Organizational Agility Research Articles

Towards a sustainable coffee supply chain: the role of digital platform capability in increasing organisational agility

ABSTRACT The increasing demand for coffee in Indonesia and abroad, accompanied by value creation from applying sustainability principles for coffee brands or outlets, leads to potential opportunities for coffee product entrepreneurs. Through the development of an online platform that entrepreneurs can directly access to eliminate links in the supply chain, coffee entrepreneurs have the opportunity to compete through national and international markets. Therefore, this study examined the effectiveness of digital platform applications in increasing the supply chain competitiveness of agricultural micro, small, and medium enterprises (MSME) products in Indonesia, especially coffee products. The conceptual model in this study examines the relationship between digital platform capability and organisational agility, specifically addressing when and how digital platform can help MSME exporters increase their organisation’s agility. This research uses theory of capability dynamism and the partial least squares structural equation modelling (PLS-SEM) method to test the proposed model and estimate the relationship between constructs. Consequently, this research develops strategies for the supply chain stakeholders using the why-how-laddering method for managerial implications. The study’s findings show that organisational agility can be supported by improving digital platform capability, and nine strategic recommendations can be applied to increase coffee exporters’ digital platform capability and organisational agility, respectively.

Innovation portfolio management for the public non-profit research and development sector: What can we learn from the private sector?

ABSTRACT Innovation Portfolio Management refers to the systems, processes and mechanisms to intentionally manage innovation investments and decisions within an organization against its mission or strategy. This approach to managing and optimizing innovation and scaling investments is rarely used by public non-profit R&D organizations. This study draws lessons from innovation portfolio management in private sector organizations. Private sector invests in innovation portfolio management to: (i) enhance transparent and evidence-based decision-making, (ii) strengthen organizational agility and mission-orientedness, (iii) facilitate monitoring, risk management and prioritization and (iv) improve overall organizational performance and learning. These innovation portfolio management benefits are equally relevant for the public non-profit R&D sector, where innovation performance and outcomes are for societal impact. Public non-profit R&D can and should manage their innovation portfolios more intentionally, and can learn from private sector successes and challenges. Embracing the opportunities, whilst managing the challenges and risks requires investment in methods, mechanisms and mindsets for effective innovation portfolio management.

Developing a Dynamic Business Strategy: From Research and Goal Setting to Implementation and Evaluation

A dynamic company plan was essential for retaining competitiveness in today’s continuously shifting corporate climate. This review paper explored the effectiveness of combining continuous research, flexible goal formulation, agile execution, and continuing assessment to provide a strong framework for adjusting to market changes, technological breakthroughs, and competitive challenges. This review conducted a comprehensive evaluation of literature published using data from Scopus and Google Scholar. It employed thematic and meta-analytical methodologies to identify the key elements of dynamic strategy creation. The main discoveries consisted of the significance of using real-time data analytics to make well-informed decisions, the need for flexible goal-setting frameworks, and the advantages of Agile and Lean techniques in carrying out tasks. Furthermore, the implementation of ongoing evaluation and feedback processes was essential for improving tactics and maintaining a competitive edge. The review also highlighted problems such as the integration of real-time data, the establishment of flexible goals, and the promotion of organisational agility. Subsequent investigations prioritised examining the effects of developing technology and dynamic tactics on small and medium-sized firms (SMEs). This examination offered a thorough comprehension of how to manage and flourish in the current dynamic business environment by combining theoretical ideas and practical experiences. Keywords: Dynamic Business Strategy Continuous Research, Flexible Goal Formulation, Agile Execution Ongoing Assessment, Real-Time Data Analytics, Agile Methodologies Lean.

Adaptive strategies and sustainable investments: navigating organizations through a VUCA environment in and after COVID-19

This study delves into the resilience and adaptability of employees within the volatile, uncertain, complex, and ambiguous (VUCA) business environment, examining their readiness to manage effectively and the organizational agility in navigating change, alongside the impact of sustainable investment practices. Employing quantitative methods, a survey was conducted among employees at two pivotal moments: during and after the COVID-19 pandemic restrictions. Factorial analysis revealed a strong preference for participatory work styles and highlighted the critical need for employee involvement in significant decision-making processes. Although the value of sustainable investments was recognized, a noticeable gap was found in employees’ understanding and adaptability towards these investments. The use of the Wilcoxon test illuminated the significant impact of external disruptions, such as the pandemic, on organizational operations and preparedness. The findings underscore the imperative for organizations to champion continuous learning and training, enabling strategic and innovative responses to the challenges unique to the VUCA world. By aligning adaptive interventions with the demands of the VUCA environment, organizations can define a clear trajectory towards sustainable growth and enhance their proactive stance against sudden shifts in the business landscape.

The relationship between organisational agility and informal learning

AbstractIn dealing with rapid and profound technological, occupational and societal changes organisations benefit from paying attention to their organisational agility. Learning as part of organisational agility however is an under researched area of attention. In this integrated literature review we answer the question if organisational agility and learning are related, focussing on informal learning as an important way to learn in the workplace. We analyse ways in which papers on organisational agility integrate concepts as learning in their definition/approach. We conclude that the business literature includes to some extend perspectives on learning within the approach to agility. But the way learning is conceptualised is mostly moderately and instrumental. This means that learning is mostly seen as a way to become agile as an organisation. The integrative review identifies three areas in which understanding of organisational agility and specifically the framework of Wendler can be enriched and deepened with results from research on informal learning. The integration of both concepts results in three overlapping areas: leadership, social networks and knowledge development. These three areas contain mechanisms that influence both informal learning and organisational agility and therefore describe the relationship between these two concepts. Examples of these mechanisms include working closely together, valuing contributions from different professionals in knowledge development, and stimulating entrepreneurship and risk-taking by employees. More research into the nature of these three areas contributes to a more precise integration of learning theory into the development of the concept of organisational agility. It also provides organisations with approaches for dealing with the changes in their environment in effective and developmental ways.

Indonesian SMEs' Competitive Advantage Through Organizational Agility: The Role of Information and Communication Technologies (ICT) To Small Business

The research objective analyzes competitive advantage through small business organizational agility through Information and Communication Technology (ICT) capabilities as an effort to increase competitive advantage. This study uses purposive sampling as a data collection technique; meanwhile, Structural Equation Modeling (SEM) with smartPLS software was employed as the data analysis technique. The data collection method is carried out through survey techniques by distributing questionnaires to respondents with random sampling. The number of 388 small business actors were treated as research respondents. Results showed that ICT capabilities contributed significantly to competitive advantage either directly or through the moderating variable of organizational agility. By integrating ICT as an antecedent variable, further research can focus on the factors determining the transformation of small businesses into medium and large businesses. Additionally, while ICT capability directly affects competitive advantage, its indirect impact, specifically via the business agility variable, is usually smaller. Therefore, business agility strengthens the indirect relationship between ICT capabilities and competitive advantage.

The influence of leadership and entrepreneurial orientation on organizational agility mediated by motivation

The hotel sector has started to recover after the post pandemic. The sudden change has forced hotel management to respond quickly to market changes. Since the hotel sector interacts directly with consumers, it needs to be extremely flexible in order to enhance product management and improve productivity. Organizational agility enables it to respond to the constantly shifting integrated environment and adapt to new knowledge. The research aims the study of motivation, entrepreneurial orientation, and leadership as factors to increase organizational agility are significant in the hotel industry. The population in this study was hotel employees in Batam, Indonesia. The data collection method used in the research was to create a questionnaire as a medium for collecting data obtained from respondents. In total, 268 responses were collected. The sample selection method used in this research was purposive sampling. This research was tested using the partial least squares with structural equation model. Result of the research shows that both entrepreneurial orientation and leadership has positive effect on motivation and organizational agility. However, motivation has no significant effect on organizational agility. The relationship between entrepreneurial orientation and leadership which motivation as the mediator, doesn’t has a significant effect on organizational agility.

Future-Proofing Leadership: Cultivating Adaptability and Alignment in Times of Change

Abstract: This article examines how organizational leaders can develop agility to enable successful navigation of disruptive change and uncertainty. It first reviews research on organizational agility and identifies key traits of sensing, deciding, and acting that agile companies exhibit. Next, it outlines the responsibilities of senior leaders to serve as catalysts for adaptability through establishing a shared vision and strategy, building alignment, developing agile talent, reinforcing an adaptive culture, removing obstacles, empowering distributed leadership, and embracing uncertainty. The article then provides specific strategies leaders can implement to fulfill these imperatives, such as co-creating visions, rewarding risk-taking, decentralizing decision-making, and establishing a "learning from failures" mindset. Overall, the article argues that cultivating an agile culture focused on continuous learning, empowerment, and strategic adaptation will allow organizations to thrive amid disruptive uncertainty in coming decades.

The Impact of Organizational Resources on Organizational Agility in Hospitality Industry: A Dynamic Capabilities Approach

ABSTRACTThe present study investigates the relationship between organizational resources (financial, social, and technological capital) and dynamic capabilities development in crises periods. Through quantitative research, a theoretical framework that is based on resource‐based view and dynamic capabilities view is validated for the first time in the hospitality industry. In practice, it is explored whether the hospitality firms—based on their own resources—can develop the dynamic capability of organizational agility that enables them to cope with turbulent and unstable environments. The empirical research was conducted with the sample of 502 hospitality firms in Greece during the COVID‐19 era. The findings confirm that financial and technological capital have a positive influence on the development of agility‐related dynamic capabilities, and specifically market capitalizing agility and operational adjustment agility, for the hospitality industry during turbulent periods. Instead, social capital has a negative and no effect respectively on these two dynamic capabilities.

Building a Talent Portfolio: A Modern Approach to Career Development

In today's disruptive business environment where entire job categories are emerging and transforming rapidly, traditional career path models centered on predefined vertical progression no longer adequately equip organizations with the workforce mobility and strategic resilience needed to dynamically deploy talent as work evolves. This article explores how progressive companies like global banking giant HSBC and humanitarian relief leader World Vision have overcome these challenges through transitioning to career portfolio-based talent systems that empower employees to curate diverse experiences through roles, projects, assignments and skills development opportunities. A shift from narrow career paths to emphasis on capability and experience building strengthens organizational agility through a multi-skilled workforce while providing strategic benefits to talent retention, succession planning and futureproofing the business in uncertainty. Perhaps most importantly, the career portfolio approach also empowers individual contributors with the versatility and lifelong learning critical for navigating today's fluid labor market landscape - futureproofing both their employability and work fulfillment in the new world of work.

The Role Of StartupsIn Driving Sustainable Innovation

The following paper discusses the critical role that startups can play in driving forward sustainable innovation. At a time when environmental concerns top the world agenda, startups have taken the lead in pioneering new practices in sustainability and developing new solutions challenging conventional methods. It investigates how, at their nascent stage, these companies can use unique strategies, disruptive technologies, and agile business models to lead the charge toward sustainability. Drawing on case studies from a variety of industries, it points out exactly how startups tackling environmental challenges—from reducing carbon footprints to resource efficiency and circular economies— do so. The analysis stresses that this kind of startup does more than just innovate; it sets new trends within the market and consumer expectations. It also critically evaluates the extent to which established businesses could learn from or integrate these practices. It thus points out barriers and opportunities for traditional companies to adopt similar strategies, while discussing best practices for implementing a culture of innovation that has sustainability at the top of the list. The insights provided in this paper help to bridge the gap between innovative startups and established enterprises by giving actionable recommendations of how the most cutting-edge sustainability practices can be integrated within broader corporate frameworks. By borrowing from what works in startup successes, established companies can enhance environmental stewardship toward a more sustainable future. The paper seeks to explore in detail how startups are really triggering a transformation in sustainable innovation and to inspire established business players to engage in these pioneer approaches

Improving organizational agility through ethical leadership, employee job satisfaction and Islamic OCB

In the contemporary business realm, characterized by dynamic shifts and technological progress, agility has emerged as a vital concept to enable businesses to navigate and thrive amidst uncertainty and intensified competition. Key to fostering Agility is garnering comprehensive support from all stakeholders, notably organizational leaders and employees. This research aims to explore several factors contributing to Organizational Agility, including Ethical Leadership, Islamic OCB, and Employee Job Satisfaction. Adopting a quantitative methodology, the research focuses on employees and managers in the café and restaurant businesses in Yogyakarta, renowned for its dynamic nature and competitive environment. With a total sample of 179 managers and employees, participants were selected through purposive sampling criteria, targeting establishments operational for at least one year, employing a minimum of ten staff, and respondents with tenure exceeding six months in supervisory, managerial, or ownership capacities. Primary data collection utilized questionnaires, and structural equation modeling via AMOS software facilitated analysis. Results reveal a positive correlation between Ethical Leadership and Employee Job Satisfaction, Islamic OCB, and Organizational Agility. Additionally, Employee Job Satisfaction and Islamic OCB were found to impact Organizational Agility positively. Thus, integrating Islamic OCB into business practices offers a promising avenue for enhancing Agility, particularly in Muslim-majority regions.

Reducing Technical Debt through Strategic Leadership in Retail Technology Systems

In the fast-paced and highly competitive landscape of retail, the management of technical debt has become a critical challenge for organizations striving to maintain robust and scalable technology systems. Technical debt, the accumulated cost of prioritizing quick fixes or suboptimal solutions over more sustainable and efficient options, can significantly hinder an organization's ability to innovate, adapt, and grow. This paper explores the role of strategic leadership in effectively reducing technical debt within retail technology systems. By examining key leadership strategies, such as fostering a culture of continuous improvement, investing in long-term technology planning, and emphasizing cross-functional collaboration, the paper highlights how retail organizations can systematically address and mitigate technical debt. Strategic leadership in the retail sector involves a comprehensive understanding of both business and technological imperatives. Leaders must recognize the implications of technical debt not only in terms of immediate financial costs but also in the broader context of business agility, customer experience, and competitive advantage. The paper emphasizes the need for leaders to adopt a proactive approach, prioritizing technical debt reduction as a strategic objective that aligns with the organization's overall goals. One of the central arguments of the paper is that effective technical debt management requires a shift from reactive to proactive leadership. This involves anticipating potential issues, encouraging innovation, and making informed decisions that balance short-term gains with long-term sustainability. The paper discusses various leadership practices that contribute to this shift, including the implementation of robust governance frameworks, the adoption of agile methodologies, and the promotion of a learning-oriented organizational culture.

Reducing Technical Debt through Strategic Leadership in Retail Technology Systems

In the fast-paced and highly competitive landscape of retail, the management of technical debt has become a critical challenge for organizations striving to maintain robust and scalable technology systems. Technical debt, the accumulated cost of prioritizing quick fixes or suboptimal solutions over more sustainable and efficient options, can significantly hinder an organization's ability to innovate, adapt, and grow. This paper explores the role of strategic leadership in effectively reducing technical debt within retail technology systems. By examining key leadership strategies, such as fostering a culture of continuous improvement, investing in long-term technology planning, and emphasizing cross-functional collaboration, the paper highlights how retail organizations can systematically address and mitigate technical debt.Strategic leadership in the retail sector involves a comprehensive understanding of both business and technological imperatives. Leaders must recognize the implications of technical debt not only in terms of immediate financial costs but also in the broader context of business agility, customer experience, and competitive advantage. The paper emphasizes the need for leaders to adopt a proactive approach, prioritizing technical debt reduction as a strategic objective that aligns with the organization's overall goals.One of the central arguments of the paper is that effective technical debt management requires a shift from reactive to proactive leadership.

Exploring succession in small business growth in Bandung: Mediating role of strategic change

Purpose – This study aims to understand the influence of organizational agility and organizational resilience towards SMEs business performance and analyze the mediating role of strategic change and the moderating role of environmental uncertainty.Design/methodology/approach – This study uses quantitative approach with survey method. The population of the study is SMEs business actors in Bandung, West Java. The samples are chosen for about 250 respondents using purposive sampling, while the data is processed using structural equation modelling with Partial Least Square.Findings – The results indicate positive influence of organizational agility on organizational resilience, as well as organizational resilience on SMEs business growth. Additionally, strategic change is found to mediate the relationship of organizational resilience towards SMEs business growth. Environmental uncertainty can strengthen the influence of organizational resilience on strategic change.Research limitations/implications – The results of this research provide evidence that the underlying mechanisms for increasing organizational resilience and SME business growth can be seen from the perspective of organizational agility and choosing the right strategy.Practical implications – This study underscores the importance of building organizational agility and resilience to face dynamic environmental situation characterized by rapid change. When SMEs are adaptive and more responsive in carrying out their business, this can lead to positive outcomes for their growth.Originality/value – The present study provides the underlying mechanisms that shows how organizational agility and resilience can lead to SMEs business growth which operate in the uncertain environment.

Strategic Adaptation and Governance in Disruptive Market Environments: Frameworks and Case Studies

Background: Adaptive governance methods have become critical for organizational resilience and sustainability in today's turbulent and disruptive market settings. This article examines the important issue of altering governance systems to effectively deal with disruptive market dynamics. Objective: The article aims to look into how adaptive governance might increase an organization's competitiveness and agility in the face of rapid market changes. Methodology: This study applies a mixed-methods approach, investigating multiple case studies of organizations from various industries. The study looks at how adaptive governance frameworks are implemented, namely their structures, procedures, and decision-making mechanisms. In-depth information is acquired utilizing both qualitative and quantitative data collection techniques, such as surveys, interviews, and performance indicators. Results: The results highlight the importance of adaptive governance in fostering flexibility, innovation, and responsiveness in organizational contexts. This study uses case studies to demonstrate the association between greater resilience to market changes and adaptive governance approaches. It focuses on critical components of effective adaptive governance, such as strategic flexibility, inclusive decision-making, and iterative learning procedures.Conclusion: The article emphasizes the need of adaptive governance as a key strategy for organizations dealing with fluctuating market situations. Implementing adaptive governance structures allows organizations to preserve long-term competitiveness, encourage innovation, and respond proactively to market uncertainty. The study provides useful insights for professionals and decision-makers, underlining the necessity of adaptable governance in developing organizational resilience and future-proofing measures in the face of volatile market conditions.

Team Problem-Solving with Agile Business Process to Improve Employee Performance Using NVIVO Analysis at PT XYZ

Team Problem-Solving with Agile Business Process to Improve Employee Performance Using NVIVO Analysis at PT XYZ

The Role of Labour Productivity in the Influence of E-HRM on Sustainability Performance with Organizational Agility as a Moderating Variable in MSMEs

In this era, technological advances benefit many aspects of work, including Human Resources Management (HRM). Implementing E-HRM helps organizations improve efficiency, reduce paper waste, and support sustainability principles. The study aims to examine the impact of E-HRM on Sustainability Performance, mediated by Labour Productivity and moderated by Organizational Agility. The research was conducted on MSMEs in Batam City, using a purposive sampling technique to obtain primary data from 200 respondents by distributing G-From questionnaires. The quantitative analysis method used is SmartPLS software. The research results of the hypothesis that shows a direct and significant positive effect on Sustainability Performance is Labor Productivity. Meanwhile, E-HRM implementation has a positive, not significant, effect on Sustainability Performance but has a positive, significant impact on Labour Productivity. The proven indirect research hypothesis is the relationship between E-HRM implementation and Sustainability Performance mediated by Labor Productivity. The theory that E-HRM implementation significantly positively affects Labour Productivity through moderation of organizational agility has yet to be proven. This research is expected to cover a broader range of research and can be used as a reference for other studies.

Elevating Organizational Performance of University through Organizational Learning, Organizational Agility, and Service Innovation

Elevating Organizational Performance of University through Organizational Learning, Organizational Agility, and Service Innovation

A Glance into Holistic Project Success with Organisational Agility and Project Resilience

A Glance into Holistic Project Success with Organisational Agility and Project Resilience