Organizational Agility Research Articles

Does digital strategy, organizational agility, digital lead-ership promote DT? A study of digital strategy, organiza-tional agility, digital leadership affects corporate DT in Chinese technological firms

Digital transformation (DT), digital strategy and digital leadership, digital agility seem to be concomitant phenomena in recent years, drawing a NIT theory, TAM theory and digital transformation theory, this study developed and tested a model and hypothesis on how digital transformational leadership, digital strategy and organizational agility influence digital transformation. Alternatively, this paper found that digital transformational leadership, digital strategy and organizational agility positively influence digital transformation and their relationships. This study uses survey data from the Chinese companies -Qihoo and Didi Global as a sample. The sample size is more than 220 respondents. The quantitative text analysis method is used to measure the attention to digitalization of Qihoo and Didi companies. This paper discusses: (1) explore the relationship between digital transformational leadership, organizational agility and digital strategy, and how they affect digital transformation in China (Qihoo360 and Didi Global firm). (2) identify the firm's measurement items of digital transformation organizational in the relationship between digital transformational leadership, digital agility, and digital strategy. The findings of this study provide an advanced understanding of the impact of transformational leadership, digital strategy and organizational agility on digital transformation and the role of digital strategy in Chinese technological companies.

Management of the Digitalization of Municipal Services: Influence on Citizen Collective Intelligence and Social Innovation Resilience

Studies on the digital transformation of organizational services have clearly revealed its effectiveness. However, the link between the management of the digitization of functions, citizen mobilization and social innovation is little investigated. Even research on the effectiveness of the management of the digitalization of municipal services is almost non-existent. To shed light on this gray area, research with municipal councillors and heads of departments of municipalities in Chad was conducted. The hybrid approach has been deployed. She facilitated the production of data through 15 semi-structured interviews and 210 surveys per survey. The approach of deconstructing the management of the digitalization of services into three constructs (management of the appropriation of social media, management of the operationalization of digital platforms and management of organizational agility) was used. The results showed that the management of social media appropriation and organizational agility promote the emergence and structuring of the dynamics of citizen collective intelligence. Then, the management of the operationalization of digital platforms is a real lever for the adaptation and resistance of the social innovation system. While the dynamics of collective intelligence increase the resilience of the social innovation system. However, the management of organizational agility has little significant contribution to citizen mobilization. This concerns the management of collective citizen intelligence, considered as a factor in the pooling of know-how which generates performance in social entrepreneurial innovation. The article can be useful to municipal councillors and department heads who will use it to improve citizen mobilization practices. While the government and its partners will find new directions to build the capacity of municipal services so that they are able to develop social innovation projects.

Understanding the role of social media and dynamic capabilities in innovation performance in AgTech: a serial mediation model

PurposeWe developed and tested a theoretical model that measures the importance of social media and dynamic capabilities with regard to improving innovation performance in startups from the agribusiness sector (AgTech), that is, technology-based companies with scalability potential that operate in the agribusiness sector.Design/methodology/approachThis model analyzed three dynamic capabilities: internal collaboration capacity, absorptive capacity, and organizational agility. To test this theoretical model, we employed structural equation modeling with partial least squares estimation (PLS-SEM) analyzing 237 AgTech in Brazil.FindingsOur results show that the use of social media positively affects innovation performance and contributes to internal collaboration capability (a second-order construct that encompasses commitment, communication, and trust). Internal collaboration is an antecedent of absorptive capacity and organizational agility. These two dynamic capabilities positively impact innovation performance. Our results also indicate that these dynamic capabilities serially mediate the relationship between social media and innovation performance.Practical implicationsWhile some literature describes the dark side of social media, our study sheds light on the importance of these platforms to improve internal collaboration in AgTech, a pivotal capability that is necessary to develop other relevant capabilities.Originality/valueThis study presents results from one of most large AgTech survey found in literature. Furthermore, this study also shows that there are dynamic capabilities essential to develop others relevant dynamic capabilities, indicating that innovation performance involves a sequential integration of capabilities.

The Importance Of Digital Transformation In A Post-Pandemic World

In the wake of the global COVID-19 pandemic, the business landscape has undergone a profound transformation, necessitating a paradigm shift towards digitalization for sustained resilience and growth. This article explores the pivotal role of digital transformation in the post-pandemic world, encompassing technological innovation, organizational adaptation, and cultural evolution. Drawing on insights from scholarly sources, we delve into the accelerated digital trends triggered by the pandemic and the challenges faced by businesses in this transformative journey. The importance of digital transformation is underscored by its role in enhancing resilience, adapting to unforeseen challenges, improving customer experiences, and facilitating data-driven decision-making. While acknowledging the inherent challenges, a well-defined digital strategy emerges as a crucial determinant for success. As we navigate the evolving business landscape, this article aims to provide a comprehensive understanding of the significance of digital transformation in fostering organizational agility and long-term success.

How digital transformation enhances corporate innovation performance: The mediating roles of big data capabilities and organizational agility

Digital transformation has emerged as a key driver of high-quality enterprise development and an essential tool in forging an innovation-driven paradigm.Existing studies fail to delve into the specific mechanisms of their impact on firms' innovation performance, and views on their impact are divergent. Some studies suggest that digital transformation can enhance innovation performance, while others point out that it may have negative impacts, and cannot clearly answer how big data capabilities and organisational agility play a role in the digital transformation process. Therefore, based on dynamic capability theory and systems engineering theory, this study adopts the logical framework of "strategy-behaviour-performance" to systematically explore the process of digital transformation that enhances firms' innovation performance through the enhancement of big data capability and organisational agility. By empirically analysing the survey data of 476 manufacturing enterprises in China, the study reveals the chain-mediated effects of big data capability and organisational agility, and confirms the key roles of both in the transformation process. The findings suggest that digital transformation significantly improves firms' innovation performance, and that the dual mediating effects of big data capability and organisational agility are important links in its influencing mechanism. These findings not only provide empirical support for the theoretical model of digital transformation, but also provide practical guidance for enterprises to formulate strategies and optimise resource allocation in the digital era. We suggest that enterprises should strengthen the cultivation of big data capabilities and organisational agility while promoting digital transformation to better adapt to and lead market changes.

The Role of Organizational Innovative Capabilities in Achieving Strategic Agility: An analytical study of the opinions of administrative leaders in private universities in the Kurdistan Region of Iraq

The changes in the business environment have caused organizations to focus a lot on improving their organizational innovative capabilities to achieve a sustainable competitive advantage by keeping pace with these changes and developing their strategic agility to meet the demands of their customers. This research investigates the role of organizational innovative capabilities in achieving strategic agility among administrative leaders in private universities in the Kurdistan Region of Iraq. Based on the nature of the research and the objectives it seeks to achieve, a descriptive-analytical approach has been relied upon. In this research quantitative method was used through questionnaires to collect data and the target samples were 238 administrative leaders, including deans of faculties/colleges, vice deans, heads of departments, coordinators of departments, and unit administrators who were selected through simple random sampling as academic and administrative leaders in private universities in all the cities in the Kurdistan region. The data has been analyzed with the help of several statistical methods, the correlation coefficient, and multiple linear regressions as a measure of the strength of the linear relationship and impact between the two variables of organizational innovative capabilities and strategic agility. Statistical data were analyzed and hypotheses were tested using the SPSS program. The results of the research showed that organizational innovative capabilities have a strong relationship with strategic agility.

Increasing organizational agility and innovation performance of tour operators from the relational view perspective

Increasing organizational agility and innovation performance of tour operators from the relational view perspective

The Role of Organizational Agility, Perceived Support, and Culture in Shaping Social Sustainability

The Role of Organizational Agility, Perceived Support, and Culture in Shaping Social Sustainability

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

PurposeThe objective of this study aims to investigate the manner in which Human Resource Practices (HRP), leadership, and intellectual capital contribute to organisational agility within the healthcare sector, and to assess how this agility influences overall organisational performance.Design/methodology/approachThis research was undertaken within healthcare organisations situated in the United Arab Emirates (UAE). The study sample comprised of 275 participants, and the distribution of the sample across various classifications closely mirrored that of the larger population. To assess the formulated hypotheses, the research utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) software.FindingsResults confirmed the proposed framework and uncovered the significance of HRP, leadership and intellectual capital on organisational agility and organisational performance in a dynamic environment like hospitals.Originality/valueThis study demonstrates originality by investigating hospital responsiveness within a highly dynamic context necessitating agility from both managerial and non-technical perspectives. Additionally, it explores the impact of HRP, leadership, and intellectual capital on organisational agility, along with its repercussions for overall organisational performance.

Effects of Organizational Agility on Organizational Competitiveness with a Mediating Role of Organizational Learning Capabilities

Effects of Organizational Agility on Organizational Competitiveness with a Mediating Role of Organizational Learning Capabilities

Reinventing Anthropological Dimensions for HR Progression: Conceptualizing a Measurement Scale

The unprecedented Covid-19 pandemic ruined the business hemisphere across the globe and thus organizations are on the pathway to restore people, planet and profit. At this intermittent phase, the relevance of anthropological dimensions at work sphere for building an agile and resilient organization that can sustain in both normal and crisis times is quite realistic and pertinent in present environment. The essential objective of the present paper is to identify the prominent domains and related items that may be considered in redesigning work-place anthropological dimensions and to set up structured scale in tune with anthropological traits. The main source of conceptualizing the research scale is formulated from the detailed literature survey involving essential considerations of the paper viz. character strength, human psychological behavior, behavioral implication on business education, mind purification, culture, personality & values. From the literature explicated in the paper, a clear attempt has been made to identify five broad domains and the items considered for the study. The five broad domains identified are Doman A: Character strength, Domain B: Human psychological behavior, Domain C: Behavioral implication on business educations, Domain D: Mind purification on human behavior, Domain E: Ethical dimensions on human behavior. A structured scale in the clear nomenclature of “CPBME” scale has been developed with the potential for future scope of the study. “CPBME” scale implies C-Character, P-Psychology, B-Behavior, M-Mind, and E-Ethics. The study makes a modest attempt to uphold the potential of human anthropological avenues as a revitalizing HR element in the digitalized business hemisphere.

Effect of Strategic Leadership on Organization Ambidexterity and Agility as Perceived by Staff Nurses

Effect of Strategic Leadership on Organization Ambidexterity and Agility as Perceived by Staff Nurses

A Comprehensive Literature Review on AI and Its Impact on Business Value

This comprehensive literature review explores the intersection of artificial intelligence (AI) and business value, aiming to provide a holistic understanding of how AI technologies influence organizational performance and economic outcomes. The review synthesizes research findings from diverse studies to examine the multifaceted impacts of AI on various aspects of business value, including operational efficiency, strategic decision-making, customer experience, and competitive advantage. The review begins by defining key AI technologies such as machine learning, natural language processing, and robotics, and their applications within different industry sectors. It then delves into how these technologies contribute to enhanced business processes, cost reduction, innovation, and revenue growth. Special attention is given to case studies and empirical research that demonstrate the tangible benefits and challenges associated with AI adoption in business contexts. Additionally, the paper addresses the role of AI in fostering datadriven decision-making and its implications for organizational agility and strategic alignment. The review also highlights gaps in the existing literature, such as the need for more longitudinal studies and sector-specific analyses to better understand the long-term effects of AI on business value. By providing a consolidated view of current research and identifying future research directions, this review offers valuable insights for academics, practitioners, and policymakers interested in leveraging AI to maximize business value and achieve sustainable competitive advantage

Budaya Inovasi : Upaya Membangun Organisasi Publik Yang Agile

The ever-changing world conditions demand that public organizations can survive, where a culture of innovation can be used as a basis in facing global competition. An agile governance approach in public organizations is needed to deal with this situation. The purpose of this research is to influence the factors that influence the culture of innovation in order to build an agile public organization. This research method is a literature study with research journals related to the culture of innovation in public organizations. The results of the study there are 3 factors that affect the culture of innovation, namely: first is the commitment of the leadership in order to encourage change, Second is a flexible organizational structure that can support a culture of innovation and creativity of personnel. Third is the approach/strategy used to support the creation of a culture of innovation in public organizations. Agile public organizations allow public organizations to quickly adjust and ensure better public services where a culture of innovation is the foundation for achieving this goal.

CRITICAL ROLES IN BALANCING CUSTOMER EXPECTATIONS AND SOFTWARE PRODUCT DEVELOPMENT: A BUSINESS PERSPECTIVE

In the quest for organisational agility in product development, critical roles emerge as vital connectors between client expectations and organisational capabilities. This paper explores the dynamic interplay of roles like product owners, innovation champions, and cross-functional teams in aligning innovation, technology, and people to meet customer demands. These roles serve as vital connectors, bridging the gap between customer expectations and product development constraints. Within the context of business agility and Agile methodologies, they orchestrate a harmonious balance that fuels innovation, enhances customer satisfaction, and ensures success in today's rapidly evolving business landscape. By fostering a culture of adaptability and collaboration, by fostering a culture of adaptability, collaboration, and responsiveness, organisations can enhance their ability to satisfy customers' evolving needs while ensuring the efficient execution of product development processes.

Organizational structure, agility, and public value-driven innovation performance in the UAE public services

Existing public sector management literature requires an empirical examination of the relationship between change readiness, organizational agility, and public value-driven innovation performance. Moreover, how organizational structure moderates these relationships in the public sector context is still being determined. This study aims to address this gap by collecting data from 421 top management respondents working in public services in the United Arab Emirates. The hypotheses are tested using a structural equation model. The study's findings confirm that change readiness positively influences organizational agility and reveals the positive effects of organizational agility on public value-driven innovation performance in public service organizations. Additionally, this study highlights that change readiness directly affects public value-driven innovation performance. Simultaneously, organizational structure (formalization and centralization) affects the relationships between change readiness and public value-driven innovation performance, and organizational agility and public value-driven innovation performance. Finally, this study shows that organizational structure (centralized and formalized) impacts the relationship between change readiness and organizational agility. This study contributes substantially to the existing knowledge on the relationships between change readiness, organizational agility, organizational structure, and public value-driven innovation performance.

Organizational Agility and its Characteristics: A Systematic Literature Review

Organizational Agility and its Characteristics: A Systematic Literature Review

Knowledge Capture in Agile Organizations: Methods and Strategies for Enhancing Effective and Efficient Process

Knowledge Capture in Agile Organizations: Methods and Strategies for Enhancing Effective and Efficient Process

Change Assessment as a Key Factor in Delivering Strategic Agility in Business Transformation

Objective: This study aims to investigate business transformation and its relationship with organizational agility in the software industry sector. Theoretical Framework: The main concepts related to change management and organizational agility are presented. The importance of continuous adaptation of organizations in a dynamic business environment is highlighted. Method: A three-stage study design was employed that included literature analysis and interviews with managers in the software industry. Data collection was conducted through focus group interviews. Results and Discussion: The results reveal the need for effective change management to improve organizational agility. Implications of the findings in the theoretical and practical context, as well as possible limitations of the study, are discussed. Research Implications: The practical and theoretical implications of the results for the software industry sector are explored. Areas that could benefit from the study's findings are highlighted. Originality/Value: This study contributes to the field of change management and organizational agility by providing new insights into the relationship between business transformation and organizational adaptability in the software industry sector.

Measuring agility in local government agencies

PurposeThis paper develops an instrument of organizational agility. The instrument is utilized to assess the extent to which Ras Al Khaimah government agencies have adopted agility and to examine its impact on the achievement of strategic outcomes and employee satisfaction.Design/methodology/approachThe dimensions of agility are determined using factor analysis. The reliability of the dimensions is tested based on the Cronbach alpha coefficient, while the predictive validity of the instrument is assessed using correlation and multiple linear regression analysis. The extent to which Ras Al Khaimah government agencies adopted the dimensions of agility is assessed using one-sided T-test, and the difference between the levels of adoption of the dimensions is determined using one-way ANOVA. The relationships between agility the dependent variables of achieving strategic outcomes and employee satisfaction are assessed using multiple linear regression.FindingsThe paper determined two valid and reliable dimensions of organizational agility, namely leadership and strategic sensitivity and resource fluidity. Culture, a third reliable dimension found through factor analysis was found to influence agility indirectly. Government agencies have adopted the two dimensions that are found to increase the achievement of strategic outcomes and employee satisfaction.Research limitations/implicationsThis paper provides a valid and reliable measure for assessing organizational agility. This measure includes both enablers and capabilities. It adds to the limited empirical research on agility, particularly in the Arab world. The paper focused on local government agencies and its findings may not be applicable in other sectors.Practical implicationsThe measure can serve as an effective agility self-assessment tool for organizations, enabling them to identify areas for improvement and specific practices they need to adopt to enhance their agility. This, in turn, allows them to become more responsive to changes, achieve strategic outcomes and improve employee satisfaction.Originality/valueThis paper has important research and practical implications. It provides a valid and reliable measure of organizational agility with both enablers and capabilities. This measure can help organizations become agile and achieve higher strategic outcomes and employee satisfaction.