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This paper aims to investigate whether and how enterprise social media (ESM) affordances affect employee agility.

Adopting self-determination theory (SDT), this study examines a model in which the four ESM affordances (i.e. visibility, association, editability and persistence) impact employee agility through the three basic psychological needs satisfaction (i.e. perceived autonomy, perceived relatedness and perceived competence) of employees. Mplus 7.4 was used to analyze survey data gathered from 304 employees who used ESM in the workplace.

The authors’ findings show that all four ESM affordances contribute to perceived relatedness and perceived competence; visibility and association affordances also have positive impacts on perceived autonomy; and all three psychological needs satisfaction positively impact employee agility.

First, this study adapted SDT to explore how ESM influences employee agility. Second, this study enriches the relevant research on the antecedents of employee agility and also provides new evidence and theoretical support for employee agility. Third, this study effectively expands the antecedents and outcomes of employee basic psychological needs satisfaction in the domain of ESM and agility.

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.

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).

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.

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.

Organizational success in a dynamic environment demands leadership and agility. The extant literature on employee agility needs more empirical evidence and appropriate theoretical explanations. This study aims to contribute to the literature by bringing empirical evidence to understand the intervening mechanisms through which empowering leadership influences employee agility and to suggest alternate theoretical explanations.

The mediating role of knowledge-sharing behavior and psychological safety is examined using quantitative data from a sample of 924 employees working in India's information technology industry.

Findings reveal that empowering leadership contributes to psychological safety at the workplace, promoting employees' knowledge-sharing behavior and leading to employee agility. The findings are globally relevant and theoretically consistent.

The phenomenon is explained in two ways. Firstly, by combining the structural empowerment and motivation perspectives, and secondly, by combining the conservation of resources and social exchange perspectives.

The findings imply that psychological safety and knowledge-sharing behavior can be used as leading indicators to prepare the organization for success in a dynamic and volatile environment.

This study is one of the earliest attempts to explain the mediating mechanism between empowering leadership and employee agility using serial multiple mediations. Further, this study combines different theoretical perspectives to present the findings more logically.

This study aims to explore whether and how task characteristics affect employee agility in the context of enterprise social media (ESM).

Adopting the social network ties perspective, this study examines how task characteristics (i.e. task complexity, task interdependence and task non-routineness) affect employee agility by promoting their social network ties (i.e. instrumental ties and expressive ties) and how ESM visibility moderates their relationships. Data gathered from 341 ESM users in workplaces were analyzed using Smart-PLS 3.2.

First, task complexity, task interdependence and task non-routineness have positive effects on instrumental and expressive ties, which in turn influences agility; Second, instrumental ties have a stronger effect on employee agility relative to expressive ties; Finally, ESM visibility positively moderates the effects of task complexity and task non-routineness on social network ties.

The findings provide guidance for organizational managers on how to use task characteristics and ESM to improve employee agility, as well as insights for social media designers to optimize ESM functions to improve agility.

This study provides empirical evidence to explain the roles of task characteristics and social network ties in influencing employee agility, thus clarifying the inconsistent findings in extant research. The moderating effects of ESM visibility on the relationships between task characteristics and social network ties are also examined, thus providing further insights on the positive role of ESM in organizations.

This study aims to investigate the impact of enterprise social media (ESM) usage on employee agility through communication quality and visibility. Theory of communication visibility is used to explore the moderating role of ESM-related strain in the relationship among communication quality, visibility and employee agility.

The research model is analyzed using data from 240 Chinese employees of different companies. The proposed hypotheses are tested using structural equation modeling, hierarchical regression and mediation analysis.

Findings suggest that ESM usage is positively related to communication quality and visibility. Communication visibility mediates the relationship between ESM usage and employee agility. ESM-related strain reduces the relationship between communication visibility and employee agility. However, ESM-related strain has an insignificant moderating effect on the relationship between communication quality and employee agility.

The present study examines how employee agility is associated with ESM usage in the workplace. The mediating effects of communication quality and visibility are explored using a theoretical foundation. This study provides empirical evidence on how the impact of ESM on employee agility is transmitted through communication visibility. Lastly, the current study quantifies the advantages of ESM for organizations and may motivate managers to confidently deploy ESM in the workplace.

This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational agility, a crucial factor for efficiency and effectiveness and promote long-term interventions through job redesign, upskilling and reskilling.

This study employed two surveys, one for personnel (employees) and one for human aid managers (HR managers). These surveys collected data from 384 employees and 67 HR managers. The study utilized a work design questionnaire (WDQ), skilling application evaluation and the change acceptance model and testing to evaluate job redesign, skilling application effectiveness, technology acceptance and change readiness.

It was revealed that there is a significant and positive relationship between job redesign and the application of skilling programs. This relationship was shown to enhance organizational agility, with a particular focus on employees' technology acceptance and readiness for change. The integrated framework that combines job redesign, upskilling and reskilling was empirically tested and found to enable organizations to build their agility. The study also identified challenges and offered solutions for implementation, emphasizing the importance of employee responsiveness.

This research emphasizes the need for organizations to adapt job designs and enhance employee skills to enhance organizational agility, recommending a structured approach that combines job redesign and skill development efforts.

This research integrates job redesign, upskilling and reskilling in Lebanese service provider industries, contributing to organizational change and workforce development. It emphasizes technology acceptance and readiness for change.

This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management.

In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework.

The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company.

There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.

The purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between learning agility and job crafting, the influence between them, and how this relationship is built to improve performance and adaptability. For this purpose, the research has analysed which behaviours obtain the highest scores in both scales (job crafting and learning agility), designing the tool which allows Human Resources (HR) professionals an efficient identification and development behaviours to get the versatile talent that companies and professionals of the future need.

Using the questionnaire that has integrated the learning agility scale and the Spanish job crafting scale. Data were collected from a sample of business professionals in Spain. Factor analysis and hierarchical cluster analysis were used, using a classificatory variable with the 126 valid responses obtained.

In an ever-changing environment, continuous employee adaptation to his/her role within a company is a critical factor for its survival. However, there is a paucity of large-scale empirical research on which behaviours employees have to develop to increase their adaptative skills. Drawing on the outcome of extant literature, the authors identify learning agility as the construct that firms have to encourage in their employees to impact job crafting. The contribution of the paper is twofold: (1) the authors empirically explored the association and the effects of learning agility and its factor on the development of job crafting. Results demonstrated the association between the two constructs; further, higher scores in both learning agility and job crafting predict increased employability, and higher scores in job crafting are associated with higher scores in change agility; (2) this study provides a multidimensional instrument that provides HR departments with the key behaviours to recruit in order to develop talent to prepare employees to face future challenges, ensuring the right performance and sustainable impact in the environment.

A limitation of this study is that it is done exclusively within Spanish companies, even though from different industries and with different characteristics. Therefore, future research is necessary and should be conducted in other countries in similar industries to explore the empirical findings from this study in additional contexts.

This research has found a tool that might allow HR departments to measure what level of job crafting and learning agility their employees have and to identify what key behaviours they need to focus on in the recruitment or in their internal strategic HR action plan to overcome any future challenges in their organization.

In a scenario where artificial intelligence is modifying the professional landscape, generating uncertainty about which skills are best to develop, the results are a guide for enterprises as to where to focus plans for learning and training, as well as for business schools regarding the content provided in training programs.

The authors advance the literature by providing a theoretical base for understanding the relationship between job crafting and learning agility. This article offers some practical managerial recommendations that help the human resources department focus on behaviours that allow talent to be identified and recruited to ensure an effective organization.

The world of work is constantly evolving such that the Workforce in the previous era was driven by the need for stability and is now driven by the desire for creative disruption. While firms must respond to the challenges and dynamics continuously, employees must be ready for any upcoming change to progress despite the turbulence and attain a competitive position. This paper's focal theme is Workforce agility – the ability of employees to respond to and make the most out of changes. Studies on the personal factors affected by changes, in turn, influencing Workforce agility have been scarce. The authors propose a conceptual model with propositions to address this gap. Additionally, the authors propose an employee-centric experiential training practice to foster agility.

The authors have employed conceptual description methodology to build propositions about the personal factors influencing Workforce agility and an arts-based intervention to enhance it.

Intermodal arts-based intervention (IABI) can influence employees' epistemic curiosity, which aids with managing ruminative thoughts, thus enhancing Workforce agility, while dispositional joy moderates this relationship.

The proposed “Intermodal Arts-Based Intervention (IABI)” can help firms move from a traditional training-based approach to an experiential one to foster their Workforce's agile capacities. Considerations for its implementation are explained.

This study is one of the first attempts to integrate multiple art forms as a change management practice. The conceptualized model also brings out the adaptive and maladaptive aspects of epistemic curiosity and rumination and the role of joy in promoting agile behaviors.

This study aims to examine the association of employee resilience and agility with innovative performance and subjective well-being. Moreover, it tests job crafting as the underlying mechanism through which resilient and agile employees perform innovatively and experience higher subjective well-being.

The study used a survey-based research design and structural equation modeling technique to examine the proposed hypotheses. Data was collected from a sample of 380 employees working in the Indian information technology sector using survey questionnaires.

The results show that highly resilient and agile employees participate in job crafting that positively influences their innovative performance and subjective well-being. Job crafting fully mediates the association of resilience with work and well-being outcomes and partially mediates agility and outcomes.

There is a value in promoting the development of employee resilience and agility to foster ways in which employees can craft their jobs and, thus, maximize their innovative performance and subjective well-being.

This study makes an important contribution by underscoring the importance of personal resources (resilience and agility) as drivers of job crafting for higher innovative performance and subjective well-being.