships between transactional leadership with organizational trust and ambidexterity. Organizational trust and ambidexterity were also found to have positive relationships with organizational agility. Moreover, the findings revealed that organizational trust and ambidexterity play a mediating role between transactional leadership and organizational agility. According to the results, setting specific, measurable, achievable, relevant, and time-bound (SMART) goals is a key aspect of transactional leadership. Managers can collaborate with employees to set goals aligned with organizational agility, encouraging them to proactively identify and seize opportunities.
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Marthalina, Marthalina. "AGILITY ORGANISASI PASCA ALIH JABATAN FUNGSIONAL." Jurnal MSDA (Manajemen Sumber Daya Aparatur) 10, no. 1 (July 1, 2022): 31–51. http://dx.doi.org/10.33701/jmsda.v10i1.2502.
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The implementation of the transfer of functional positions aims to create ASN professionalism, a dynamic, agile bureaucratic structure and improve the efficiency and effectiveness of public service performance. In the implementation of functional transfers, there are still several obstacles in the process of adjusting the transfer of functional positions, both those faced by ASN and organizations. The purpose of this article is to describe post-transfer organizational agility with the research subject of the Ministry of State Apparatus Utilization and Bureaucratic Reform. The research method is a mixed method by combining descriptive analysis with qualitative and quantitative approaches. The implementation of functional shifts can be seen directly from the organizational restructuring in the Ministry of State Apparatus Utilization and Bureaucratic Reform which has implications for organizational agility which has an impact on traceability, dependability and organizational experience. Organizational restructuring at the Ministry of State Apparatus Utilization and Bureaucratic Reform brought a new work culture and new organizational behavior in the internal organization, a shorter command line eliminates many tasks and authorities and high demands so that the organization is able to transform more agilely which results in turbulence within internally. organizations and civil servants who are generally not ready to face organizational restructuring.
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Kusumawati, Diah Ayu, and Sri Anik. "KELINCAHAN ORGANISASI : PERAN KETERAMPILAN DIGITAL DAN KEPEMIMPINAN AGILE PADA UMKM." JMM UNRAM - MASTER OF MANAGEMENT JOURNAL 12, no. 1 (February 15, 2023): 74–87. http://dx.doi.org/10.29303/jmm.v12i1.763.
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This study discusses the role of digital skills and agile leadership that can affect organizational agility. Companies that have digital skills will influence organizational agility and are supported by agile leadership as a moderation, so they will be better prepared in facing the era of digitalization. This research was conducted by testing SEM (Structural Equation Modeling) using the help of SmartPLS statistical software. This research was conducted by survey method by distributing questionnaires to 250 MSMEs in Central Java, Indonesia. The results of this study have a positive and significant relationship between workforce transformation and e-readiness in digital skills. Agile leadership can moderate the relationship between digital skills and organizational agility of MSME in Central Java. The conclusion is that digital skills and agile leadership have a role in increasing organizational agility of MSMEs in Central Java. Keywords: Workforce Transformation, E-readiness, Digital Skill, Agile Leadership, Organizational Agility, MSMEs Penelitian ini membahas peran digital skill dan agile leadership yang dapat mempengaruhi organizational agility. Perusahaan yang memiliki digital skill akan mempengaruhi organizational agility dan didukung oleh agile leadership sebagai moderasi, sehingga lebih siap dalam menghadapi era digitalisasi. Penelitian ini dilakukan dengan pengujian SEM (Structural Equation Modeling) menggunakan bantuan software statistik SmartPLS. Penelitian ini dilakukan dengan metode survei dengan menyebarkan kuesioner kepada 250 UMKM di Jawa Tengah, Indonesia. Hasil penelitian ini memiliki hubungan yang positif dan signifikan antara workforce transformation dan e-readiness dalam digital skill. Agile leadership dapat memoderasi hubungan antara digital skill dengan organizational agility UMKM di Jawa Tengah. Kesimpulannya bahwa digital skill dan agile leadership berperan dalam meningkatkan organizational agility UMKM di Jawa Tengah.
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Appelbaum, Steven H., Rafael Calla, Dany Desautels, and Lisa Hasan. "The challenges of organizational agility (part 1)." Industrial and Commercial Training 49, no. 1 (January 3, 2017): 6–14. http://dx.doi.org/10.1108/ict-05-2016-0027.
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Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this two part paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely, that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.
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Appelbaum, Steven H., Rafael Calla, Dany Desautels, and Lisa N. Hasan. "The challenges of organizational agility: part 2." Industrial and Commercial Training 49, no. 2 (February 6, 2017): 69–74. http://dx.doi.org/10.1108/ict-05-2016-0028.
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Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.
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Octavia, Octavia, Denie Amanda, Alamsjah Alamsjah, and Firdaus Firdaus. "Pengaruh Ketangkasan Organisasi Untuk Mencapai Kesuksesan Digital Transformasi." Syntax Idea 5, no. 11 (November 14, 2023): 1799–810. http://dx.doi.org/10.46799/syntax-idea.v5i11.2597.
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The rapid development of digital technology and its application throughout business organizations makes digital transformation a source of sustainable business dynamics. Previous research has investigated several factors that influence digital transformation, but there is little research on the impact of organizational agility on digital transformation in organizations. To fill this gap, this research aims to investigate how organizational agility and the factors that influence organizational agility influence the success of digital transformation in companies. A survey study was conducted to empirically test the model. Data was collected from 158 private and BUMN employees in Indonesia. The findings show that organizational agility has a significant effect on digital transformation and the speed of response to market demands is an important predictor of organizational agility.
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Zhang, Hui, Huiying Ding, and Jianying Xiao. "How Organizational Agility Promotes Digital Transformation: An Empirical Study." Sustainability 15, no. 14 (July 20, 2023): 11304. http://dx.doi.org/10.3390/su151411304.
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With the development of digital technologies and their increasing application in government, digital transformation is a wave rolling up the world. Previous studies had investigated some factors that affect digital transformation. But there is little research on the impact of organizational agility on digital transformation in government. To fill this gap, based on the dynamic capabilities view, this study aims to investigate how organizational agility affects digital transformation and dynamic capabilities as antecedents and factors impacting organizational agility. A survey study was conducted to empirically test the model. The data were collected from 313 government employees in government departments. The findings suggest that (1) organizational agility significantly influences digital transformation and (2) dynamic capabilities are important predictors of organizational agility.
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Kt, Muhammed Ali, and Chitra Sivasubramanian. "Workforce Agility: A Review on Agility Drivers and Organizational Practices." Commerce & Business Researcher 14, no. 2 (December 31, 2021): 1–8. http://dx.doi.org/10.59640/cbr.v14i2.1-8.
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The rapid changes in the business environment compel organizations to find new strategies for operations. The notion of agility became the most predominant and popular strategy for dealing with an unpredictable environment. Despite the importance of workforce agility, literature has mainly focused on manufacturing and organizational agility, although it stresses requiring an agile workforce. The shortage of study brought limited knowledge and practice in the discipline affects the behaviour of enterprises. This article aims to provide significant research insights by exploring an extensive survey of the available literature on workforce agility. Also,it identifies various workforce agility drivers and organizational practices. It is found that an agile workforce simultaneously possesses multiple interdependent capabilities benefiting organizations operating in highly uncertain environments.
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Geiger, Jeremy, John Elshaw, and David Jacques. "Establishing the Foundations to Measure Organizational Agility for Military Organizations." Systems 8, no. 4 (November 11, 2020): 44. http://dx.doi.org/10.3390/systems8040044.
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There is an ongoing demand for organizations to become more agile in order to prosper amongst their competitors. Many military organizations have declared a renewed focus towards organizational agility. The goal of this research is to isolate the variables needed to measure organizational agility (OA) in military organizations, allowing for the future development of a suitable method to measure OA without the need to interact with outside organizations. This article begins by providing a suitable and formal definition of organizational agility by exploring and analyzing relevant scholarly literature on the subject. Related terms, such as organizational resiliency, flexibility, robustness, versatility, and adaptability are also explored to examine their definition boundaries and any overlapping areas. Existing methods to measure organizational agility are examined and summarized, and the current limitations to their application are highlighted. Previous studies to find characteristics associated with organizational agility were also examined, and an initial set of 88 organizational agility characteristics was built. Since these included possible redundant or overlapping characteristics, the Q-sort method was employed to discover, analyze, and eliminate redundant items from the dataset, ultimately resulting in 64 unique characteristics. The result is a suitable definition for organization agility applicable to military organizations and a list of potential associated characteristics that summarizes related research to date. This groundwork establishes the foundation to conduct a multi-organization study to further refine the characteristic list and ultimately develop a method to measure organizational agility.
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Aljawarneh, Nader Mohammad, Mohamad M. Taamneh, Nouh Alhndawi, Khaled Abed AlQader alomari, and Fawzieh Masa'd. "Fog computing-based logistic supply chain management and organizational agility: The mediating role of user satisfaction." Uncertain Supply Chain Management 9, no. 3 (2021): 767–78. http://dx.doi.org/10.5267/j.uscm.2021.4.001.
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Although fog computing-based logistic supply chain management (Fog computing-based LSCM) is an emerging technology that proved a high impact on services and products, little research has focused on fog computing-based LSCM. Drawing on the Kano model and organization's theory this paper investigates the effect of fog computing-based LSCM on organizational agility. And the role of user satisfaction as mediator between fog computing-based LSCM and organizational agility. A quantitative approach was used, a questionnaire was designed for data collection, Cronbach's Alpha test was performed on a pilot study to examine the internal consistency of questionnaire items. Fog computing-based LSCM was studied based on Supply chain awareness, Connectivity and Logistics, Integration Process, Seamless Supply Chain, Integration of Processes. Data was collected from a random sample of 550 employees of Al-Hassan industrial city in Jordan. Building on the proposed model, Researchers show that fog computing-based LSCM has a positive impact on organizational agility, fog computing-based LSCM has a positive impact on user satisfaction and finally user satisfaction mediates the relationship between fog computing-based LSCM and organizational agility. Implications for the model are discussed.
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Najrani, Majed. "The endless opportunity of organizational agility." Strategic Direction 32, no. 3 (March 14, 2016): 37–38. http://dx.doi.org/10.1108/sd-02-2015-0026.
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Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Organizational agility could be accomplished by implementing reactive agility, proactive agility or innovative agility. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Fauziyyah, Fuzi, and Sri Raharso. "Pengaruh Budaya Organisasi Terhadap Agilitas Organisasi (Study Pada Fashion X)." Jurnal Riset Bisnis dan Investasi 2, no. 3 (March 15, 2017): 29–42. http://dx.doi.org/10.35313/jrbi.v2i3.91.
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An organization has the characteristic or particular identity for the purpose of uniting its members so as to have an overview of running the organization as reflected by the organizational culture in it. Strong organizational culture is one way to achieve agility, the new management approach to deal with changes. This research aimed to find out how the organizational culture and organizational agility and the influence of organizational culture on organizational agility in the case study at Fashion X. In this research method used quantitative and descriptive method and using questionnaires that distributed to 131 respondents and interviews. The study states that the organizational culture and organizational agility in Fashion X quite good, even though it needs upgrading for adhocracy, hierarchy, and competency. Both variables have strong positive relationship amounted to 0,548 and in Fashion X 30% organizational agility affected by organizational culture. Additionally regression equation Y = 64.323 + 0,657X. Organizational culture can be improved by increasing risk-taking by creating small teams, develop products, gathering, team building to enhance the innovative thought leaders, improving the way for more efficient delivery of goods, execution, product’s strategy, situational leadership, technology, the power of employees, organizational ability, organizational changes, and customer’s services.
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Fauziyyah, Fuzi, and Sri Raharso. "Pengaruh Budaya Organisasi Terhadap Agilitas Organisasi (Study Pada Fashion X)." Jurnal Riset Bisnis dan Investasi 2, no. 3 (March 15, 2017): 29. http://dx.doi.org/10.35697/jrbi.v2i3.91.
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An organization has the characteristic or particular identity for the purpose of uniting its members so as to have an overview of running the organization as reflected by the organizational culture in it. Strong organizational culture is one way to achieve agility, the new management approach to deal with changes. This research aimed to find out how the organizational culture and organizational agility and the influence of organizational culture on organizational agility in the case study at Fashion X. In this research method used quantitative and descriptive method and using questionnaires that distributed to 131 respondents and interviews. The study states that the organizational culture and organizational agility in Fashion X quite good, even though it needs upgrading for adhocracy, hierarchy, and competency. Both variables have strong positive relationship amounted to 0,548 and in Fashion X 30% organizational agility affected by organizational culture. Additionally regression equation Y = 64.323 + 0,657X. Organizational culture can be improved by increasing risk-taking by creating small teams, develop products, gathering, team building to enhance the innovative thought leaders, improving the way for more efficient delivery of goods, execution, product’s strategy, situational leadership, technology, the power of employees, organizational ability, organizational changes, and customer’s services.
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Wageeh, Nafei A. "The Role of Organizational Agility in Enhancing Organizational Excellence: A Study on Telecommunications Sector in Egypt." International Journal of Business and Management 11, no. 4 (March 15, 2016): 121. http://dx.doi.org/10.5539/ijbm.v11n4p121.
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<p><strong>Purpose: </strong>The purpose of this research is to identify the types of OA (sensing agility, decision-making agility and acting agility) and its role in promoting OE at the Telecommunication sector in Egypt.</p><p><strong>Research Design/Methodology:<em> </em></strong>To assess positive OA, refer to (OA questionnaire, Jaworski and Kohli 1993) and OE (OE survey Kandula, 2002; Hesseblin & Gohanston, 2002). The data of the study was collected from the employees at Telecommunication sector in Egypt. Out of the 290 questionnaires that were distributed to employees, 250 usable questionnaires were returned, a response rate of 86%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses.</p><p><strong>Findings:</strong> OA factors have an impact on OE is investigated. In other words, sensing agility, decision-making agility and acting agility significantly correlated with OE. The study findings support the view that OA and OE are related constructs. In other words, the research has found that the study subjects do agree that OA directly affects the dimensions of OE at Telecommunication sector in Egypt.</p><p><strong>Practical implications:</strong> The study suggests that the Telecommunication sector in Egypt can improve OE by influencing its OA, specifically, by developing sensing agility, decision-making agility and acting agility. The study provided that it is necessary to pay more attention to the dimensions of OA as a key source for organizations to enhance the competitive advantage which is of prime significance for OE.</p><strong>Originality/value: </strong>The study observes that there is a critical shortage of OA and that a greater understanding of the factors that influence the OE is needed. Therefore, this study examines the relationship between OA and OE at Telecommunication sector in Egypt. This research dealt with OA in terms of its concept and dimensions, in addition to dealing with the role of OA in promoting OE at Telecommunication sector in Egypt.
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Muduli, Ashutosh. "Exploring the facilitators and mediators of workforce agility: an empirical study." Management Research Review 39, no. 12 (December 12, 2016): 1567–86. http://dx.doi.org/10.1108/mrr-10-2015-0236.
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Purpose Recognizing that very less number of research has been conducted on workforce agility, the current research aimed to examine the impact of organizational practices in the form of organizational learning and training, compensation, involvement, team work and information system (IS) on workforce agility. Influenced by the “Black Box” approach, the study also examined the role of psychological empowerment as a mechanism mediating the relationship between organizational practices and workforce agility. Design/methodology/approach The study has been conducted in selective Indian industries, representing manufacturing and service sector across public and private sectors. Quantitative and qualitative data have been collected from both executives and non-executives through reliable instruments validated in Indian context. Data have been analyzed using descriptive analysis, canonical correlation analysis and multiple regression. Findings Findings that organizational practices significantly related to workforce agility prove that organizational practices are capable of improving the agile attributes and behavior of the workforce. In detail, team work has the greatest influence on workforce agility, followed by Reward system, employee involvement, organizational learning and training and ISs. Further, the study result also proved the mediating role of psychological empowerment between organizational practices and workforce agility. Practical implications Organizations are to design practices related to organizational learning and training, compensation, involvement, team work and IS and implement them efficiently and effectively to enable agility within the workforce, as an agile workforce can only respond proactively to a volatile, uncertain, complex and ambiguous business environment. Further, the result also suggests that managers should design the organizational practices capable of enhancing psychological empowerment, as the combination can deliver better workforce agility. Originality/value The research is useful considering very less number of research on workforce agility.
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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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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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Kim, Young-Hyun. "The Effect of the Organizational Agility and Learning Agility on Organizational Resilience of Hotel Companies." Journal of Tourism and Leisure Research 35, no. 2 (March 31, 2023): 85–104. http://dx.doi.org/10.31336/jtlr.2023.3.35.2.85.
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Zanjirchi, Seyed Mahmoud, Negar Jalilian, and Ali Mirhoseini. "Risk-agility interactive model: a new look at agility drivers." Journal of Modelling in Management 12, no. 4 (November 6, 2017): 690–711. http://dx.doi.org/10.1108/jm2-01-2016-0007.
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Purpose According to the definitions presented for agility drivers, it can be mentioned that supply chain risk factors in terms of feature have very close roles to agility drivers and both of these factors impact the uncertainty in the environment. However, the risk factors with a wider domain are more comprehensive. This study aims to examine the effectiveness of risk as a driver on the organizational agility. Design/methodology/approach To conduct the research, after identification of influential risk factors of supply chain and indicators of organizational agility, questionnaires needed for the research were designed and after confirming their validity and reliability were distributed among the member of the sample. To assess the relationship between supply chain risk and the amount of organizational agility, data obtained from the questionnaires were analyzed using structural equation modeling technique. Findings The results of data analysis showed that supply chain risk factors could be considered as a driver affecting the organizational agility. In addition, in this study, supply chain risk factors were ranked using interpretive structural modeling. The presented comprehensive model indicated that based on causal relationships between risk factors, sovereign risk as the basis for model (three levels) and product and customer satisfaction risks as the output of the model (Level 1) were considered. Originality/value This paper fulfills an identified need to study how the risk factors as drivers of supply chain agility can have effect on agility.
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Panda, Sukanya, and Santanu Kumar Rath. "Investigating the structural linkage between IT capability and organizational agility." Journal of Enterprise Information Management 29, no. 5 (September 12, 2016): 751–73. http://dx.doi.org/10.1108/jeim-04-2015-0033.
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Purpose Information technology (IT) is normally regarded as an enabling factor for making firms agile. Usually, it has been realized that greater IT spending enhances a firm’s agility. However, the role of IT as an obstructing factor towards organizational agility cannot be overlooked. Taking this commonly perceived but less-studied IT-agility contradiction into account, the purpose of this paper is to investigate whether IT can augment or impede organizational agility. This research which is conducted in context to privately owned Indian financial enterprises proposes the premise that effective IT resource management is imperative for organizations to thrive for greater firm-wide IT capability for enhanced agility. Design/methodology/approach Primary data collected from 300 business and IT executives working in various privately owned financial enterprises across India are used for this study and a structural equation modelling is employed to assess the IT-agility link. Findings The findings of the study are two-folded. First, this study concludes that IT capability acts as an enabler for business process and market responsive organizational agility. Second, if IT spending is not properly translated into creating superior capability, huge and impudent IT investments will impede the overall organizational agility. Originality/value This paper investigates both exogenous variable (IT capability) and endogenous variable (organizational agility) in terms of second-order reflective measures and establishes a significant structural link between both the dimensions of IT capability (managerial and technical) and organizational agility (business process and market responsive). This analysis illustrates the moderating effect of IT spending on each of these relationships, thereby greatly contributes and extends the existing IT capability-agility related information systems literature.