Abstract
<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, &amp; Kohli 1993), and OP (OP Questionnaire &amp; Darroch, 2003; Pathirage et al., 2007; and Chen &amp; 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>
Highlights
In the beginning of 21st century, the world faced considerable changes in all aspects, especially great changes in the communicational channels
The finding reveals that organizational agility (OA) affects Organizational Performance (OP)
The study provided a set of recommendations including the necessity to pay more attention to OA as a key source for improving OP
Summary
In the beginning of 21st century, the world faced considerable changes in all aspects, especially great changes in the communicational channels These changes require organizations to revise their strategic priorities and visions (Sharifi & Zhang, 1999, 2001). It has become necessary that organizations in dire need for light movement of human capital be characterized with sensing agility, decision-making, and agility in carrying out work properly. This should be done in a manner which makes them engaged at work, devoting all their efforts, feelings and realization in order to achieve the objectives of the organization (Markos & Sridevi, 2010; Warr & Inceoglu, 2012)
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