Dimensions Of Agility Research Articles

EFL Students’ Agility in Online Learning During the Covid-19: A Gender Study

This study attempts to investigate the agility of male and female senior high EFL students of SMA Negeri 4 Pematangsiantar in online learning during the Covid-19 pandemic. The study employs the theory of learning agility introduced by Gravatt and Caldwell (2016). As they stated, there are four dimensions of learning agility, namely; mental agility, people agility, results in agility, and change agility. The sampling technique used was random sampling. 150 students of X PMIA 1, 2, 3, and X PIS 1 and 2 were selected as the participants. The score of male students for all types of learning agility was 6798. While the score of female students for all types of learning agility was 6831. From 150 participants, the percentage of male students who had a high level of agility was 27,33%, while the female students were 26%. The percentage of male students who had a moderate la level of agility was 22,67%, while the female students were 78.33%. None of the male and female students had a low level of agility. The results showed that when it came to the o general calculation of scores, the female students were higher and more agile. However, when it was seen individually, especially in the learning activities, the male students had a higher level of agility rather than the female students.

Research on COVID-19 Vaccine Supply Chain Disruption Recovery Strategy from Resilience Perspective

The COVID-19 pandemic has greatly exacerbated the uncertainty of the external environment, meanwhile, the COVID-19 vaccine supply chain is highly complex and fragile, so its probability of disruption is higher and it is more difficult to recover, resulting in delays and shortages of vaccine supply. In order to develop the disruption recovery strategy of the COVID-19 vaccine supply chain and optimize the disruption recovery process, a multi-objective model was established and solved. Taking the shortest disruption recovery time, the largest reliability of the supply chain system, and the lowest recovery cost as the objective function, and taking the four dimensions of resilience, namely redundancy, robustness, resourcefulness and agility, as the decision variables, the model uses the nondominated ranking genetic algorithm with elite strategy (NSGA-II) to solve the problem, and uses the Pareto frontier analysis method to optimize the solution set, and the sensitivity analysis of the key parameters in the model is analyzed. Finally, the redundancy, robustness, resourcefulness and agility of the COVID-19 vaccine supply chain disruption recovery combination strategy under different decision-making preferences are given.

Do talent management practices improve organizational resilience? An empirical study within Tunisian companies

PurposeThe purpose of this research is to study the impact of talent management practices on organizational resilience in Tunisian firms in times of the sanitary crises due to COVID-19.Design/methodology/approachA hypothetico-deductive approach is adopted. First, it is hypothesized that four talent management practices positively affect organizational resilience. Then, the hypotheses were tested by using quantitative methods. Data were collected through questionnaires and analyzed with PLS-SEM techniques.FindingsResults show that talent identification positively affects organizational resilience operationalized through the three dimensions of agility, integrity and robustness. Talent development and talent succession planning positively influence the firms' agility only, whilst talent retention had no effect on the three organizational resilience dimensions.Practical implicationsThe findings of this research may be helpful for human resources managers to recognize among talent management practices those that are mostly associated with organizational resilience and its dimensions. This could help them revise some talent management practices and implement those that are lacking to ensure strong and resilient firms, especially in a context characterized by the occurrence of crises of different natures.Originality/valueThe literature review showed that talent management practices and organizational resilience relationships are understudied. This research empirically highlights the relevance of the linkage between them. It contributes to the rare existent works by identifying a significant effect of talent identification on all organizational resilience dimensions and a positive effect of talent development and succession planning on agility.

Effects of Intellectual and Social Alignment on Organizational Agility: A Configurational Theory Approach

Literature has shown that business-information technology (IT) alignment can exert both positive and negative influences on organizational agility, giving rise to the IT alignment-agility paradox. To better understand this paradox at a more granular level, we conceptualize the sensing and responding dimensions of organizational agility as two independent constructs and suggest a nonlinear analytical approach. Based on configurational and contextual perspectives, this study investigates how intellectual and social alignment and organizational and environmental elements combine into multiple configurations to affect sensing and responding capabilities. Fuzzy-set qualitative comparative analysis (fsQCA) is used to analyze the survey data from 135 dyads of business and IT executives from the Chinese shipbuilding industry. Results show that different equifinal pathways can be used to achieve high sensing and responding capabilities, in which intellectual and social alignment play heterogeneous roles depending on the specific contexts. This study extends the ITenabled agility literature by deepening our understanding of the effects of multidimensional IT alignment on multidimensional organizational agility and providing new insights into the IT alignment-agility paradox.

Digital Product Architecture and Customer Agility: Evidence from New Digital Ventures

New digital ventures are transforming the world around us. Born-digital companies (such as Uber) that were initially established to serve a specific market can quickly detect new opportunities in other markets and respond to these opportunities by reassembling their resources with speed and ease. Limited research has investigated how product architecture enables or hinders the ability of the firm to sense customer-related opportunities and respond to them effectively. By examining two new digital ventures, this study sheds light on new digital ventures’ customer agility. Specifically, we address how the characteristics of new digital ventures’ product architectures facilitate or hinder the development of the customer-sensing and customer-responding capability dimensions of customer agility. We present theoretical and managerial implications regarding how to leverage digital technologies to foster customer agility.

Agility as a force to emerge from the darkness to better days

This study examines the relevance of agility dimensions to achieving sustainable performance in radical innovation environments in a new normal. The research was addressed to Industry 4.0. A survey was carried out to capture data from respondents from different sectors in Brazil: basic materials, industrial goods and non-cyclical consumption. The results indicate that the predominant agility in companies are: business, markets, leadership, strategy and process. Under the lens of a new normal, the findings indicate that the most relevant agility for sustainable performance are: business; product development; manufacturing; leadership; and learning. However, efforts focus on economic performance. This study generates insights for managers in the decision to implement more agile initiatives addressed to sustainability. It also serves as a guide for scholars in their research efforts.

ORGANIZATIONAL AGILITY AS A DERETMIAN FOR THE EFFECTIVE USE OF ICT

The article is an attempt to present the results of research that analyzes the phenomenon of organizational agility as a determinant of the effective use of ICT. In order to thoroughly investigate the phenomenon, a questionnaire study was quoted on a sample of 745 respondents. The results of the conducted research may contribute to the process of efficient enterprise management, which emphasizes the role of agile personnel in the effective use of ICT tools in various areas of company operations (sales, services, marketing, finance, administration). The presented research has shown that the use of ICT tools is a common phenomenon. ICT tools increase work efficiency, improve task performance and increase the speed of employees’ actions. At the same time, the condition for their efficient use is the development of agile attributes in employees, such as commitment, credibility, dedication, competence, creativity and innovation. It is also extremely important to constantly improve digital competences.

Applying agility to improve customer performance when supply and demand vary from core conditions

PurposeThe purpose of this research is to extend existing knowledge of supply chain agility by identifying the interrelationships among key elements of agility that may impact customer performance improvement when conditions of demand and supply vary from the core assumptions used to design supply chain networks.Design/methodology/approachThe research employs the principles of middle range theorizing (Merton, 1968) to incorporate observations from field interviews and data collected from executives, managers, and analysts from six global manufacturing firms across a range of industries to form research propositions about the nature of relationships among cognitive agility dimensions, antecedent impediments to cognitive agility, and the relationships between cognitive and physical agility to improve performance that can later be subjected to deductive testing.FindingsThe supply chain designs used by the participating firms to deliver value for core products were not sufficiently agile to meet desired customer performance levels when certain supply or demand conditions varied significantly from the norm. In collaboration with partner firms, the findings suggest that improving cognitive abilities to see, think and act by deploying information-based tactical initiatives in planning, inventory positioning, and supplier lead time performance monitoring enable improved physical agility that enable a firm to respond to changes swiftly and flexibly in the demand and supply environment. Importantly, the findings also suggest that the dimensions of cognitive agility are correlated and are formative elements of the latent construct of cognitive agility, which is antecedent to physical agility.Research limitations/implicationsThese findings are limited in scope to the six companies that participated in this research. Future explorations should generalize to a broader population of firms and conditions. The results do provide evidence of the relationships between the dimensions of agility that are both a contribution and should guide future research on the subject.Practical implicationsFrom a managerial standpoint, the research findings provide insight into how firms might manage agility to improve performance when demand and supply conditions vary from those for which the core supply chain was originally designed. The findings suggest that improving the ability to capture, process, and disseminate information, i.e. cognitive agility dimensions of alertness, accessibility, and decisiveness, facilitates improved information-based initiatives in planning, inventory positioning, and supplier lead time performance monitoring, which in turn enables improved physical initiatives to swiftly and flexibly respond to changes in the demand and supply environment. Such improvements ultimately result in heightened customer service and inventory performance.Originality/valuePrevious research is mute regarding the interrelationships among the identified dimensions of supply chain agility, specifically those considered to be “cognitive” elements and those that involve physical actions. The finding suggesting that the dimensions of cognitive agility are correlated and are formative elements of the latent construct of cognitive agility provides an important theoretical insight that contributes to enhanced understanding of the nature of supply chain agility to foster future quantitative explorations to better understand the phenomena.

Identifying dimensions and components of organizational agility based on the development of human resources to provide a model of organizational agility in the Islamic Azad University of Tehran province

Background and purpose: This problem of how organizations can succeed in a dynamic and unpredictable environment is an issue that is known as the most important challenge in today's world. Therefore, the purpose of this research was to identify the dimensions and components of organizational agility based on human resources development to provide a model of organizational agility in the Islamic Azad University of Tehran province. Methodology: In this regard, the statistical population of the research included all employees of the Islamic Azad University of Tehran province, which was about 6735. Among these, using Morgan's table, Cochran's formula, and multi-stage and proportional cluster sampling methods, 386 university employees were considered the sample size. The data collection method was based on a researcher-made questionnaire, research literature, and semi-structured interviews. Cronbach's alpha coefficient of the research tool was calculated as 0.919. After distributing and collecting the questionnaires, the information was checked, and the hypotheses were tested using the structural equation modeling method and with the help of SPSS and LISREL software. Results: Finally, the research findings confirmed the five dimensions, strategic, information technology, human, organizational and cultural, as the dimensions affecting organizational agility based on the development of human resources. Conclusion: The research results showed that the strategic dimension has the highest average, and dimensions of information technology, human, organizational and cultural are placed in the next ranks. Finally, confirmatory factor analysis showed that dimensions of organizational agility based on human resources development explain up to 71.282% of the variance of existing indicators of organizational agility based on human resources development.

Smart Development Principles of Knowledge Ecosystem in an Industrial Cluster

This paper presents and analyses the principles to develop a knowledge ecosystem in the case of an industrial cluster – “a geographical concentration of interconnected companies, specialized suppliers, service providers, companies in related industries and associated institutions (trade / industry associations, universities, educational institutions) that compete but also cooperate” (Porter, 1990). In the scientific literature, knowledge ecosystem is relatively recent and less explored concept, which is mostly defined as a network of geographically co-located actors, primarily centred around a local university or another research organisation for knowledge search and creation (Almpanopoulou, 2019; Clarisse et al., 2014). Because industrial clusters are putting an emphasis on product commercialisation and creating value (business or innovation ecosystem), the development of knowledge ecosystem more or less reflects a quite fragmental point of view – it is sometimes understood simply as having an university or a research institute among the cluster members and organising particular training seminars, while cluster members may remain individualistic and passive regarding mutual knowledge sharing and creation (Jucevičius, Grumadaitė, Jucevičienė and Čeičytė, 2019). However, in this paper knowledge ecosystem is understood as a precondition of innovation and business ecosystem in order to deal with complex and wicked problems (Andersson and Törnberg, 2019). In addition, smart development is explored expanding digitalisation boundaries, while understanding a social system through the dimensions of agility, network-based, sustainability, learning, innovativeness (Jucevičius and Jucevičienė, 2017).

Employee Competencies Interrelation of Workforce Agility Attributes

Employee Competencies Interrelation of Workforce Agility Attributes

"Employee Competencies Interrelation of Workforce Agility Attributes"

Organizations must be able to evaluate the performance of their digital efforts quickly to know where to channel human resources and when to pull the plug if necessary. In a demand-based banking services environment the organization need to build agility and competencies to adapt to shift and act on it with speed. The workforce sharpens the behavioral competencies to meet the agility dimensions is an answerable to stay strong in business operations. This research is to understand the relationship of behavioral competencies and workforce agility attributes. It gives the insight of knowledge on employee behavior at workplace to find out the research model. Further, empirical results significant that behavioral competencies of motivation, commitment, analytical reasoning and employee foresight were found to be strongly associated with workforce agility attributes of adaptability, developmental and competent. Moreover, the paper opens up discussion for a strategic managerial implication.

Antecedents and consequences of supply chain agility: a competence-capability-performance paradigm

PurposeAn agile supply chain (SC) is critical in achieving competitive advantages in the vulnerable environment. Based on the competence–capability–performance paradigm, this study aims to investigate how information technology (IT) usage and employee multi-skilling influence internal, supplier and customer agility that are the three dimensions of SC agility. It further explores relationships between SC agility dimensions and SC performance.Design/methodology/approachThis study used a survey method to collect primary data and sampled 216 Chinese manufacturing firms in different industries. Construct validity and reliability were confirmed. Structural equation modeling was used to test hypotheses.FindingsThe findings indicate that internal agility is the baseline of SC agility, which improves supplier and customer agility. IT usage is more important than employee multi-skilling in facilitating SC agility. The former improves all three dimensions, whereas the latter only improves internal agility. Both internal and supplier agility can improve SC performance, whereas customer agility has no significant effect.Originality/valueThis study contributes to the SC agility literature in two folds. On the one hand, based on the dynamic capability perspective, this research clarifies three dimensions of SC agility and their interrelationships. On the other hand, integrating competence–capability–performance paradigm with information processing view, this research investigates the antecedent and outcome of SC agility. In addition, to date, this is one of the first studies to simultaneously examine the effect of two critical competencies, namely, IT usage and employee multi-skilling on SC agility.

The Construction of a Special Physical Quality Evaluation System for Outstanding Chinese Male Boxers.

To construct a structural model of special physical quality test indexes for Chinese outstanding male boxers and to develop comprehensive evaluation criteria for special physical quality of Chinese outstanding male boxers. Expert questionnaire survey method, principal component analysis, and R-type factor analysis were applied in this study. Results of this study include, (1) Through factor analysis, the four types of factors that play a major role for male boxers were strength factor, speed factor, endurance factor, and agility factor in order. (2) Through principal component analysis and R-type factor analysis, the regression equation of the estimated values of the common factors was obtained, and the formula for calculating the comprehensive development level of physical quality of Chinese outstanding male boxers was established through weighting. (3) Through the empirical test, the gap between Level I boxers and boxers at the fitness level was in the endurance and agility dimensions, and Level II boxers were also worse than Level I boxers in the agility dimension, and there was an all-round special physical quality gap between Level II boxers in strength, speed, endurance, and agility and boxers at the fitness level. Conclusion of this study could be summarized as follows: first, the special physical quality index system of Chinese excellent male boxers is: 1 min power sandbag, 20 s straight punch, 9 min double swing jump rope, 1 min front and back hand exchange sandbag 4 items. Second, the standard scores of 4 special physical quality indexes for Chinese outstanding male boxers were developed. Third, the formula for calculating the comprehensive score of special physical quality development level of Chinese excellent male boxers was developed: T = ∑WiTi = 0.367T1 + 0.307T2 + 0.172T3 + 0.154T4. Fourth, the evaluation criteria for the comprehensive physical quality development level of Chinese excellent male boxers were established (T ≥ 72.01 for excellent; 44.6 ≤ T < 72.01 as good; T < 44.6 as poor).

Prioritize the Dimensions of Agile Hospital Supply Chain with Combination of Interpretive Structural Modeling and Analytic Network Process

Background: Hospital supply chain management (SCM) agility requires finding the main and effective dimensions, prioritizing, communicating between them and analyzing these dimensions in relation to each other. Objective: The purpose of this study was to identify different dimensions of the hospital SCM agility, proposing a model of the hospital SCM agility and determining the relationships between dimensions of agility, and prioritizing, analyzing, and interpreting dimensions of the hospital SCM agility. Materials &amp; Methods: This cross-sectional study was performed on the physicians, nurses and staff working at public hospitals affiliated to Guilan University of Medical Sciences. Delphi technique was used to determine the dimensions of agility, interpretive-structural modeling approach was used for analysis. Network analysis was used to prioritize the dimensions of agility Results:‌ In the literature review 16 dimensions of agility were identified. The final model of agile supply chain management has 8 levels; cost reduction placed at the highest level and organizational leadership commitment was at the lowest level. Cost reduction dimensions were the highest priority and organizational culture was the lowest priority in the final network analysis. Conclusion: Agile supply chain management has very important and complex elements. Neglecting to monitor their changes can cause irreparable and profound damage to the medical sector. Interpretive-structural approach and network analysis create a constructive and effective method to model, analyze, and prioritize the dimensions of agile supply chain management.

The Impact of Organizational Agility Dimensions on Employees' Job Satisfaction in Private Universities in Lebanon

The Impact of Organizational Agility Dimensions on Employees' Job Satisfaction in Private Universities in Lebanon

ASSESSMENT OF ORGANIZATIONAL AGILITY: ADAPTATION AND VALIDATION OF THE SCALE FOR APPLICATION IN TURKEY

Purpose- Organizational agility is a critical dynamic capability necessary for organizations that compete in today’s rapidly changing business conditions. In the literature, there are multiple perspectives to draw the borders for an organization’s ability to be agile. Although Organizational Agility is a well-established concept in studies executed in U.S. and Europe, researches performed in Turkey still lack focus on agility dramatically. In order to fill this gap, this study is intended to adapt and validate the measurement scale of Lee, Sambamurthy, Lim and Wei (2015) to be used for companies operating in Turkey. Methodology- Lee et al. (2015) formed a 12-item scale to measure the components of organizational agility which are “proactiveness”, “radicalness”, “responsiveness” and “adaptiveness”. Items to measure these components are translated into Turkish and reviewed for clarity, comprehensibility and risk of ambiguity by the linguistic professionals and academicians in the field. Finally, the scale is tested on a sample of 320 employees in managerial positions of companies that are operating in Turkey. Findings- 12-item scale is tested through exploratory factor analysis to check for any differences in the items’ distribution between the components of the construct. Four factors are formed parallel to the original scale representing proactiveness, radicalness, responsiveness and adaptiveness. As a consequence of very close factor loadings under two different components, one item from the adaptiveness factor is removed. The reliability values of all factors were above the necessary thresholds in the literature. In order to confirm the results of the EFA, AMOS is used for the confirmatory factor analysis and the results showed a very high model fit. Subsequently, discriminant validity and convergent validity tests are executed showing satisfactory output with no errors. Conclusion- The results show that the scale of Lee et al. (2015) can be used to measure the organizational agility of companies in Turkey. For their future studies, researchers can execute these scales on managerial level employees (since organization-wide information is required) to assess the levels of four dimensions of organizational agility. Keywords: organizational agility, proactiveness, radicalness, responsiveness, adaptiveness JEL Codes: M10, M16, M19

The Mediating Effect of Uncertainty on the Impact of Information Technologies, Agility and Integration on Operational and Financial Performance

The aim of the research is to draw attention to the integration of rapidly developing and changing information technologies into supply chain management and to test the dimensions of integration and agility. In addition, it is to analyze the effects on the performance of the enterprises and to make concrete suggestions according to the results obtained. For this purpose, the main mass of the research, which was conducted by applying a literature review, face-to-face interview, and a two-stage questionnaire, consisted of managers working in medium and large-scale enterprises operating in Istanbul. In research in supply chain management; The effects of information technologies, integration and agility on operational and financial performance are analyzed. In addition, the moderator effect of demand and technological uncertainty between integration and agility variables and operational performance has been examined. The reliability and validity analyzes of the research variables were examined using explanatory factor analysis and confirmatory factor analysis. Research hypotheses were tested using correlation analysis and structural equation modeling (path analysis). Based on the data obtained, there is a significant relationship between the other variables except for the information technologies and integration variables; It has been concluded that uncertainty creates a moderator effect only with its technological dimension.

Big data utilisation and its effect on supply chain resilience in Emirati companies

ABSTRACT This study investigates the impact of the effects of big data analytics on supply chain resilience. The Big Data Analytics (BDA) expertise of management and personnel, as well as the Supply Chain (SC) resilience dimensions of preparedness and agility are considered in this research. This study tests five main hypotheses using data obtained from an empirical survey collected from 128 Emirati companies, which were analysed through the partial least square method of structural equation modelling (PLS-SEM) using SmartPLS 3.2. The measurement model created was reflective and contained a total of 31 construct indicators. The results showed that the construct of ‘big data analytics capability of planning' as demonstrated by expertise of Emirati companies in the UAE management has a significantly positive influence on SC preparedness. In addition, SC preparedness has a direct, positive influence on SC agility which are preparedness for the companies towards digital transformation initiative in the UAE. The study will be helpful for the logistics industry of the UAE and worldwide to understand the need and importance of the BDA aspects and related capability planning for business resilience at times of such global pandemic.

Organizational crisis preparedness during the COVID-19 pandemic: an investigation of dynamic capabilities and organizational agility roles

PurposeWhile there is a consensus that dynamic capabilities (DC) and organizational agility are two key mechanisms that help firms to survive and cope with the environment’s dynamic change and uncertainties, little is known about their roles in leveraging firms’ preparedness to overcome organizational crises during turbulent contexts such as the COVID-19. The purpose of this study is twofold. This paper first analyzes the direct relationship between DC and organizational agility dimensions (i.e. customer, operational and partnering agilities). Second, this paper investigates the direct link between organizational agility dimensions and a firm’s organizational crisis preparedness.Design/methodology/approachBased on a survey of Moroccan firms administrated during the early stage of the COVID-19 pandemic, a theoretically derived model was tested using partial least squares structural equation modeling.FindingsThe results show that DC are significantly related to the three types of agility and that only customer and operational agility affect organizational crisis preparedness.Originality/valueThis research provides new insights into crisis management literature by introducing and empirically examining the impact of DC and organizational agility in addressing global crises such as the COVID-19 pandemic.