Abstract
This article addresses the notion of 'agility' that has recently become very prominent in management practice and research. While part of the concept's popularity derives from the consulting discourse, agility has also been considered a necessary remedy for coping with increasingly complex environments where the traditional strategy of running hard is no longer sufficient. Nevertheless, definitions and practices still tend to concentrate on the aspects of speed and acceleration. In this research note, I trace the origin of the agility concept, introduce a definition that focuses more on decision-making, and develop a model that identifies four critical agility dimensions: identity, capabilities, mindset, and leadership. This model enables analysis of a company's agility based on personal and organisational evaluations and helps to advance the desired future state of adaptability and flexibility responsive to fast-changing environments. Finally, I suggest how the model can be further developed by industry, country, and functional extensions.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Complexity in Leadership and Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
