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Article
Publication date: 20 August 2021

R. Anthony Inman and Kenneth W. Green

Today's businesses are facing a world that is more complex, turbulent and unpredictable than in the past with increasing levels of environmental complexity. Rather than…

Abstract

Purpose

Today's businesses are facing a world that is more complex, turbulent and unpredictable than in the past with increasing levels of environmental complexity. Rather than proposing environmental uncertainty as a mediator/moderator of the relationship between agility and performance as others have done, the authors offer an alternative view where supply chain agility is seen as mediating the relationship between environmental uncertainty and supply chain performance.

Design/methodology/approach

The authors propose that supply chain agility is a response to the effects of environmental uncertainty and, as such, environmental uncertainty should be seen as a driver of supply chain agility. Few studies test the direct relationship between uncertainty and supply chain performance, and none simultaneously test for agility's mediation and moderation effect between environmental uncertainty and agility.

Findings

The model was statistically assessed using partial-least-squares structural equation modeling (PLS/SEM) by analyzing survey data from manufacturing managers in 136 US firms. The study results did not indicate a significant relationship between environmental uncertainty and supply chain performance. However, the authors did find a significant positive relationship between agile manufacturing and supply chain performance using measures that were primarily operations-centered rather than financial. Additionally, the authors found that agile manufacturing fully mediates the relationship between environmental uncertainty and supply chain performance.

Originality/value

The authors’ model, though simple, provides a base for future research for them and other researchers who can incorporate other impacting variables into the model. The study results show that uncertainty can be a force for good and that utilizing agile manufacturing can be a new source of opportunity.

Details

Journal of Manufacturing Technology Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 16 June 2021

Sukanya Panda

This study aims to test a model in which the effect of strategic information technology (IT)-business alignment capability (hereafter referred to as “strategic alignment”…

Abstract

Purpose

This study aims to test a model in which the effect of strategic information technology (IT)-business alignment capability (hereafter referred to as “strategic alignment”) on organizational performance is examined via the mediating role of organizational agility [studied as operational adjustment agility (OAA) and market capitalizing agility (MCA)] along with the moderating influence of environmental uncertainty.

Design/methodology/approach

The research uses survey data accumulated from 220 managers (IT and bank managers) working in the regional rural banks of Odisha, India. A structural equation modelling approach is used to investigate the strategic alignment-performance relationship.

Findings

The findings demonstrate the positive effect of strategic alignment on agility (studied as OAA and MCA). This paper finds the positive effects of strategic alignment and both OAA and MCA on organizational performance. The moderation analysis reveals that in an uncertain environment, strategic alignment has more impact on MCA than OAA. However, the test of mediation exhibits OAA as a more significant mediator promoting the strategic alignment-performance linkage, than MCA. This was further validated from the moderated-mediation analysis.

Originality/value

Although previous research studies (mostly conducted in the context of developed countries) have reported about the positive strategic alignment-agility-performance linkages, yet the literature is silent regarding the influence of external contingent factors on these relationships from a rural banking perspective in a developing country setting (such as India). The research extends the strategic alignment-agility-performance theories and provides empirical support for these unique associations in the context of rural banking in India and thereby, greatly contributes to the existing strategic alignment literature.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

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Article
Publication date: 24 June 2019

Sajad Fayezi, Andrew O’Loughlin, Ambika Zutshi, Amrik Sohal and Ajay Das

The purpose of this paper is to investigate the impact of behaviour-based and buffer-based management mechanisms on enterprise agility using the lens of the agency theory.

Abstract

Purpose

The purpose of this paper is to investigate the impact of behaviour-based and buffer-based management mechanisms on enterprise agility using the lens of the agency theory.

Design/methodology/approach

This study is based on data collected from 185 manufacturing enterprises using a survey instrument. The authors employ structural equation modelling for data analysis.

Findings

The results of this study show that buffer-based mechanisms used for dealing with agency uncertainty of supplier/buyer not only have a positive impact on agility of enterprises, but are also contingent on the behavioural interventions used in the relationship with a supplier/buyer. Behaviour-based mechanisms also positively impact enterprise agility through mitigating the likelihood of supplier/buyer opportunism.

Practical implications

This study demonstrates that buffer- and behaviour-based management mechanisms can be used as complementary approaches against agency uncertainties for enhancing enterprise agility. Therefore, for enterprises to boost their agility, it is vital that their resources and capabilities are fairly distributed across entities responsible for creating buffers through functional flexibility, as well as individuals and teams dealing with stakeholder engagement, in particular, suppliers and buyers.

Originality/value

The authors use the lens of the agency theory to assimilate and model characteristic agency uncertainties and management mechanisms that enhance enterprise agility.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 1
Type: Research Article
ISSN: 1741-038X

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Book part
Publication date: 5 October 2020

Melis Attar and Aleem Abdul-Kareem

The present business environment of accelerated complexity, ambiguity, uncertainty and volatility seems not to be settling down soon. Today’s business world is…

Abstract

The present business environment of accelerated complexity, ambiguity, uncertainty and volatility seems not to be settling down soon. Today’s business world is consistently bombarded with turmoil and unprecedented change. This makes it very difficult for organisations to accurately predict possible future opportunities and threats. To overcome this scenario, organisations need to fully embrace and implement agility in their operations. However, for organisations to develop a considerable level of agility that corresponds to the current hypercompetitive and volatile environment, premium needs to be placed on agile leadership. Agile leaders are capable of setting the guiding principles, develop strategies and build mechanisms that will lead to smooth transition to organisational agility (OA). These leaders give directions on how to make organisations agile and ensure that there is a leadership culture that models and promotes a holistic agility in the organisation. The primary purpose of this chapter is to establish the position of agile leadership in determining OA. The study departs from previous studies by using empirical reviews to depict the significance of agile leadership and its key roles on OA. Specifically, the concept, evolution and characteristics of OA are explored, as well as its benefits and multidimensional nature are discussed. Furthermore, the chapter sheds light on agile leadership, levels of leadership agility and competencies of successful agile leaders. The chapter concludes that the leadership style suitable for OA is agile leadership. This calls for business investments in agile capacity building and development of frameworks suitable for agile leadership.

Details

Agile Business Leadership Methods for Industry 4.0
Type: Book
ISBN: 978-1-80043-381-6

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Article
Publication date: 16 March 2021

Wilert Puriwat and Danupol Hoonsopon

This study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation)…

Abstract

Purpose

This 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/approach

Based 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.

Findings

The 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/value

Our 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.

Details

Journal of Manufacturing Technology Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 9 September 2021

Adler Haymans Manurung and Randy Kurniawan

This study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in…

Abstract

Purpose

This study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in Indonesia. The study also examines the moderating role of market orientation as a predominant strategic orientation on the relationship between agile project management and organizational agility.

Design/methodology/approach

Research data were collected via a questionnaire survey from the executive management of telecommunication technology providers in Indonesia to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis and structural equation modeling.

Findings

The results indicate that networking capability positively affects organizational agility. However, agile project management's significant effect on organizational agility occurs only when the relationship is moderated by market orientation. The results of the study also demonstrate that organizational agility positively affects organizational performance.

Research limitations/implications

This study is based on a cross-sectional nature and might fail to capture the studied variables' dynamic over an extended period.

Originality/value

The study enriches the previous literature in organizational agility by presenting the collective impact of networking capability and agile project management and the moderating role of market orientation. However, dissimilar with major prior studies, the results indicate that agile project management's direct effect on organizational agility is not significant. Agile project management needs to be moderated by market orientation to create exceptional customer values and overcome the competition for the organization to achieve organizational agility, responsiveness and adaptability to address customers' needs and requirements. Furthermore, the study's result corroborates the importance of organizational agility to achieve organizational performance in the highly dynamic telecommunication industry.

Details

International Journal of Managing Projects in Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 14 October 2020

Josephine Ie Lyn Chan and Rajendran Muthuveloo

The purpose of this study is to examine the organisational capabilities needed for strategic agility among private higher education institutions (HEIs) in Malaysia that…

Abstract

Purpose

The purpose of this study is to examine the organisational capabilities needed for strategic agility among private higher education institutions (HEIs) in Malaysia that are operating in a turbulent business environment. In addition, the study also intends to determine the area of prioritisation for these institutions.

Design/methodology/approach

A two-month data collection was carried out on 375 private HEIs via a Web-based survey, which garnered a response rate of 41.33%. The data were subsequently analysed with the partial least squares structural equation modelling to establish the validity and reliability of the research model and to test the postulated hypotheses. The assessment of importance and performance matrix analysis (IPMA) was also carried out to highlight the areas of significance for improvement.

Findings

The study discovered that all three constructs of organisational capabilities, i.e. environmental scanning, marketing and organisational learning, attributed significantly to strategic agility. This in turn enabled strategic agility to significantly influence the organisational performance of private HEIs in Malaysia. Finally, IPMA revealed that private HEIs need to prioritise organisational learning to strengthen their strategic agility, thus optimise organisational performance.

Originality/value

Aside from business and management research of strategic agility in other industries, the current study manages to establish that strategic agility also plays an important role in the private higher education sector. Furthermore, the use of IPMA provides fresh insight into the importance and performance of the organisational capabilities examined against strategic agility.

Details

Asia-Pacific Journal of Business Administration, vol. 12 no. 3/4
Type: Research Article
ISSN: 1757-4323

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Article
Publication date: 13 October 2020

Randy Kurniawan, Adler Haymans Manurung, Mohammad Hamsal and Wibowo Kosasih

This study examines the collaborative impact of networking capability and balanced agile project management (APM) on firm performance through the mediating role of market…

Abstract

Purpose

This study examines the collaborative impact of networking capability and balanced agile project management (APM) on firm performance through the mediating role of market orientation and business process agility of medium and large telecommunication technology providers in Indonesia.

Design/methodology/approach

Research data were collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis (CFA) and structural equation modeling (SEM).

Findings

The results indicate that market orientation fully mediates the link between networking capability-business process agility and balanced APM-business process agility. Furthermore, business process agility mediates the relationship between market orientation and firm performance.

Research limitations/implications

This study is based on a cross-sectional nature and might fail to capture the dynamic of the studied variables over an extended period.

Originality/value

The study extends the knowledge that dynamic capabilities, represented by networking capability and balanced APM, must be framed by market orientation to create customer value and improve bargaining position. However, market orientation alone is not enough in a highly dynamic business environment. Organization also requires business process agility, responsiveness and adaptability to timely address customers' needs and requirements.

Details

Benchmarking: An International Journal, vol. 28 no. 2
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 15 July 2020

Randy Kurniawan, Dyah Budiastuti, Mohammad Hamsal and Wibowo Kosasih

This study aims to examine the impact of balanced agile project management (balanced APM) on firm performance through the mediating role of market orientation and

Abstract

Purpose

This study aims to examine the impact of balanced agile project management (balanced APM) on firm performance through the mediating role of market orientation and strategic agility of medium and large telecommunication technology providers in Indonesia.

Design/methodology/approach

Research data was collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit through confirmatory factor analysis and causal relationships through structural equation modeling.

Findings

The results indicate that market orientation mediates the link between balanced APM and strategic agility and that strategic agility mediates the link between market orientation and firm performance.

Research limitations/implications

The choice of single telecommunication industry in a single country, Indonesia, provides a limitation on external validity. It is, therefore, suggested to extend the research efforts to other industry sectors in multi-country environments.

Originality/value

This study extends the knowledge about agile project management by embracing balancing control enforcement and tests it empirically. This study also re-conceptualizes strategic agility to embrace business partner switching capability and market orientation to embrace the inter-partner coordination dimension. Finally, the results highlight that agile project management needs to be framed by market orientation to create higher value for customers. However, market orientation alone is not enough and that the organization requires strategic agility to achieve firm performance.

Details

Review of International Business and Strategy, vol. 30 no. 4
Type: Research Article
ISSN: 2059-6014

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Article
Publication date: 13 April 2020

Lucía Melián-Alzola, Carmen Domínguez-Falcón and Josefa D. Martín-Santana

The purpose of this paper is to analyse the role of hospital leaders and high-performance work practices (HPWPs) in intensive care units (ICUs) in organizational agility

Abstract

Purpose

The purpose of this paper is to analyse the role of hospital leaders and high-performance work practices (HPWPs) in intensive care units (ICUs) in organizational agility and its impact on healthcare personnel satisfaction.

Design/methodology/approach

This study was carried out in three ICUs of an important Spanish public hospital, one for adults, one paediatric and one neonatal. The unit of analysis was ICUs personnel (324 individuals: 14.5%, 48.8% and 36.7% from the categories of doctors, nurses and nurses' aides, respectively) who were invited to participate in the study. The sample had 248 individuals, with a sampling distribution by categories that was quite similar to that of the population. To test the hypotheses proposed, structural equations modeling (SEM) were used as the maximum likelihood estimation method.

Findings

The results confirm the proposed model and reveal the importance of the human dimension in ICUs on hospital agility and performance in terms of satisfaction of the clinical staff working in this area.

Originality/value

This paper is original because it analyses units of high complexity, such as ICUs from a management and non-clinical perspective. In addition, it studies the role of hospital managers and HPWPs on employee outcomes, as well as in-hospital responsiveness in a very dynamic context that demands agility on the management approach.

Details

Personnel Review, vol. 49 no. 9
Type: Research Article
ISSN: 0048-3486

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