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1 – 10 of over 12000Gopal Krushna Gouda and Binita Tiwari
The COVID-19 outbreak disrupted the business environment and severely affected the morale and performance of the employees. Further, the Indian automobile industry witnessed major…
Abstract
Purpose
The COVID-19 outbreak disrupted the business environment and severely affected the morale and performance of the employees. Further, the Indian automobile industry witnessed major setbacks and drastically impacted sector in COVID-19. Talent agility is an emerging concept in the field of HRM that will foster innovations and productivity in the automobile industry. Thus, this study aims to explore the barriers to building in-house agile talents in the Indian automobile industry in the new normal.
Design/methodology/approach
The barriers of talent agility were identified through a literature review and validated through experts’ opinions. This study used a hybrid approach, which combines Interpretive Structural Modelling-Polarity (ISM-P) and decision-making trial and evaluation laboratory (DEMATEL) to develop a hierarchical structural model of the barriers, followed by classification into cause and effect groups.
Findings
The result of the multi-method approach identified that shortage of skills and competencies, lack of IT infrastructure, lack of ambidextrous leaders, lack of smart HRM technologies and practices, lack of attractive reward system/career management, poor advanced T&D, poor industry, institute interface and financial constraints are the critical barriers.
Practical implications
It can provide a strategic roadmap for automobile manufacturers to promote talent agility in the current wave of digitalization (Industry 4.0). This study can help the managers to address and overcome the barrier and hurdles in building talent agility.
Originality/value
This study is unique in that it addresses the contemporary issues related to talent agility in the context of the Indian automobile industry in the current rapidly changing environment. This study developed a holistic integrated ISM(P)-DEMATEL hierarchical framework on the barriers of talent agility indicating inner dependency weights, i.e., the strength of interrelationship between the barriers.
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Umer Zaman, Laura Florez-Perez, Saba Abbasi and Muhammad Shahid Nawaz
Organizations are full of contradictions and leadership dilemmas. Managers often face challenges such as selecting between two contradicting options such that which one is more…
Abstract
Purpose
Organizations are full of contradictions and leadership dilemmas. Managers often face challenges such as selecting between two contradicting options such that which one is more important can hardly be judged. To manage contradicting dynamics, today’s managers can adopt the paradoxical leadership approach. We build a theoretical model to investigate the influence of paradoxical leadership on multi-dimensional project agility (proactivity, adaptability, and resilience), and multi-dimensional project success (management, investment, and ownership success).
Design/methodology/approach
Drawing on survey-based data from the China–Pakistan Economic Corridor (CPEC) megaproject (N = 209), we performed covariance-based structural equation modeling to test the conceptual model.
Findings
The findings show that (1) paradoxical leadership has a significant positive impact on megaproject success, (2) paradoxical leadership has a significant positive influence on project agility, (3) project agility has a significant positive effect on megaproject success, and (4) project agility has a significant effect that mediates the link between paradoxical leadership and megaproject success. This research provides a theoretical and practical comprehension of paradoxical leadership with a new perspective on megaprojects.
Originality/value
This study provides an extension of the existing studies on paradoxical leadership and identifies the role of contradicting dynamics and their impact on multiple facets of megaproject success. It not only clarifies the relationship between paradoxical leadership and megaproject success, but also identifies the mediating role of project agility that can play an effective role in mobilizing success in megaprojects.
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Steven H. Appelbaum, Rafael Calla, Dany Desautels and Lisa N. Hasan
Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where…
Abstract
Purpose
Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world.
Design/methodology/approach
A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility.
Findings
Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission.
Research limitations/implications
There is a gap in the literature with respect to agility, namely that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization.
Practical implications
Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm.
Social implications
For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow.
Originality/value
The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.
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The purpose of this paper is to offer an integrated framework for understanding agility. Agility has become an increasingly important capability in today’s changing business…
Abstract
Purpose
The purpose of this paper is to offer an integrated framework for understanding agility. Agility has become an increasingly important capability in today’s changing business world. In this paper, the authors suggest “3, 4’s” to better define agility. Agility can be defined through four dimensions (create the future, anticipate opportunity, adapt quickly and learn always); agility occurs with four stakeholders (strategy, organization, leader and individual); and agility is sustained through four Human Resource (HR) tools (people, performance, information and work).
Design/methodology/approach
Using this integrated framework, executives can better define, assess and invest in creating agility as a capability.
Findings
The authors studied leading Chinese and US high-tech organizations to discover how they respond to changing market conditions.
Originality/value
The research for this agility framework is described in their book, Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets.
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Sakthivel Aravindraj and S. Vinodh
– The purpose of this study was to develop a 40-criteria agility assessment model and explore its practical feasibility in an industrial scenario.
Abstract
Purpose
The purpose of this study was to develop a 40-criteria agility assessment model and explore its practical feasibility in an industrial scenario.
Design/methodology/approach
Agile manufacturing (AM) principles enable organizations to understand customer needs and incorporate the necessary changes in product- and processes-oriented approaches. In this research study, a 40-criteria agility assessment model was developed. The agility assessment model was subjected to investigation in an Indian relays manufacturing organization.
Findings
The research study indicates that the organization is agile. Besides computing agility level, the gaps across agile criteria have been identified and actions for agility improvement were subjected to implementation in the case organization.
Research limitations/implications
The 40-criteria agility assessment model was subjected to investigation in a single manufacturing organization. In future, more number of studies could be conducted.
Practical implications
To acquire agile characteristics, modern organizations should assess the agility level at which they operate. In this context, the agility assessment model was developed.
Originality/value
The agility assessment tool presented in this paper consists of 40 agile criteria, which are well supported by the research findings reported in literature. Hence, the developed 40-criteria agile model is original and novel.
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Chenchen Weng, Martin J. Liu, Dandan Ye, Jimmy Huang and Paul C.Y. Liu
This paper explores how platforms reconfigure versatile digital resources to achieve marketing agility in international markets.
Abstract
Purpose
This paper explores how platforms reconfigure versatile digital resources to achieve marketing agility in international markets.
Design/methodology/approach
We draw on a case study of a Chinese digital platform to explore the processes and mechanisms of reconfiguring during marketing agility development. Data from different sources are collected, including interviews, informal dialogue and archival data.
Findings
Versatile digital resources create productive applications for previously less amendable marketing and nonmarketing resources to be malleable, editable and reconfigurable in marketing agility development. This study identifies and clarifies three versatile digital resource-enabled reconfiguration activities in marketing agility building: recombining digital artifacts, repurposing human capital and cross-pollinating markets.
Research limitations/implications
Since our study adopts a case study method, future research can extend our insights by using quantitative methods to test and verify our theoretical framework.
Practical implications
First, we provide insights into how organizations can reconfigure versatile digital resources to achieve the benefits of marketing agility in international markets. Second, while recruiting new employees during internationalization is vital, we suggest that assisted by digital artifacts, firms can repurpose the existing workforce, such as via multitasking, swift task-switching and flexible job redirecting to satisfy dynamic international business requirements with lower adjustment costs. Third, we offer two localization approaches in which firms can use digital artifacts as the enabler to remix sociocultural elements with local adaptations to develop glocal content and decentralize content production to generate inclusive local content.
Originality/value
We provide a process model that specifies how platforms reconfigure versatile digital resources to achieve marketing agility in international markets. Furthermore, we provide novel insights into the literature on marketing agility in international markets and localization.
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Jyoti Motwani and Aakanksha Katatria
The purpose of this literature review paper is to explore the concept of organization agility and its relevance in today's dynamic business environment. By conducting an in-depth…
Abstract
Purpose
The purpose of this literature review paper is to explore the concept of organization agility and its relevance in today's dynamic business environment. By conducting an in-depth review of existing academic and industry literature on organization agility, this study aims to identify the key factors that influence an organization's agility and the benefits and drawbacks associated with fostering agility.
Design/methodology/approach
Through the technique of bibliometric analysis, we provide the growth trajectory of the field by identifying the publication trends, prominent authors and countries and most prolific journal publishing in the concerned domain. We also provide the intellectual structure of the organization agility research by identifying the prominent themes that have been worked upon till date. In addition, with the backing of the theories, contexts, characteristics and methodology (TCCM) framework, we identify the most frequently applied theories, constructs and methods in organization agility research and provide new avenues for future research by analyzing the most frequently used theories, methods, constructs and research contexts.
Findings
With the ever-increasing ambiguity and need for change (why), organization agility serves as the organization's backbone. It acts as a springboard for the organization, an anchor point that remains constant while other functional aspects constantly fluctuate and change. Organization agility can be defined (what) as the ability of organizations to quickly respond to market needs by sensing, renewing, adapting and succeeding in a turbulent market. To summarize, organizational agility matters at three fundamental aspects (where): strategic level or the market capitalizing level, internal operational level and individual level.
Originality/value
This paper is unique in the sense that it is the first comprehensive literature review in the field of organization agility research to use a hybrid methodology (bibliometric review with TCCMs).
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Miguel Núñez-Merino, Juan Manuel Maqueira-Marín, José Moyano-Fuentes and Carlos Alberto Castaño-Moraga
The purpose of this paper is to explore and disseminate knowledge about quantum-inspired computing technology's potential to solve complex challenges faced by the operational…
Abstract
Purpose
The purpose of this paper is to explore and disseminate knowledge about quantum-inspired computing technology's potential to solve complex challenges faced by the operational agility capability in Industry 4.0 manufacturing and logistics operations.
Design/methodology/approach
A multi-case study approach is used to determine the impact of quantum-inspired computing technology in manufacturing and logistics processes from the supplier perspective. A literature review provides the basis for a framework to identify a set of flexibility and agility operational capabilities enabled by Industry 4.0 Information and Digital Technologies. The use cases are analyzed in depth, first individually and then jointly.
Findings
Study results suggest that quantum-inspired computing technology has the potential to harness and boost companies' operational flexibility to enhance operational agility in manufacturing and logistics operations management, particularly in the Industry 4.0 context. An exploratory model is proposed to explain the relationships between quantum-inspired computing technology and the deployment of operational agility capabilities.
Originality/value
This is study explores the use of quantum-inspired computing technology in Industry 4.0 operations management and contributes to understanding its potential to enable operational agility capability in manufacturing and logistics operations.
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According to extensive analysis, employee agility is influenced by teamwork, coordination and the organizational environment. However, less consideration has been given to the…
Abstract
Purpose
According to extensive analysis, employee agility is influenced by teamwork, coordination and the organizational environment. However, less consideration has been given to the role of work stressors (challenge, hindrance) in influencing employee agility. To address this research gap, this study sheds light on how the use of enterprise social media (ESM) for social and work purposes influences employee agility through work stressors.
Design/methodology/approach
This research also explores how ESM visibility enhances the interaction between work stressors and employee agility by using primary data obtained from Chinese workers. A total of 377 entries were analyzed using AMOS 24.10 tools. All the hypotheses were tested using structural equation modeling (SEM).
Findings
The findings revealed that ESM use (social and work) negatively impacts challenge and hindrance work stressors. The results also reflect that challenge stressors have a significant impact on employee agility, whereas hindrance stressors are negatively related to it. Furthermore, the outcome also indicated that increased ESM visibility reinforces the connection between challenge stressors and employee agility. However, ESM visibility did not indicate a significant moderating impact on the link between hindrance stressors and employee agility.
Originality/value
This study describes how ESM usage effects agility of stressed employees. This research also explores how ESM visibility improves the interaction between work stressors and employee agility. The study results contribute to growing research on social media and employee agility and suggest several points of guidance for managers.
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Mário Nuno Mata, José Moleiro Martins and Pedro Leite Inácio
The purpose of this study is to identify the relationship between collaborative innovation and the financial performance of information technology (IT) firms through the mediating…
Abstract
Purpose
The purpose of this study is to identify the relationship between collaborative innovation and the financial performance of information technology (IT) firms through the mediating role of strategic agility and absorptive capacity. Customer knowledge management capability (CKMC) is also explored as a potential moderator.
Design/methodology/approach
Data were collected from 300 respondents working in different small to medium IT enterprises operating in different cities around Portugal. The simple random sampling method was used for data collection, and Smart partial least squares-structural equation modeling (Smart PLS-SEM version 3.2.8) was used to test the hypotheses.
Findings
The findings demonstrate that collaborative innovation contributes significantly to the financial performance of IT firms in Portugal. The results also indicate that absorptive capacity and strategic agility both positively and significantly affect the relationship between collaborative innovation and firms’ financial performance. However, while the moderating role of CKMC has a positive and significant effect on the relation between collaborative innovation and strategic agility, CKMC insignificantly moderates the relation between collaborative innovation and absorptive capacity.
Originality/value
Few studies have explicitly connected collaborative innovation with firms’ financial performance; this study attempts to fill that gap. Moreover, this research investigates the mediating role of strategic agility and absorptive capacity in the relationship between collaborative innovation and financial performance. Finally, by discussing the moderating effect of CKMC, which leads to enhanced financial performance, this study proposes that when complex and unpredictable situations occur, managers should focus on customer-oriented strategies and innovation at the same time to outpace their competitors.
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