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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.

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.

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.

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).

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.

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.

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.

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.

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.