Organizational Agility Research Articles

The Impacts of Business Agility, the Digitalization of Business Processes, and Entrepreneurial Orientation on Internationalization: The Mediating Role of Social Media

The Impacts of Business Agility, the Digitalization of Business Processes, and Entrepreneurial Orientation on Internationalization: The Mediating Role of Social Media

AI-Enabled Cloud Orchestration for Automated Workflows: A Paradigm Shift in Enterprise IT Operations

AI-enabled cloud orchestration represents a fundamental paradigm shift in enterprise IT operations, transforming traditional reactive management into proactive, self-optimizing environments. The integration of artificial intelligence with cloud infrastructure enables organizations to predict workloads, optimize resource allocation, and automate complex tasks across distributed computing environments. This technological evolution addresses the increasing complexity of enterprise workflows where manual intervention becomes impractical due to scale and intricacy. As digital transformation accelerates across industries, AI-enabled orchestration provides the intelligence required to enhance service delivery, reduce operational overhead, and achieve continuous optimization. The progression from manual configuration to sophisticated AI-driven systems marks a transition that delivers measurable advantages in resource utilization, incident prevention, and business agility. Through dynamic resource optimization, intelligent workload placement, and automated incident response, organizations can rapidly adapt to changing environments while minimizing operational costs capabilities that prove crucial for enterprise modernization in an increasingly competitive digital landscape.

Strategic leadership and its impact on dynamic capabilities and sustainable competitive advantages

PurposeThis research examines the relationship between strategic leadership, dynamic capabilities and sustainable competitive advantages. Unlike previous studies that focused on different independent variables or lacked intervening variables altogether, this research delves into how the various dimensions of strategic leadership and sustainable competitive advantage can enhance, thereby strengthening the dynamic capabilities of the organization and how strategic leadership itself can impact on sustaining competitive advantage.Design/methodology/approachThe descriptive analytical method was used to achieve the objectives of the study and answer its questions. Statistical information was conducted through structured equation modelling with Smart-PLS.4 with data coming from a representative sample of Palestinian pharmaceutical companies.FindingsThe results of the study concluded that strategic leadership positively impacts sustainable competitive advantages and that sustainable competitive advantage is positively affected by the dimensions of strategic leadership (human capital, social capital) in Palestinian pharmaceutical companies. The results also showed that strategic leadership has a positive impact on the dynamic capabilities of Palestinian pharmaceutical companies. Furthermore, the results showed that sustainable competitive advantage has a positive impact on the dynamic capabilities in Palestinian pharmaceutical companies and that dynamic capabilities are affected by sensing ability, learning ability and integration ability. Finally, the results showed that sustaining competitive advantage impacts on the technological innovation, knowledge management and organizational agility of Palestinian pharmaceutical companies.Practical implicationsThe study provides guidelines for managers and policymakers with practical insights on how to utilize strategic leadership practices to improve dynamic capabilities and foster sustainable competitive advantages; furthermore, how to create supportive environments for leadership and innovation in regions with socio-economic challenges, and also assists in strategic leadership’s ability to adapt in emerging economies.Originality/valueThis research shows that strategic leadership contributes to achieving sustainable competitive advantages in Palestinian pharmaceutical companies by directing them towards change and innovation and developing dynamic capabilities that allow the company to adapt to industrial transformations and compete effectively in the market. Firms can, therefore, provide evidence through this analysis of how sustainable competitive advantages can be explained as a result of effective strategic leadership and the deployment of dynamic capabilities.

Agile Mindset, Technological vs. Non-technological Mindset, and Gender. Are They Related?

This study examined the impact of gender on the relationship between employees' agile and non-agile mindsets and organizational agility. It also considers the tech and non-tech focus as a potential moderator. The initial sample of 209 knowledge workers and the replication sample of 401 knowledge workers were applied to analyze the above relations using OLS regression by SPSS PROCESS. The results showed that the most critical factor influencing organizational agility is the agile mindset of employees. Furthermore, the female effect is much stronger than that observed for men in the specialists' group. For the managers group, only the men's impact is significant, and this effect is substantial. Furthermore, results show that while an agile mindset supports organizational agility, a non-agile mindset jeopardizes it. The negative impact of a non-agile mindset on organizational agility is confirmed for men with tech and non-tech-oriented mindsets. However, this effect is stronger for non-technological ones. This means that technology works as a kind of mind stimulus. The technological focus is the agility driver, but it does not determine an agile mindset. The direct implication of this research for organizations aiming to be agile is to hire agile-mindset staff, care about agile-minded staff, and avoid employing people with a non-agile mindset. Regarding gender, this study revealed that female IT specialists are more agile than their male counterparts. However, male managers profoundly impact organizational agility. We still do not know how female managers impact agility in the IT sector. To find out, we need to employ a purposive sample. It is because neither a random nor a convenient sample reflecting the IT employee population would work for this purpose.

Evolution of Master Data Management and Data Governance: A Two-Decade Review of Advancements and Innovations

Over the past two decades, the domains of Master Data Management (MDM) and Data Governance (DG) have undergone a remarkable transformation, evolving from foundational data quality and compliance functions to strategic enablers of digital innovation and enterprise agility. This review synthesizes the development of MDM and DG from 2000 to 2024, drawing upon 112 peer-reviewed publications, industry reports, and implementation case studies. Using a mixed-method approach involving thematic analysis, bibliometric trends, and keyword frequency mapping, the study highlights key milestones, emerging technologies, and shifting organizational practices. Findings reveal a steady transition from theoretical frameworks to practical, AI-driven, and cloud-native governance models, with growing emphasis on decentralization, automation, and data value creation. The results also underscore the increasing alignment of MDM and DG with business objectives, supported by innovations such as data mesh, data fabric, and real-time metadata management. This review offers a consolidated perspective on the historical progression and future trajectory of data governance ecosystems, providing valuable insights for researchers, practitioners, and policy-makers navigating the data-driven enterprise landscape.

Cloud Migration of ATG E-commerce to GCP: Process, challenges, and outcomes of migrating an ATG-based e-commerce application to Google Cloud

Cloud migration projects are increasingly vital for modernizing legacy applications and enhancing business agility. This paper examines the comprehensive process of migrating an ATG-based e-commerce application to Google Cloud Platform (GCP). The migration strategy encompassed thorough planning, analysis, and implementation stages that addressed key aspects of scalability, performance optimization, and security enhancement. Initially, a detailed assessment of the existing ATG framework identified potential bottlenecks and compatibility issues with cloud environments. Subsequently, a robust migration roadmap was developed to mitigate risks and ensure a seamless transition, emphasizing data integrity and minimal service disruption. The process involved refactoring monolithic components into microservices, integrating containerization technologies, and leveraging GCP’s advanced orchestration, monitoring, and automation tools. Throughout the migration journey, several challenges emerged, including legacy code dependencies, integration complexities, and the necessity to comply with stringent industry standards. Addressing these obstacles required iterative testing, close stakeholder collaboration, and agile project management practices. Ultimately, the outcomes demonstrated improved operational efficiency, enhanced system resilience, and a significant reduction in infrastructure costs. Furthermore, the transition enabled the e-commerce platform to capitalize on cloud-native features such as dynamic scaling

Revolutionizing Retail Transactions with Scalable UI Architectures

The retail industry is undergoing a transformative shift as organizations evolve from legacy transaction processing systems toward cloud-native architectures. This technical article explores how modern, event-driven UI architectures are revolutionizing retail operations by addressing critical limitations of traditional systems. Legacy infrastructures characterized by tightly coupled monolithic designs create fragmented customer experiences, impose scalability constraints, perpetuate vendor lock-in, and impede innovation. By contrast, modern architectural approaches featuring decoupled microservices, cross-platform compatibility, event-driven communication patterns, and cloud infrastructure deliver measurable improvements in customer experience, cost optimization, innovation velocity, and business agility. The implementation considerations highlight the importance of phased migration strategies, API-first design principles, security-by-design practices, and comprehensive staff training to maximize successful outcomes.

Developing competencies of Gen Z: role of organizational learning culture and learning agility

PurposeIn the dynamic landscape of the 21st century, modern organizations strive to maintain a competitive edge by cultivating an agile workforce with robust competencies. Learning agility (LA) has emerged as a crucial element of employee skill sets. This study examines the role of organizational learning culture in developing employee competencies of Gen Z. Furthermore, this study explores the role of learning agility as an underlying mechanism between the above-proposed variables in the context of the Indian IT industry.Design/methodology/approachA cross-sectional study was carried out with a structured questionnaire distributed to IT organizations in New Delhi, Bhubaneswar, Hyderabad and Bangalore. PLS-SEM was used to evaluate the sample of 381 Gen Z employees.FindingsThe results revealed a positive and significant relationship between variables of the study and showed that organizational learning culture positively affects learning agility and employee competencies. The findings draw on the tenets of Resources-based theory.Practical implicationsThis study offers concrete insights to HR managers for fostering learning agility which in turn can play a pivotal role in building a high employee competency. This study emphasizes fostering a learning culture where employees are constantly encouraged and supported to learn, experiment with new ideas and exchange knowledge freely. By doing so, firms can enhance their ability to adapt to a rapidly changing business environment, stay competitive and be better prepared to meet new challenges and opportunities, which is expressed in terms of learning agility (Groves and Feyerherm, 2022). The study reported that investing in employee’s learning agility enables them to acquire new skills and competencies.Originality/valueThis study offers several important contributions to the literature. First, much of the understanding of employee competencies comes from consultancy work while there is a void in the academic literature that explores the factors contributing to its development. Second, addressing the paucity in the literature, this study explores the relationship between OLC and employee competencies via learning agility.

Understanding How Business Transformation Processes Are Driven: A Business Agility Model

Agile transformation processes are of critical importance in the contemporary business environment, as companies invest a significant amount of resources, time, and attention into achieve a state of business agility. These processes are complex, and companies lack reference roadmaps, guides, and even a common language to successfully achieve their goals. To assist organizations in these transformations, several business agility models have been proposed to help understanding where the transformation effort must be applied and where its effects will be manifested. However, there are numerous such transformations, which may be partial, and which reflect the author’s beliefs and preferences, rather than necessarily aligning with the needs of organizations. Therefore, more comprehensive and general models are required. This paper addresses this challenge. Through a rigorous search and review process of the existing literature, 15 models were identified and used as a basis. After a process of analysis and refinement based on the completeness of business agility, the frequency with which their dimensions are mentioned in the models were analyzed, and the simplicity in the result was searched for, we propose a model based on nine dimensions. Each dimension describes where to focus the transformation process, plan the necessary actions, understand the results, and compare the process with other similar processes. The proposed model is comprehensive and highlights the dimensions most frequently mentioned in various cases and in the state of the art. It applies to the concept of completeness in business agility, covering the entire organization, instead of partial and biased views. This approach has been validated through a survey of participants in an ongoing study about agile transformations to increase the adaptability and sustainability of organizations. Our proposal has some known limitations, such as the criteria used in its elaboration, its granularity, and the equivalence of its dimensions with other models. As for its use, it is a tool, not a roadmap or a detailed transformation plan, and it has not yet been empirically validated.

The Role of Adaptive Management in Ensuring Enterprises’ Sustainable Development

In an ever-evolving business landscape, designing adaptive management systems and agile business models emerges as a pivotal element in guaranteeing companies’ enduring growth and competitiveness in the long term. The aim of the study is to examine the role of adaptive management in ensuring the enterprise’s stable development in a changing business environment. The study utilized empirical methods such as: experimental method, questionnaire method, analysis method, control method based on key performance indicators and modeling method. The mechanism of adaptive management of the enterprise has been developed and tested within the framework of the training course. The author's model of manufacturing enterprises’ adaptive management via the introduction of digital tools into the business model of sustainable development is presented. The survey results demonstrated that the implementation of adaptive management helped their companies achieve key performance indicators. Namely: strategic - 79%, operational - 81%, financial - 76%, production - 84%, marketing - 86%, HR - 77%. The expediency of introducing an adaptive approach to management was confirmed by 93% of respondents. The practical significance of the study lies in the presented model of adaptive enterprise management. It can serve as the basis for the development of sustainable development programs in the context of Industry 4.0.

Entrepreneurial adaptability in Cross-border startups: Navigating institutional voids in developing business environments

The rise of cross-border startups operating in emerging and underdeveloped economies underscores a new wave of entrepreneurial dynamism amid regulatory complexity and infrastructural constraints. Yet, these ventures often confront institutional voids—gaps in legal frameworks, market intermediaries, and support infrastructure—that pose significant challenges to scalability, legitimacy, and operational stability. Entrepreneurial adaptability, defined as the capacity to reconfigure strategies and resource bases in response to volatile environments, becomes a critical survival and growth mechanism in such contexts. This article explores how cross-border entrepreneurs dynamically adjust to institutional discontinuities in developing markets by employing strategic improvisation, localized learning, and agile business model innovation. It synthesizes insights from institutional theory and entrepreneurial resilience to frame adaptability as a multidimensional capability involving cultural intelligence, regulatory navigation, and partnership leveraging. The study examines real-world startup cases from sub-Saharan Africa, Southeast Asia, and Latin America, highlighting how founders tailor solutions to unstructured markets, navigate informal economies, and mitigate uncertainty through digital infrastructure and decentralized operations. Additionally, the research identifies key patterns in how startups reconfigure value propositions, funding approaches, and governance practices to align with fluid institutional landscapes. The role of diasporic linkages, transnational knowledge spillovers, and flexible legal incorporation strategies is analyzed as enablers of cross-border scalability. The article concludes by proposing a strategic adaptability framework for entrepreneurs entering institutionally thin environments, emphasizing adaptive capacity as a competitive advantage in global entrepreneurship.

Oracle Cloud Infrastructure and Disaster Recovery: Impact on Global Operations

Cloud infrastructure represents a transformative technological paradigm that fundamentally reshapes how organizations conceptualize computational resources, digital strategy, and operational efficiency. This article delves into the multifaceted landscape of cloud technologies, examining their profound impact across diverse industry sectors. By investigating critical dimensions including digital transformation, disaster recovery, technical architecture, security, and economic benefits, it illuminates the strategic significance of cloud platforms in enabling organizational agility, innovation, and competitive advantage. The insights reveal how modern enterprises are leveraging cloud infrastructures to transcend traditional technological constraints, create adaptive technological ecosystems, and reimagine their perspective on computational resources and strategic innovation

Event-Driven Architectures: The Foundation of Modern Distributed Systems

Event-Driven Architecture (EDA) has emerged as a foundational paradigm for modern distributed systems, enabling organizations to build resilient, scalable, and responsive applications. This architectural approach fundamentally transforms how system components interact by facilitating asynchronous communication through events rather than direct calls. By decoupling producers and consumers, EDA creates systems that can maintain high availability during failures, scale dynamically under variable loads, and adapt quickly to changing business requirements. Organizations across sectors including finance, healthcare, retail, and manufacturing have realized substantial benefits in performance, maintainability, and operational efficiency after implementing event-driven patterns. The architecture's core components—event producers and consumers, message brokers, and streaming analytics platforms—work in concert to enable real-time processing, reduced dependencies, and enhanced business agility. While offering significant advantages, EDA also introduces challenges in schema management, eventual consistency, debugging, and error handling that must be addressed through deliberate implementation strategies.

The Role of Digital Twins in Supply Chain Optimization

Digital Twins in industries enhance supply chains by optimizing efficiency, reducing costs, and ensuring responsiveness to end consumers. Digital twins are primarily used in supply chains for planning and channeling delivery processes. They are the virtual replica of an object, system, or process that updates the system with real-time data from its physical counterpart. Digital Twins enhances the supply chain processes by improving the flow of information within the supply chain, optimizing logistics, and enabling just-in-time production. Digital twin technologies also contribute towards enhancing supply chain coordination and bolstering supply chain resilience against numerous disruptions such as geopolitical events, COVID-19, etc. Using digital twin technology to enhance supply chain visibility and decision-making process helps businesses with real-time monitoring, analysis, and optimization of their supply chain operations. Businesses that have been using digital twins in supply chain optimization have been able to achieve at least a 25 to 30% reduction in their operational costs and a 30 to 50% increase in their supply chain efficiently. Also, predictive analysis using digital twin technology has been instrumental in enhancing risk mitigation strategies and reducing downtime by at least 50%. These findings highlight the potential of digital twins in achieving exceptional and end-to-end supply chain optimization. The study also shares insights on the strategic recommendations for businesses to implement the DT technology to enhance their business agility, resilience, and competitiveness in the global market. Keywords: Supply chain optimization, digital twins, Industry 4.0. Logistics, digital twin technology in business planning

Implementation of Agile Business Model for Post - Pandemic Business Recovery

Implementation of Agile Business Model for Post - Pandemic Business Recovery

THE IMPACT OF SHARIAH GOVERNANCE, RISK MANAGEMENT AND FINANCIAL INNOVATION UPON PERFORMANCE: ORGANIZATIONAL AGILITY AS MEDIATOR

This study examined the impact of Shariah governance, risk management, and financial innovation on performance of Islamic financial institutions (IFIs) in Pakistan, with a specific focus on mediating role of organizational agility. A quantitative research design was employed, and data were collected through structured questionnaire from 300 managers of Islamic banks across Pakistan. The findings, analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM), revealed that Shariah governance and risk management had a significant effect upon IFI performance, while financial innovation exhibited moderate yet positive impact. Moreover, organizational agility partially mediated relationships, indicating that agility played crucial role in enhancing effectiveness of governance, risk management & innovation in driving performance. These results offer valued insights for policymakers and Islamic financial institutions, emphasizing the need for robust Shariah governance frameworks, proactive risk management strategies & continuous financial innovation to sustain and enhance institutional performance. This study donates to literature by integrating organizational agility as mediator, offering novel perspective on how Shariah governance, risk management, and financial innovation collectively enhance performance of Islamic financial institutions.

Integrating AI and Data-Driven Techniques to Strengthen Security Governance in Multinational Organizations

As generative AI transforms industries, the role of data security governance (DSG) has become pivotal in maintaining compliance, security, and trust. This paper explores trends and strategies for integrating AI and data-driven techniques into DSG frameworks to address sensitive data protection, global compliance, and operational efficiency. By leveraging AI for real-time governance, security automation, and federated data management, multinational organizations can ensure scalability, resilience, and adaptability in their governance strategies. The increasing sophistication of cyber threats poses significant challenges to multinational organizations, which operate complex and distributed infrastructures across diverse regulatory landscapes. Traditional security governance frameworks often lack the agility and precision required to counter these evolving threats. This research explores the integration of Artificial Intelligence (AI) and data-driven techniques to enhance security governance in multinational organizations, providing a proactive, scalable, and adaptive approach to mitigating risks.The proposed framework leverages AI models, such as machine learning algorithms and natural language processing (NLP), to analyze vast datasets, identify vulnerabilities, and predict potential threats in real time. By incorporating data-driven techniques, the framework enables continuous monitoring, anomaly detection, and automated response mechanisms, significantly reducing response times and minimizing operational disruptions. A key feature of the framework is its ability to adapt to diverse regulatory requirements, ensuring compliance across multiple jurisdictions while maintaining organizational agility. This research emphasizes the importance of AI-enabled DSG solutions to safeguard against risks such as data leakage, regulatory violations, and infrastructure inefficiencies while enabling agile decision-making and innovation.

Charting Research Directions in Organizational Agility: Reconceptualizing the Agility Construct for Systematic Theory Development and Cumulative Empirical Inquiry

Charting Research Directions in Organizational Agility: Reconceptualizing the Agility Construct for Systematic Theory Development and Cumulative Empirical Inquiry

Enhancing CRM Decision-Making with HTAP: Leveraging Real-Time Analytics for Competitive Advantage

Customer Relationship Management (CRM) systems traditionally separate transactional and analytical data into distinct layers, with transactional databases optimized for fast writes and analytical data warehouses for read-heavy queries. This separation introduces delays in analytics, hindering real-time insights and timely decision-making. Hybrid Transactional/Analytical Processing (HTAP) offers a unified solution by integrating Online Transaction Processing (OLTP) and Online Analytical Processing (OLAP) in a single system. This paper explores the feasibility of applying HTAP in CRM systems, highlighting its potential to enable real-time analytics, improve decision-making, and enhance business agility, while addressing associated challenges

India’s Transition to a Circular Economy Towards Fulfilling Agenda 2030: A Critical Review

Globally, economies are experiencing a paradigm shift from linear production practices (make–use–dispose) towards circular economy (CE) pathways as critical development strategies to achieve Agenda 2030. In the context of the progressive shift to CEs, we critically review extant literature to comprehend the trends and constraints concerning the adoption of CE practices, with a primary focus on India. Our review reveals the growing body of literature encompassing a range of CE practices prevalent in multiple domains globally. We also discuss the emergent trends and patterns in adopting CE across sectors in India. Our study also confirms that implementing the transition to CE with ad hoc policies or as a tactical response to external or internal stimuli is unsustainable; instead, it necessitates organisational agility and strategic collaboration among stakeholders. We also identify consumer perceptions and economic feasibility as the most significant criteria determining the institutionalisation of CE. Further, responding to calls for an investigation into the CE in small and medium enterprises in India, we present a conceptual framework that can enable a non-disruptive transition towards CE. This framework discusses the interlinkages of the above objectives and underscores the need for collaborative efforts from all stakeholders towards a sustainable CE. When practices align with these objectives, firms can successfully manage low environmental impacts while enhancing their economic relevance and social responsibility. The paper also adds to the ongoing investigations into the intersection of the Circular Economy (CE) and Sustainable Development Goals (SDGs) by outlining both direct connections (SDG 12) and indirect relationships (SDGs 2, 6, 8, and 13) among the three key pillars of CE: society, environment, and economy.