Organizational Agility Research Articles

The structuring of a (semi) agile-based organization: product orientation in a state agency

Purpose The purpose of the paper is to analyze how a change towards product orientation based on an agile approach challenges, contrasts and/or coexists with other principles of organization and grouping, such as development projects, the existing hierarchical line structure and process management. Design/methodology/approach This is a case study of one organization, based on an explorative appoach. Findings Taking the competing dimension of coordination and principles of grouping as the starting point, this study identify, describe and analyze the tensions that result from the introduction of product organization. The product initiative has met many obstacles and tensions along four dimensions: Process, line, information technology units and development projects. For each of these dimensions a number of challenges have been identified, that contribute to increased complexity in the organization. Research limitations/implications A limitation of the study is that the findings cannot be generalized to other organizations. Practical implications A practical implication of the study is that product organization triggers tensions with other principles of organizations and grouping. Originality/value This study mainly contributes to the knowledge of agile management and agile organization, identifying and theorizing challenges that have been neglected and/or poorly understood both in the popular literature and in organizational research. This is particularly the case in the public sector. This study is also relevant to the domain of multidimensional structures, adding an understanding of the novel opportunities and challenges of product- and agile-based grouping of activities in an organization.

Who is an Agile leader? Technological vs. Non-technological Mindset Employees' Views

For an agile organization to be truly agile, it must be led by agile leaders to sustain its competitiveness and continuously identify opportunities for future growth and development. Technological and non-technological mindsets can see agile leadership differently. Therefore, this study aims to explore if there is any difference in the vision of who the agile leader is in the views of knowledge workers employed in the IT and other sectors. Using a qualitative definitional/interpretive approach supported by MAXQDA software, this study revealed that from the perspective of the technological mindset, key specific to this group characteristics are diligent risk management, technology usage focus, deep understanding of needs, efficiency, and efficacy, critical thinking skills, multitasking, information and knowledge sharing, responsibility, feeling, and constant focus on improvement. Whereas from the perspective of non-technological mindsets, key specific characteristics these mindsets notice are support for employee growth, dynamism and relevance of actions taken, perfect operation on managerial paradoxes, creativity, inclusion, empathy, and self-confidence. The common characteristics that are easy to notice in both mindset types are open-minded personality, the sequential habit of revisions, reflection, and re-framing, learning from experience, wise dynamic (smooth and accurate actions), perfect change implementation skills, adaptability skills, and a positive attitude towards challenges.

Management information systems and organizational agility: a bibliometric analysis

Purpose This paper aims to complex relationship between management information systems (MIS) and organizational agility, identifying gaps and key themes to guide future research in this domain. Design/methodology/approach A systematic extraction of 578 relevant articles from the Scopus database was conducted to provide an in-depth bibliometric analysis of the evolving role of MIS in enhancing organizational agility. Data analysis and visualization were performed using R Studio and VOSviewer. Findings The analysis highlights significant publication trends and identifies leading countries, institutions and journals in MIS and organizational agility research. Collaborative efforts from nations such as the USA, China and the UK, were prominent, focusing on information technology alignment, strategic agility and big data analytics. This study delineates distinct research clusters and future research questions, offering a clear trajectory for ongoing exploration in the field. Originality/value To the best of the authors’ knowledge, this study is one of the first to provide a comprehensive bibliometric analysis of the intersection between MIS and organizational agility. It offers valuable insights into research trends and future directions while emphasizing the need for MIS deployment, thereby contributing to a comprehensive understanding of the field.

Development and validation of a questionnaire to measure educational agility: a psychometric assessment using exploratory factor analysis

BackgroundTo effectively navigate the growing complexities and rapid changes in today’s environment, universities must cultivate agility among their members. Over the past decade, students have encountered a variety of experiences related to E-Learning and the provision of educational services through electronic platforms. This study aimed to develop and validate a Questionnaire of Educational Agility (QEdu-Agility) to assess the capacity of educational institutions to adapt to these evolving demands.MethodThis survey research aimed to validate QEdu-Agility. The statistical sample consisted of 372 students from Shiraz University of Medical Sciences in Iran, who had completed at least one academic year online during the COVID-19 pandemic in 2022. Participants were selected using the Cochran formula. The initial questionnaire was based on three standard instruments related to organizational agility and adapted for educational contexts. After establishing face and content validity, the preliminary version was validated by a focus group of five educational experts, comprising 30 items across five dimensions: responsiveness, adequacy, flexibility, speed, and integrity, measured on a 5-point Likert scale. To confirm the construct validity, the questionnaire was randomly distributed to students via email. Data analysis was conducted using Exploratory Factor Analysis (EFA) with varimax rotation, employing SPSS 24 software.ResultsThe content validity was confirmed with Content Validity Ratio (CVR) = 0.847, Content Validity Index (CVI) = 0.877, and the reliability with internal consistency was confirmed with R = 0.944. The CVI sub-components for relevance, clarity, and simplicity were obtained as 0.867, 0.853, and 0.847, respectively. According to EFA, the sample adequacy was confirmed with Kaiser-Meyer-Olkin (KMO) index = 0.928 and significant Bartlett’s test (P < 0.001). The total variance explained of the QEdu-Agility was about 60%. The first component of responsiveness accounted for 38.79% of the variance, followed by adequacy (7.99%), flexibility (5.17%), speed (3.91%), and integrity (3.57%) in subsequent components.ConclusionThe findings of the construct validity indicated a good fit of the QEdu-Agility. Given that the concept of agility is highly contingent on the context, this tool could be retested for measuring educational agility in educational organizations, such as universities.

Multi-Cloud Automation : A Strategic Approach to Cloud Infrastructure Management

This article examines the evolution and impact of multi-cloud automation strategies in modern enterprise environments, supported by comprehensive industry research and case studies. Drawing from multiple industry reports, including Flexera's 2024 State of the Cloud Report and PwC's Cloud and AI Business Survey, the research reveals that 89% of enterprises now employ multi-cloud strategies, with the global multi-cloud management market projected to grow at a CAGR of 27.3% through 2030. The article analyzes key components of successful multi-cloud automation, including deployment automation, operational excellence through monitoring, and incident management, while providing detailed metrics on their effectiveness. Through examination of real-world implementations across retail, financial services, and SaaS sectors, the research demonstrates how organizations achieve significant improvements in operational efficiency, cost optimization, and business agility through comprehensive automation strategies.

The Role of Employee Competencies in the Sustainable Development and Energy Efficiency of Agile Organizations

The aim of this study was to examine how the development of employee competencies affects the efficiency of green energy utilization in organizations and how these activities support the sustainable development of enterprises. This research focused on identifying the specific agile competencies that have the greatest impact on energy efficiency and on integrating these competencies with sustainable development goals. Quantitative and qualitative analyses were conducted based on data collected through online surveys among employees of companies using green energy. The research results indicate a significant relationship between the level of agility in employee competencies and the energy efficiency in enterprises. Most companies achieve better results through the application of agile practices. This study’s findings confirm that investments in the development of agile employee competencies and the integration of renewable energy sources can significantly contribute to improving energy efficiency and increasing the competitiveness and innovation of organizations. Moreover, the need for further research on methods for assessing and implementing agile practices in various operational settings, with a focus on sustainability aspects, was emphasized.

Organizational learning and boundary spanners’ agility in the financial inclusion in Indonesia

This study examines the influence of organizational learning and boundary spanner agility in the bank agent business of Indonesia’s financial inclusion. This study is based on quantitative studies of 325 bank agents in Indonesia. The results of this research strongly show that organizational learning has a significant impact on boundary spanners’ agility to achieve both financial and non-financial performance. This study presents a novel finding that organization learning with a commitment to apply and encourage learning activities and agility with improved responsiveness and resilience boundary spanners can achieve bank agent performance. Organizational learning of bank agents needs to improve commitment to apply and encourage learning activities, always be open to new ideas, and create shared vision and knowledge transfer mechanisms. Organizational agility in bank agents need also to improve the capability to be more responsive and adaptable to culture changes in a volatile environment. This research provides valuable insights to policymakers, banking supervisors, bank top management teams, and researchers on the factors that may improve the effectiveness of the agency banking business to promote financial inclusion. Participating banks in the agent banking business need to set a clear vision, scope, and priority of strategy to encourage organizational learning and agility.

The Mediating Effect of Innovative Performance on the Relationship Between the Use of Information Technology and Organizational Agility in SMEs

The current study has four main objectives. First, it aims to investigate the effect of the relationship between information technology (IT) dimensions (customer relationship management, knowledge management, and human resource management) and innovative practices on organizational agility in small and medium-size companies (SMEs). Second, it seeks to measure the relationship between IT components and innovative performance. Third, it examines the impact of innovative performance on organizational agility. Fourth it explores the mediating role of innovative performance in the relationship between IT and organizational agility. These objectives provide a clear roadmap for the research and guide the analysis and interpretation of the findings. This paper’s statistical population was composed of senior managers in SMEs in Khorsaran Razavi, Iran. The data were collected using standard questionnaires, 172 which were received in 2023 and analyzed using SPSS version 25 and SmartPLS version 4 software. The results demonstrate that using customer relationships, human resources, and knowledge management as three dimensions of IT and innovative performance can enhance organizational agility. Moreover, innovative performance plays a crucial role as a mediator, strengthening the impact of information IT dimensions on organizational agility. These findings underscore the practical relevance for companies operating in a dynamic economic environment. Special attention to organizational agility and practical factors will increase flexibility, speed of response, etc., and, ultimately, companies’ success in this tense economic environment. The innovation of this research is that the three dimensions of IT, including evaluating customer relationship management, human resource management, and knowledge management, is a growing research field in organizational agility. Therefore, this research is vital in empowering SMEs to increase agility. By evaluating the effect of the four variables of knowledge management, customer relationship management, human resource management, and innovative performance on organizational agility in SMEs, on the one hand, this research expands the theoretical literature and, on the other hand, helps such companies.

Open-Source Enterprise Resource Planning Systems for Small and Medium Enterprises: A Conceptual Framework

The growing importance of information management in the digital economy has exerted considerable pressure on small and medium enterprises (SMEs) to implement advanced innovations in technology. Nonetheless, the high costs and intricacy of conventional Enterprise Resource Planning (ERP) systems have constrained their uptake among SMEs. This conceptual study examines the feasibility of Open-Source ERP (OS-ERP) systems as a practical option for Malaysian SMEs, offering a conceptual framework that connects information management capabilities, entrepreneurial orientation (EO), and enterprise success. The article contends that OS-ERP systems can augment entrepreneurial performance by enhancing information integration, strategic decision-making, and enterprise agility. This approach seeks to guide future research and offer practical insights for SMEs and policymakers to encourage digital transformation.

Business Strategy and Sales Performance on Plant-Based Restaurant: An Exploration of Mediating Variable

This research aims to explore variables that mediate the influence of business strategy on sales performance in Plant-Based Restaurants (PBR) and the results of exploration are tested empirically using a quantitative approach. The theory of business strategy underlies the conceptual framework between strategy, organizational agility and performance of plant-based restaurants. This research uses mixed research method. The qualitative study (Phase 1) using thematic analysis were followed by a quantitative study (Phase 2) using multiple linear analysis and path analysis. The results of Phase 1 are a conceptual framework and some hypotheses. The results of Phase 2 are conclusions that confirm the results of Phase 1. The overall results conclude that innovation strategy, marketing strategy and organizational agility significantly have a positive effect on sales performance, while low-cost strategies do not significantly have a positive effect on sales performance. In addition, organizational agility significantly mediates the influence of innovation and marketing strategies on sales performance. However, organizational agility only partially mediates the influence of low-cost strategy on sales performance. This research contributes to filling the gap in studies about plant-based foods and beverages connected to economics and business. This study explores the mediating variables between plant-based restaurants' strategy and sales performance.

Factors that affecting firm performance mediated by digital transformation in Indonesia’s state-owned enterprises plantation and forestry industries

Digital transformation refers to the integration of digital technology into all areas of a business, fundamentally changing the way it operates and adding value to a firm's performance. This can involve adopting new technologies, reorganizing business processes, and creating a digital culture within the organization. One of the State-Owned Enterprises (SOE) in Indonesia, PT Perkebunan Nusantara III (Persero) with a focus on agriculture and main commodities, namely Palm Oil and Rubber, is carrying out a digital transformation initiative with the aim of improving firm performance. Along the way, the company faced many obstacles related to implementing digital transformation and the large investment costs incurred. This research aims to test the influence of Digital Transformation Leadership, IT Capability, Digital Mindset, Work Culture Change, Organizational Agility, Human Capital and IT Alignment with Business and test the influence of these variables on Firm Performance with Digital Transformation as a mediating variable. This research uses quantitative research methods by distributing online questionnaires via Google Form to 234 company employees who use Digital Farming, GIS and SCADA applications. Data was analyzed using the SEM-PLS analysis method with Smart-PLS Software version 3.3.9. The results of the research show that IT Capability, Work Culture Change, IT Alignment With Business have a positive effect on Digital Transformation. Apart from that, this research also shows the positive influence of Digital Transformation Leadership on Digital Transformation which is mediated by IT Capability and Digital Mindset on Digital Transformation which is mediated by Work Culture Change. Then, research also shows that Digital Transformation has a significant effect on Firm Performance. the research outcomes can serve as valuable insights for what factors influence firm performance mediated by digital transformation in the SOE plantation and forestry industry business cluster in Indonesia.

Seeking Decision-Making Performance: Examining the Role of E-Commerce Capability, Digital Business Intensity, and Organizational Agility

Seeking Decision-Making Performance: Examining the Role of E-Commerce Capability, Digital Business Intensity, and Organizational Agility

Human Resource Management Practices in an Agile Organization in the Aspect of Own Research

Human Resource Management Practices in an Agile Organization in the Aspect of Own Research

Signs of HR Management in an Agile Organization

Signs of HR Management in an Agile Organization

Managing Downtime: Actionable Strategies for Productively Filling Slack Periods

This article provides evidence-based strategies for capitalizing on slow work cycles rather than letting productivity suffer. Drawing on over 40 years of scholarly literature across multiple disciplines, the article outlines a framework for constructively navigating periods of lower workload. It advocates first adjusting one's mindset to view downtime positively as opportunity rather than negatively as a problem. Tactics are then presented for comprehensively inventorying available resources and strategically targeting them towards high-impact undertakings. The importance of systematically tracking progress is emphasized. Real-world case examples from marketing and manufacturing industries demonstrate impact. The article concludes by emphasizing how effectively addressing variability through temporary, targeted investments strengthens long-term organizational agility, performance and prosperity.

Development Factors of an Agile Organization in the Light of our Own Research

Development Factors of an Agile Organization in the Light of our Own Research

Key Motivational Factors of an Agile Organization in a Triangulation Self-Study

Key Motivational Factors of an Agile Organization in a Triangulation Self-Study

Collaborative work processes in establishing a MiniMaria treatment center for youth substance addiction: a qualitative inquiry of county council healthcare and municipal efforts

BackgroundThis article is part of a larger study exploring the collaborative dynamics between key stakeholders in providing care to youths suffering from alcohol or substance use and their families in formulating policies and operational practices for county and country-wide application in similar settings. The focus of this article is to describe the collaborative processes between two stakeholders, a municipality, and a county council, in establishing a MiniMaria treatment center. While collaborative efforts between municipalities and county councils in health service provision are often acknowledged, little is known about how communication and decision-making processes between these entities shape the success of such initiatives. This study aims to fill this gap by providing insights into the communicative processes that foster organizational cohesion, agility, and innovation. The guiding research question is: What communicative processes occur between the county council and municipal stakeholders during the planning phase of the MiniMaria treatment center?MethodsThe municipality and county council were selected based on purposive sampling, owing to the proximity and accessibility of the field. An exploratory and descriptive design, incorporating a participatory research approach, was employed for this qualitative investigation.ResultsTwo central themes, each underpinned by specific subthemes sum up the essence of our findings. The first theme underscores the collaborative dynamics and shared objectives that have emerged through the project, thus showing the importance of a unified vision and mutual understanding in driving the initiative forward. The second theme points to the practical aspects of implementing the project, including recruitment strategies, and the significance of interpersonal communication.ConclusionsThis article sheds light on the establishment of a MiniMaria treatment center through collaboration between a municipality and county council, using the Four Flows Model to interpret communicative processes. Membership negotiation was crucial for defining roles and building a unified team identity, while activity coordination ensured aligned stakeholder efforts. Self-structuring facilitated internal organization and operational clarity, and institutional positioning aligned the initiative with broader healthcare norms, enhancing its credibility and impact. These communicative practices were central to get a grip on inter-organizational complexities, emphasizing communication’s constitutive role in organizational development and innovation.

Research on Digital Transformation Strategy of Multinational Company Sales Based on Big Data and AI

Abstract: In the wake of the COVID-19 pandemic, the digital transformation of industries has become paramount, with multinational corporations (MNCs) recognizing the pivotal role of sales digitization in their development trajectory. This study delves into the multifaceted impact of sales digitization on MNCs, elucidating both its benefits and the formidable challenges it presents. Notably, the integration of big data and artificial intelligence (AI) has revolutionized the collection and analysis of sales data, offering MNCs unprecedented insights into consumer behavior and market dynamics. By leveraging big data and AI technologies, MNCs can optimize their operations and substantially reduce the costs associated with data collection, particularly in diverse and segmented markets. This transformative synergy plays a pivotal role across various domains, including market analysis, predictive modeling, customer relationship management, and the formulation of agile marketing strategies. Despite these advancements, research reveals that MNCs continue to grapple with significant barriers and complexities in the process of sales digitization. This article aims to bridge this research-practice gap by offering pragmatic solutions and actionable strategies tailored to address the identified challenges. By emphasizing the importance of organizational agility, talent acquisition, and strategic partnerships, MNCs can effectively navigate the complexities of sales digitization and unlock its full potential. Ultimately, this study seeks to provide a comprehensive understanding of the evolving landscape of digital sales in MNCs, culminating in a nuanced conclusion that underscores the imperative of adaptability and innovation in an increasingly digitized global economy.

CIO leadership, employee digital ability, and corporate green innovation performance–moderating effect of organizational agility and environmental culture

CIO leadership, employee digital ability, and corporate green innovation performance–moderating effect of organizational agility and environmental culture