Proposing Construct for Organizational Agility Model in Malaysian Automotive Organization

2019 ◽  
Author(s):  
Noor Hafizah Hassan ◽  
Noreen Izza Arshad
Keyword(s):  
Organizational Agility

Impact of organizational inertia on organizational agility: the role of IT ambidexterity

2021 ◽  
Author(s):  
Jie Zhen ◽  
Cejun Cao ◽  
Hanguang Qiu ◽  
Zongxiao Xie
Keyword(s):  
Organizational Agility ◽  
Organizational Inertia ◽  
Role Of It

scholarly journals The Role of Organizational Agility and Transformational Leadership in Service Recovery Prediction

2016 ◽  
Vol 230 ◽  
pp. 142-149 ◽  
Author(s):  
Maryam Khoshlahn ◽  
Farzad Sattari Ardabili
Keyword(s):  
Transformational Leadership ◽  
Service Recovery ◽  
Organizational Agility

Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wilert Puriwat ◽  
Danupol Hoonsopon
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Organizational Agility ◽  
Content Type ◽  
Technological Turbulence ◽  
The Impact

PurposeThis study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.Design/methodology/approachBased on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.FindingsThe results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.Originality/valueOur study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.

Assessment of organizational agility in response to disruptive innovation: a case of an engineering services firm

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Perinbanathan Vasanthan ◽  
M. Suresh
Keyword(s):  
Dynamic Capabilities ◽  
Gap Analysis ◽  
Controller Design ◽  
Research Work ◽  
Disruptive Innovation ◽  
Project Team ◽  
Organizational Agility ◽  
Engineering Project ◽  
Content Type ◽  
Engineering Services

Purpose The purpose of this paper is to develop a framework to manage the strategy to counter disruptive innovation by identifying stronger attributes and key strategic areas for improvements in an engineering services context with less freedom to orchestrate product innovation. The authors also validate the combined use of multi-grade fuzzy, Importance-Performance Analysis (IPA) and gap analysis in developing the strategy to mitigate turbulence. Design/methodology/approach The paper presents a framework using a combination of Dynamic Capabilities and Organizational Agility to develop the strategy. The study uses data gathered from a 60-member engineering project team working on an Aircraft Engine Controller design to identify 50 attributes and the related importance and performance ratings. The research study is designed using a three-tier approach. First, multi-grade fuzzy is utilized to measure the overall firm response agility index. In the second step, the IPA is used to analyze the strength and weaknesses of the firm and to identify the attributes where the firm needs to focus. In the past step, gap analysis is used to prioritize the identified attributes. The findings are validated by panel discussions with a different group of experts from the project team and action points were arrived at. Findings This research work finds that the firms’ response agility index of 6.97 is comparable to that of the Original Equipment Manufacturers (OEMs) from previous literature, but still needs a better agility score to effectively counter turbulence from disruptive innovations. It also identifies seven key areas for improvement and their relative priority to effectively improve the response agility by utilizing the least number of resources, the reasons for the gap and the mitigation strategy to close the gap. The findings highlight a few key differences between an engineering services firm in comparison to OEMs and Software Services firms. Practical implications The findings help the practitioners with a comparative agility score of an engineering services firm, and an effective way of measuring agility, identify key focus areas and prioritize the actions using a simple set of data that could be collected regularly to keep track of the improvements. The provided strategic framework to improve the agility score can be used for continuous improvement. Originality/value This paper contributes to the existing literature by developing a framework for outsourcing services companies to cope with the turbulence by using dynamic capabilities and organizational agility. It also adds to the literature by extending the validity of IPA and gap analysis in making strategic decisions in an industrial set-up.

The Impact of Cloud Computing on Organizational Performance

2021 ◽  
Vol 11 (4) ◽  
pp. 136-151
Author(s):  
Thura Al-Azzawi ◽  
Tugberk Kaya
Keyword(s):  
Cloud Computing ◽  
Human Resources ◽  
Organizational Performance ◽  
Business Performance ◽  
Direct Relation ◽  
Organizational Agility ◽  
Cloud Computing Adoption ◽  
The Cost ◽  
The Impact ◽  
The Relationship

The use of cloud computing has remarkable advantages in business performance. It is related especially in the portion of the organizational environment, such as organizational culture and organizational agility. Organizational agility provides an easier process to search and retrieve knowledge and allow the businesses to utilize and apply this knowledge to get high-quality services. Agility and culture factors can help organizations to enhance their cloud computing adoption. The achievement of any organization is dependent upon human resources. With human resources, the organization can develop its employees by sharing knowledge, skill, and experience of personnel. Expert cloud has a significant impact on and direct relation with human resources as it facilitates the communication among human resources better, more efficiently, and reduces the cost of the service. In this paper, the authors discuss the relationship between expert cloud and human resources to enhance the organizational performance through the assistance of organizational agility and culture.

Towards effective development of organizational agility

2019 ◽  
Vol 35 (1) ◽  
pp. 26-29
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Organizational Agility ◽  
Content Type ◽  
Pertinent Information ◽  
Effective Development ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Organizational agility can equip companies with the ability to respond better to unforeseen change. By creating a multi-dimensional agility framework, managers become better positioned to ensure that agility permeates the whole organization to the extent it becomes integral to its DNA. Originality/value The briefing saves busy executives, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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