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The purpose of this paper is to add clarity to the multidimensional concepts of agility and resilience. In addition, this paper seeks to clarify the differences and similarities between the two concepts by integrating the distinct bodies of knowledge on agility and resilience.

A multidisciplinary systematic literature review is conducted. The concept of agility is explored through a review of the sports science, manufacturing, organizational, information systems and information systems development and supply chain literature bases. The concept of resilience is investigated through a review of the psychological and psychopathological, ecological, economic, organizational and supply chain literature bases.

Examining the complex relationship between the two constructs led to the emergence of six major dimensions to capture the concept of agility (i.e. ability to quickly change direction, speed/accelerate operations, scan the environment/anticipate, empower the customer/customize, adjust tactics and operations (flexibility), and integrate processes within and across firms). Similarly, six dimensions were uncovered for resilience (i.e. ability to resist/survive disruptions, avoid the shock altogether, recover/return to original form following disruption, speed/accelerate operations, adjust tactics and operations (flexibility) and scan the environment/anticipate). Agility and resilience were found to share three common dimensions (i.e. ability to adjust tactics and operations (flexibility), speed/accelerate operations and scan the environment/anticipate).

The identification of the common characteristics of agility and resilience carries important managerial implications from a resource allocation perspective. Allocating resources to the development of the common characteristics of agility and resilience can help firms maximize the impact of such investments. That is, by investing in the common characteristics of both they can improve supply chain agility and supply chain resilience. If firms approach the development or improvement of supply chain agility or resilience independent from one another, without an awareness of the common characteristics, they could be duplicating their investments resulting in supply chain redundancies and inefficiencies.

Not having a clear and comprehensive understanding of the similarities and differences between agility and resilience is problematic from a theoretical perspective. A clear understanding of what each construct represents provides a platform for building generalizable theory by helping researchers operationalize these constructs in a consistent manner. Further, providing a generalizable, comprehensive and multidisciplinary perspective on agility and resilience within supply chain management literature can help increase the visibility of the field of supply chain management across other disciplines as scholars outside the field of supply chain management can utilize the results of this research effort.

In recent years, organizational agility (OA) has garnered significant attention from the academic community. Despite a substantial rise in the academic literature on OA, the nuanced understanding of OA among academicians, practitioners and policymakers is limited. To address this research gap, the current study attempts to synthesize the academic literature on organizational literature, understand the evolution of OA literature and state the potential research gaps that may open multiple research avenues.

The current study critically evaluates academic literature published in peer-reviewed journals using the bibliometric approach to map the intellectual structure of identified 224 articles on published literature on OA between 2001 and 2022.

The findings outline OA's evolutionary trend, most prolific authors, journals, affiliations and countries. Further, network analysis is deployed to unearth prominent OA themes. After that, four key themes of OA from each cluster have been identified and evaluated.

The study is based on the literature drawn from the SCOPUS database. Although the SCOPUS database is one of the largest databases, the authors believe that the SCOPUS does not contain some publications that might have offered some different insights. Secondly, the bibliometric analysis does not offer the opportunity to provide critical insights into published literature, which is one of the main limitations of bibliometric-based studies. However, despite some of these limitations, the authors believe that the study is a useful guide for scholars, practitioners and policymakers who do not have much information related to OA literature.

This article provides a pioneering review of the OA literature using bibliometrics and network analysis. The results and potential directions for further research may assist researchers in increasing the relevance of OA in the current uncertain and ambiguous environment.

The purpose of this paper is to investigate the distinction and relationships between the significant strategic capabilities for managing risks in supply chains. This intersectional review exposes a substantial conceptual contradiction between the perspectives reported by various researchers. Further, the current paper classifies the literature into four categories according to the broad objectives investigated by the research papers.

Initially, a bibliometric analysis aligned with the concepts of a systematic literature review is conducted followed by a descriptive review focusing on models and methods. The software called BibExcel is utilized to extract and analyze the bibliographic information in a textual form from the research articles associated with strategic capabilities of the logistics sector. The results are exported to the software known as Gephi to visualize keyword co-occurrence analysis as networks. A well-structured descriptive review is also conducted to identify avenues for future research.

Despite conventional supply chain capabilities like efficiency and effectiveness, eight significant strategic capabilities of supply chains for managing risks are identified from the literature. These capabilities with positive connotations include flexibility, reliability, resilience, robustness, agility, adaptability, alignment and responsiveness. Considering the vast literature on flexibility/reliability along with its numerous dimensions and scope, the authors found that resilience, robustness, agility, adaptability, alignment and effectiveness are achievable through flexibility/reliability. Accordingly, it is appropriate to state reliability and flexibility as supply chain capabilities to achieve the other six supply chain competencies. Furthermore, the entire literature in this domain can be classified into four genres according to the addressed objectives, namely, concept development/validation, capability assessment, network design and performance evaluation.

The information revealed from the keyword co-occurrence analysis along with the research implications provided in the penultimate section will assist budding researchers in framing novel and promising research objectives. Supply chain administrators and policymakers can utilize the literature classification and the notable references provided in this review for locating potential methods for assessing supply chain strategic capabilities, designing the supply chain and evaluating the performance of the supply chain.

An integrated bibliometric and descriptive literature review procedure is utilized in this paper. Furthermore, this critical review is the first work on comprehensively mapping the research relationships among various strategic capabilities required for mitigating supply chain risks.

Successful digital transformation requires a change in organisational structures, processes, capabilities and competencies. Digital transformation research is more influenced by the technology adaptation model and hence focuses on people's attitudes, behaviour and abilities. Recently, employee agility has attracted attention in the context of technology adoption and Industry 4.0. The current research explores the relationship between employee agility and digital technology adoption in the context of digital transformation by adopting the systematic literature review method.

Following the attitude–ability-behaviour–outcome framework, the research explored the specific agile ability, attitude and behaviour characteristics useful for digital transformation. Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA) framework consisting of (1) initiation, (2) screening, (3) evaluation and (4) confirming inclusion (Ambika et al., 2023), the study identified 19 papers from SCOPUS indexed journals.

The study result found that agile attitude characteristics such as collaborative mindset, computer self-efficacy, ambiguity aversiveness, etc. are influencing the digital transformation process. Agile abilities like basic computer knowledge, previous technical experience, cognitive abilities, innovation capability, digital competence training and supporting proper knowledge management practices also influence digital transformation. Finally, agile behaviour such as relationship building, knowledge-sharing behaviour, promoting values of learning, risk-taking and experimenting, rewarding innovativeness and customer-centric innovation and displaying adaptability, resilience and commitment to change, etc. are found to drive digital transformation.

Research on workforce agility and digital transformation is scarce. The current study contributes to benchmarking research by exploring specific agile attitudes, abilities and behaviour characteristics relevant to digital transformation, especially in the era of Industry 4.0.

The purpose of this study is to critically examine the scholarly articles associated with the diverse aspects of supply chain agility (SCA). The review highlights research insights, existing gaps and future research directions that can help academicians and practitioners gain a comprehensive understanding of SCA.

The present study has adopted author co-citation analysis as the research methodology, with a view to thoroughly investigating the good-quality articles related to SCA that have been published over a period of 22 years (1999-2020). In this study, 126 research papers on SCA – featuring diverse aspects of agility – from various reputed journals have been examined, analysed and assimilated.

The salient findings of this research are, namely, agility is different from other similar concepts, such as flexibility, leanness, adaptability and resilience; of the 13 dimensions of agility discussed in the literature, the prominent ones are quickness, responsiveness, competency and flexibility; literature related to SCA can be categorised as related to modelling the enablers, agility assessment, agility implementation, leagility and agility maximisation. This research proposes a more practical definition and framework for SCA. The probable areas for future research are, namely, impediments to agility, effective approaches to agility assessment, cost-benefit trade-offs to be considered whilst implementing agility, empirical research to validate the framework and SCA in the domain of healthcare and disaster relief supply chains.

This paper provides substantial insights to practitioners who primarily focus on measuring and implementing agility in the supply chain. The findings of this study will help the supply chain manager gain a better idea about how to become competitive in today’s dynamic and turbulent business environment.

The originality of this study is in: comprehensively identifying the various issues related to SCA, such as related concepts, definitions, dimensions and different categories of studies covered in literature, proposing a new definition and framework for SCA and identifying potential areas for future research, to provide deeper insights into the subject and highlight areas for future research.

Workarounds are defined as user-formulated solutions that overcome the obstacles preventing the system's execution from the users' lenses. In this paper, the authors aim to analyze the workarounds in system implementations and post-implementations with reflections on different levels of resilience in the workplace.

In this paper, the authors conduct a critical review of enterprise resource planning (ERP) system workarounds by evaluating whether the workarounds are treated as resilience enhancers or as hinderers at multiple levels. While doing this evaluation, the authors try to understand the nature of the workarounds (self-serving, social-serving) with respective levels of analysis for resilience (ERP resilience, organizational resilience, team resilience, employee resilience) and to integrate the assessment of similar concepts to resilience such as adaptability, flexibility and agility (in survival and sustainability dimensions).

Workaround solutions can be treated as resilience enhancers when the alternative solutions overcome some systemic problems and prevent system failures in the short run, but in the long term, they should motivate positive change and organizational dynamics. Otherwise, weaknesses of informal workarounds may become embedded in practice, and prevent confronting and correcting the shortcomings of the system and thus harm resilience.

The differentiation of workarounds as self-serving or social-serving and the resilience perspective toward workarounds with different levels of analysis and integrating resilience relevant concepts such as adaptability, agility and flexibility are new as far as the authors know.

In the current era, multiple factors have driven the IS information system to be able to cope with changes caused by internal and external factors that affect the organization’s strategy. A variety of environmental factors can influence organizational capacity and performance and tend to change organizational strategy, including political, socio-economic, financial, and technological changes. At the beginning of the twenty-first century, other changes are expected, such as those associated with cybercrime and artificial intelligence. In this chapter, the authors discuss the concept of agility, the dimension of agility, relevant literature studies, proposed agility models, and the authors propose their conceptual model of strategic agility for IS.

The concept of agility has been applied to several domains to help firms develop the capability to quickly adjust their operations to cope and thrive in environments characterized by frequent changes. Despite the soaring number of social media users and the benefits associated with agility in other domains, the application of agility in a social media context has yet to be explored. Further, little is known about how agility in a social media context impacts desirable customer-related attributes, such as customer engagement and customer-based brand equity (CBBE). This paper aims to address this gap by adapting the construct to social media (i.e. perceived social media agility) and exploring its impact on customer engagement and CBBE.

This paper conducted an online survey with 200 adult subjects. This paper used multivariate regression analyzes to empirically test a scale for perceived social media agility and explore its impact on CBBE and customer engagement, along with the moderating role of customer change-seeking behavior.

The study results show that perceived social media agility directly and indirectly (through customer engagement) positively influences CBBE. Also, results show that the positive impact of perceived social media agility on CBBE is further magnified for customers high on change-seeking. However, customer change-seeking does not affect the strength or direction of the impact of perceived social media agility on customer engagement.

This paper contributes to social media literature by adapting and testing a measurement scale for the construct of perceived social media agility and exploring its role in enhancing customer engagement and CBBE.

The purpose of this paper is to investigate the agility of oil and gas value chains in the United Arab Emirates (UAE) and to understand the impact of implementing supply disruption (SD) strategies, outsourcing strategies (OS) and management strategies (MS) on oil and gas value chain agility (VCA). The results can support the oil and gas industry across the UAE to build resilience in the value chain.

The research design consists of a comprehensive literature review, followed by questionnaire-based survey responses of 106 participants and comprehensive statistical analysis, thus validate the developed theoretical framework and contribute to both practical and methodological approaches.

The findings indicate that oil and gas value chain in the UAE has moderate a significant degree of SD, when OS in place that are synchronized with the overall MS. Among the hypotheses developed, two were accepted thus warranting both SD strategies (r=+0.432) and MS (r= +0.457) found to have a positive moderate effect on VCA. The third hypothesis was rejected by revealing OS (r=+0.387) found to have a positive moderate relationship with VCA. Therefore, implementation of all three strategies has a positive moderate effect on the agility of the value chain and, therefore, supports to sustain competitive position.

Some of the limitations of this research include the geographic coverage of the study region and other methodological limitation.

The research provides guidance for oil and gas supply chain managers to better understand the critical factors that impact and determine VCA. The paper also describes relevant strategies that should be taken into consideration by these managers in order to build their agile value chains.

The research contributes to the social dimensions of supply chain sustainability of how resilient is the oil and gas value chain during uncertain conditions, so that it can respond to uncertain changes in order to contribute to corporate social responsibility.

This research is the first of its kind in the UAE region to assess the link between dimensions of agile value chain, OS, SD strategies and MS primarily from the Emirates of Abu Dhabi and Dubai.