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1 – 10 of over 3000This purpose of the study is to investigate enablers of building agility capabilities in healthcare organisations in developing countries. The key research questions are: (1) What…
Abstract
Purpose
This purpose of the study is to investigate enablers of building agility capabilities in healthcare organisations in developing countries. The key research questions are: (1) What are the key enablers for building healthcare agility? (2) Is there an interdependence among the enablers of healthcare agility? (3) What is the driving and dependence power of the enabling factors of healthcare agility?
Design/methodology/approach
The enablers for building capabilities of organisational agility were identified from the extant literature. Perceptual responses for pair-wise comparison of identified enablers were collected from 17 clinical and non-clinical professionals working in Indian hospitals through online interviews. Participants were selected from India which supposedly represents the socioeconomic contexts and healthcare systems in developing economies. Next, the data was analysed using multicriteria decision-making (MCDM) techniques to develop a structural framework depicting the enablers and their interdependence.
Findings
The TISM framework showed that the two most influential enablers of healthcare agility in developing countries are policy and regulatory support and strategic commitment and resource availability. The results were based on the analysis of four enablers identified from the literature. The results of MICMAC analysis revealed the driving and dependence power of each enabler and classified the enablers into driving, autonomous, dependence and linkage groups.
Practical implications
The study will help stakeholders and academics in the healthcare domain in devising effective strategies for building agility within healthcare systems and processes.
Originality/value
The study contributes to the service operations literature on building agile systems for dynamic and complex service environments.
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André M. Carvalho, Paulo Sampaio, Eric Rebentisch, João Álvaro Carvalho and Pedro Saraiva
This article offers a novel approach that brings together management, engineering and organizational behavior. It focuses on the understanding of organizational dynamics in an era…
Abstract
Purpose
This article offers a novel approach that brings together management, engineering and organizational behavior. It focuses on the understanding of organizational dynamics in an era of technological change, upholding the importance of organizational agility and of the cultural paradigm in the management of organizations.
Design/methodology/approach
In this work, the authors present the conclusions from a set of studies carried out in organizations operating in technical and technological industries. The authors assessed the capabilities of these organizations in terms of operational excellence maturity and its impact on the organizational culture and organizational agility.
Findings
Results show the importance of operational excellence either in developing or expanding organizational agility capabilities while reinforcing the cruciality of an excellence-oriented culture to sustain these efforts over time.
Originality/value
Increasingly unstable business environments have led to a growing interest in how to develop and maintain operational excellence in the face of continued and disruptive change. However, this interest has, so far, been advanced with little empirical evidence to support the corresponding predictions. This work offers the first practical evidence that continued focus and optimization of operations, with the right cultural alignment, helps organizations survive and thrive in increasingly volatile, uncertain, complex and ambiguous environments.
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Ali Ahmadzadeh, Abbas Sheikh Aboumasoudi, Arash Shahin and Hadi Teimouri
The main purpose of this study is to develop a model for prioritizing the critical success factors (CSF) of enterprise resources planning (ERP) based on the enablers of…
Abstract
Purpose
The main purpose of this study is to develop a model for prioritizing the critical success factors (CSF) of enterprise resources planning (ERP) based on the enablers of organizational agility (OA).
Design/methodology/approach
First, the CSFs of ERP and the enablers of OA have been identified and classified using Decision-Making Trial and Evaluation Laboratory (DEMATEL), and then a three-phase quality function deployment (QFD) model has been designed to prioritize the influencing and influenced criteria. The proposed approach has been examined in the banking sector.
Findings
Major findings indicated that organizational structure, IT technology infrastructure, and commitment and support by top managers were selected as indicators with top priority.
Research limitations/implications
Research variables were limited to the enablers of OA and the CSFs of ERP; analysis was time-consuming due to the interconnected multiple QFD phases, and findings were limited to the selected branches of a bank. The bank managers were suggested to enhance their commitment and support toward ERP. Also, it was recommended to the managers to evaluate their organizational structure and empower it as much as possible toward the fulfillment of customers' requirements and customers' expected agility.
Originality/value
The development of the QFD matrices and dividing the factors of each research variables into influencing and influenced factors distinguished this study from the literature.
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Marzieh Abbaszadeh, Hadi Shirouyehzad and Milad Asadpour
The purpose of this paper is to present a fuzzy Quality Function Deployment (QFD)-based approach for identifying and prioritizing organizational agility (OA) capabilities and…
Abstract
Purpose
The purpose of this paper is to present a fuzzy Quality Function Deployment (QFD)-based approach for identifying and prioritizing organizational agility (OA) capabilities and enablers based on its drivers.
Design/methodology/approach
First, several models for agility drivers (ADs), agility capabilities (ACs) and agility enablers (AEs) are reviewed and ranked, and the best for each one is selected. Second, ADs’ indexes are weighted by using experts’ comments and fuzzy numbers. Finally, by using a proposed fuzzy QFD approach, ACs and AEs are prioritized. In addition, the proposed approach has been examined within a real case study, Golnoor Company in Esfahan, Iran.
Findings
Results reveal that among ADs’ criteria, “Changes in competition criteria” have the highest weights for the case study. In addition, “Leadership in the use of current technology” and “Knowledge management” have been ranked as the first place among ACs and AEs, respectively.
Originality/value
After conducting a comprehensive literature review, the authors did not find any particular framework, which consider AEs and ACs based on ADs simultaneously. Accordingly, the authors’ main novelty is proposing a fuzzy QFD to prioritize the OA capabilities and enablers based on its drivers.
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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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Peiran Gao, Jinlong Zhang, Yeming Gong and Haitao Li
The purpose of this research is to investigate how critical managerial IT capabilities, such as IT business spanning capability, interact with two pivotal types of technical IT…
Abstract
Purpose
The purpose of this research is to investigate how critical managerial IT capabilities, such as IT business spanning capability, interact with two pivotal types of technical IT capabilities (i.e. IT flexibility and IT integration) to affect organizational agility. Especially, the authors mainly examine a positive synergy or complementary relationship between IT business spanning capability and IT flexibility and a negative synergy or substitution relationship between IT business spanning capability and IT integration.
Design/methodology/approach
The authors develop a research model that integrates IT flexibility, IT integration, IT business spanning capability and organizational agility. Based on a matched-pair, cross-sectional field survey of IT and business managers, they use partial least squares (PLS) to analyze this research model.
Findings
IT flexibility and IT integration have been empirically proven to be positively associated with organizational agility. Furthermore, the research results indicate a positive synergy or complementary relationship between IT business spanning capability and IT flexibility, whereas they indicate a negative synergy or substitution relationship between IT business spanning capability and IT integration with regard to organizational agility. This finding demonstrates that IT business spanning capability can differentially influence organizational agility depending on its interaction with specific technical IT capability types. In addition, the effects of IT flexibility on organizational agility are high, whereas the effectiveness of IT integration decreases in the presence of high IT business spanning capability. Each type of technical IT capability displays different effectiveness under high IT business spanning capability. Thus, appropriate technical IT capability types should be carefully deployed, and highly effective technical IT capability types, such as IT flexibility, should be prioritized under high levels of IT business spanning capability.
Originality/value
This research highlights the joint effects of IT business spanning capability and two pivotal types of technical IT capabilities (i.e. IT flexibility and IT integration) on organizational agility, ultimately contributing to OM theories and practices.
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Hongyi Mao, Shan Liu, Jinlong Zhang, Yajun Zhang and Yeming Gong
Scholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed, empirical…
Abstract
Purpose
Scholars have examined the possible relationship between information technology (IT) and organizational agility. Although the general-level effect of IT is undisputed, empirical research on how different types of IT contribute to various aspects of organizational agility remains scarce. Therefore, this study aims to propose an integrated framework of internal capability and external environment to address this research gap.
Design/methodology/approach
This study investigates the potential mediating effects of absorptive capacity and the moderating effects of information intensity in the IT‒agility relationship. With a dataset comprising 165 organizations in China, this work provides empirical evidence that the effects of absorptive capacity and information intensity are multifaceted and nuanced, thereby revealing the latent mechanisms of IT competency and organizational agility.
Findings
Absorptive capacity partially mediates the effects of IT knowledge and IT operations on market capitalizing agility and fully mediates their effects on operational adjustment agility. However, no direct or indirect effects of IT objects are found on both types of organizational agility. Information intensity also positively moderates the effects of IT operations and IT objects on absorptive capacity. However, no significant moderation is found with regard to IT operations.
Originality/value
This study provides novel insights by demonstrating clearly the different mediating roles of absorptive capacity in the relationship among various types of IT competency and diverse aspects of organizational agility. This work also underscores the moderating role of information intensity in shaping absorptive capacity through IT competency.
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Abstract
Purpose
The purpose of this study is to examine the underlying mechanisms of exploitative innovation and exploratory innovation between social media usage and organizational agility, and elucidate the moderating role of learning goal orientation (LGO) in the above relationships, based on adaptive structuration theory (AST).
Design/methodology/approach
Based on a multiple-respondent matched survey of 334 Chinese e-commerce firms, authors employed structural equation modeling to examine the correlations among social media usage, exploitative innovation, exploratory innovation and organizational agility. Hierarchical regression analysis was used to examine the moderating role of LGO.
Findings
This study's empirical findings demonstrate that exploitative innovation and exploratory innovation mediate the relationship between social media usage and organizational agility in different ways. Further, LGO positively moderates the relationship between social media usage for customer acquisition and exploratory innovation, as well as the relationship between social media usage for customer relationship and exploitative innovation.
Practical implications
Firms are advised to leverage different types of social media usage to facilitate exploitative innovation and exploratory innovation and promote organizational agility. In addition, LGO within a firm should be established to enhance the effects of social media usage on exploitative innovation and exploratory innovation.
Originality/value
This study adds to the literature on social media usage by proposing and examining exploitative innovation and exploratory innovation as explanatory mechanisms to facilitate organizational agility. This study further identifies LGO as a boundary condition of social media usage's effect on exploitative innovation and exploratory innovation. By contextualizing social media as advanced information technology, this study contributes to the contextualization of AST in the social media context.
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The purpose of this research was to construct a quantitative, objective metric for agility performance that assesses agility as a performance outcome, capturing both organizational…
Abstract
Purpose
The purpose of this research was to construct a quantitative, objective metric for agility performance that assesses agility as a performance outcome, capturing both organizational success and environmental turbulence, and applicable to manufacturing organizations of all types.
Design/methodology/approach
The agility performance metric was developed by creating a theoretical model and then operationalizing the model through literature review, case studies, and pilot survey data. It was subsequently refined, based on input from an expert panel and survey responses.
Findings
The agility performance metric is demonstrated using data from four manufacturing plants, which represent the four possible combinations of success and turbulence.
Research limitations/implications
The agility metric developed is consistent with the theoretical model, as well as empirical evidence from the demonstration companies. Further validation of the metric is necessary to fully establish this approach as a valid and reliable assessment tool.
Practical implications
This approach could be used by manufacturing managers to get a “snapshot” of an organization's agility performance level and to systematically consider the influence of environmental entities.
Originality/value
Consideration of agility as a performance outcome, rather than a structural or operational characteristic is a novel approach. The resulting quantitative performance index, which closely matches the theoretical definition of agility, is applicable to any type of manufacturing organization, can be used to make direct comparisons between manufacturers in different industries, and will automatically be updated over time as success is relative to industry medians.
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Maciej Zastempowski and Szymon Cyfert
The paper aims to explain how agility capabilities (competence, flexibility, responsiveness and speed) influence the chance of improving a small and medium-sized enterprise's…
Abstract
Purpose
The paper aims to explain how agility capabilities (competence, flexibility, responsiveness and speed) influence the chance of improving a small and medium-sized enterprise's (SME's) competitive position, measured by market share and profit.
Design/methodology/approach
Combining organisational agility with competitiveness, the authors analysed how an SME's activities in the field of agility capabilities – competence, flexibility, responsiveness and speed – influence the chance of improving their competitive position. Data were collected from 1,286 SMEs from Poland using the computer-assisted personal interviews method (CAPI). To analyse the data, the authors used logistic regression and odds ratios.
Findings
The study provides empirical evidence of the relationship between agility capabilities and an SME's competitive position. First, the results suggest that all the studied agility capabilities positively impact SMEs' competitive position. Second, the study shows that seeking to increase market share requires particular attention to flexibility, the impact of which is slightly higher than that of the other variables. Third, the findings suggest that the drive to increase profitability requires an appreciation of responsiveness and competence.
Originality/value
The literature contains much discussion about the relationship between agility capabilities and a company's competitive position. However, these studies refer to large companies, whilst the question of the relationship between agility capabilities and competitive position amongst SMEs remains mainly unanswered, which given SMEs' contribution to the creation of economic growth, seems difficult to understand. Although small companies are by nature highly flexible, due to the size of the companies' operations and flattened and decentralised structure, companies' competitive potential is limited as a result of the limited resources that can be devoted to developing procedures for change.
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