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The purpose of this review is to evaluate existing learning agility measures and offer recommendations for their use in organizational and scholarly contexts.

This is a general review paper assessing the psychometric qualities of prevalent learning agility measures. Measures were selected based on their predominance and use in the learning agility literature and organizational settings.

Learning agility measurement is an area requiring further research. Multiple conceptualizations of learning agility exist, making the true structure of learning agility unclear. The learning agility measures in the academic literature deviate from learning agility’s traditional conceptualization and require further validation and convergent validity studies. Commercial measures of learning agility exist, but their development procedures are not subjected to peer review and are not widely used in academic research, given the cost associated with their use.

Learning agility is prevalently used in organizational settings and is receiving increased scholarly attention. Various conceptualizations and measurement tools exist, and it is unclear how these theories and measures relate and differ. This paper contributes to practice by providing practical guidelines and limitations for measuring learning agility.

Learning agility was initially conceived as a multidimensional construct comprising people agility, results agility, change agility and mental agility. As the construct has evolved, the dimension structure of the measure has evolved as well. This study addresses a gap in our current understanding of how to conceptualize and measure learning agility.

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 purpose of this study is to develop a reliable and valid measurement of employee learning agility for use in human resources development.

This paper analyzed a total of 365 cases collected from Korean organizations. This paper conducted exploratory factor analysis, confirmatory factor analysis and Rasch analysis to validate the measurement. This paper conducted a measurement invariance (MI) test to confirm the generalizability of the measurement and used Harman’s single factor test to assess the common method variance (CMV).

This paper derived a learning agility measurement with six subfactors (Cronbach’s α = 0.893). This paper verified that it could be applied equally to supervisors and subordinates using an MI test. Factor analysis confirmed the feasibility of CMV. Based on I-ADAPT theory, the learning agility measurement can be applied to assess not only leader competency but also general employee competency.

Practitioners may use this model of learning agility for developing competency-based training programs and evaluations. This study is meaningful because it extends the concept of learning agility. In particular, the MI test indicated that there are no differences between supervisors and employees regarding the utility of the concept.

This study is meaningful because it extends the concept of learning agility. In particular, the MI test indicated that there are no differences between supervisors and employees regarding the utility of the concept. The concept in this paper is distinguished from other studies by applying the Rasch model from an item response theory perspective.

This paper aims to identify the antecedents of firm’s supply chain agility (SC agility) and how SC agility impacts on firm’s performance.

Based on a comprehensive literature review, a conceptual model was proposed, in which the interrelated hypotheses were tested by structural equation modelling methodology using a dataset collected from 266 Chinese electronics firms.

Initially, it was found that SC integration and external learning positively influenced SC agility. Second, the results indicated that firm’s performance is positively impacted by SC agility. Moreover, SC agility also fully mediated the effect of SC integration on firm’s performance and the effect of external learning on firm’s performance.

The generalizability of this research sample might be the major limitation of this study. Therefore, future research can adopt other industry sectors samples, such as automobile manufacturing, or other country samples to validate the research model.

This research outlines strategies for better preparedness to achieve SCs to be agile which is a core competency of electronic firms in emerging market. Findings reveal that the external coordination practices – external learning and SC integration – are important factors of SC agility. In addition, the findings contribute to understanding the important role of SC agility in improving firm’s performance.

This research examines the impact of two antecedents (i.e. SC integration and external learning) on SC agility and is the first empirical research to analyze the mediation effect of SC agility on the relationship between SC integration and firm performance and the relationship between external learning and firm performance.

The environment in which businesses operate today is uncertain, chaotic, and changing at a more rapid pace than ever before. In this new dynamic world, current approaches to organizational design and processes are not as effective as they have been. Recent research has provided insight into organizational agility as a method to help organizations survive and thrive in these environments. A divergent body of literature is presented that explores agility, learning, and thriving. An exploratory mixed-methods study was conducted at the team level to examine the relationship between these constructs as well as their relationship to performance. Based on the results, we present a series of propositions for future research and provide an illustration of the Components of Agile and Thriving teams to be used as its foundation. The discussion serves to synthesize these initial findings and provide both implications for practice as well as theory.

Leaders of the future need to be better than the leaders they replace because the challenges are greater, the speed faster, the competition tougher, and the marketplace increasingly global. In short, the leaders of today and tomorrow must be agile leaders. They must be resourceful in the face of change, and above all, able to learn from experience. People with this ability perform well under first‐time, challenging conditions. This paper seeks to address these issues.

In a climate of challenging external forces, market conditions, and internal challenges – the question has to be asked: Who will lead? Who will shepherd the organization into the future, navigate the external pressures, effectively manage the increasing complexity, and ultimately guide the organization to win in the market? When thinking about leading the organization into the future, depth of expertise will certainly remain important. But to effectively navigate the uncertainties and growing complexity, and manage dilemmas effectively, people are needed who can tackle the new, the first‐time, the unknown – and with positive results. These are the people that can take on more broad roles and responsibilities.

Two major streams of research have studied what behaviors lead to executive success and, conversely, what causes an executive's career to derail. A common theme in the research was the extent to which the executives sought out diverse experiences and amassed multiple, repeatable lessons from them. Those lessons manifested as varied and expansive ways of looking at problems, and coming up with creative solutions.

Learning agility is much more than an abstract concept. It is a set of behaviors or competencies that can be observed and assessed. And, importantly, because it is behavior‐based, learning agility can be developed. Unlike a measure such as IQ, learning agility is not static and a motivated person can increase his or her learning agility. With learning agility, a person can better differentiate talent and develop it in a way that will fit personal career aspirations and benefit the organization as a whole. And, ultimately, ensure there is the right leadership that can adapt to change, address the unexpected and motivate and inspire those around them.

Drawing on the resource-based view, this paper aims to extend prior information technology (IT) B2B service research by building and empirically testing a theoretical model in which organizational agility mediates the relationship between organizational capabilities (IT capability and organizational learning) and service innovation performance, under conditions of entrepreneurial alertness.

The theoretical hypotheses are confirmed by partial least squares analysis of survey responses collected from 170 IT B2B service firms.

The results reveal that the effect of either IT capability or organizational learning on service innovation performance is fully mediated by organizational agility, and organizational agility has a greater impact on service innovation performance under a high level of entrepreneurial alertness than under a low level.

The results of this study provide specific managerial guidelines for how to effectively manage organizational mechanisms to enhance IT B2B service innovation performance.

This study contributes to the literature of service innovation, IT B2B (industrial) marketing and dynamic capability by providing theory-driven and empirically proven explanations to help managers better understand the IT capability-service innovation relationship from the perspective of organizational mechanisms (organizational agility, organizational learning and entrepreneurial alertness).

Due to the extremely complicated and unpredictable outside world, using and unlocking the potential of learning agility (LA) has become a key part of making businesses more competitive, and there is a lot of new research being produced on this topic very quickly. Thus, this study aims to carry out a bibliometric analysis to systematically analyse the existing literature on LA and propose an integrated framework depicting various predictors, mediators and outcome variables covered in the LA research. Moreover, this study lays out a rich and detailed agenda for future research and enhances understanding of LA by suggesting future research questions.

This study applied bibliometric analysis using the Scopus database. This study applied bibliometric analysis and cluster analysis to examine the contributions of research constituents (authors, institutions, countries and journals) and their structural and thematic relationships (co-citation network and thematic trends). The most important insights were used to propose an integrated conceptual model.

Based on the results of the performance analysis, this study discovered that the USA is the most productive country in this research field, followed by Belgium, Australia, Korea and India. In addition, the findings highlight the most prominent journals, authors and countries contributing to LA, document citations and theories contributing to the field of LA. This study identifies four emerging future research themes (clarity of construct, identification of variables to be studied with LA, strategies enhancing LA and context of study) and proposes subsequent research questions using science mapping analysis.

A review of existing literature on LA provides a clear understanding of the current and future state of research on this topic. And, from a practical standpoint, this study highlights emergent clusters that will help practitioners build LA as a tactical reaction to the current volatile, uncertain, complex and ambiguous environment.

This study is relevant as it aims to systematically review articles on LA and proposes an integrated conceptual framework based on existing literature that will serve as a guide for existing and future research in this area.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Learning agility helps prepare companies for yet unidentified future challenges through the exploitation of past experiences. Firms can equip all managers and employees with this capability by creating an organizational environment which facilitates the learning that can positively influence different performance outcomes as a result.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to explore the underlying strategic mechanisms of agility in a humanitarian logistics context. Based on the research conducted in business disciplines, the paper empirically examines a set of four strategic dimensions (being purposeful, being action-focused, being collaborative, and being learning-oriented) and identifies an emergent relationship between these capabilities and agile humanitarian logistics operations.

Leadership and management actions perceived to support the four capabilities were identified and used as a basis to complete the exploratory research. Specifically, a case study with the United Nations World Food Programme (WFP) was undertaken and, in this context, a qualitative analysis of 29 face-to-face interviews with humanitarian logistics experts working for WFP was conducted.

The research corroborates the relevance of the four strategic-level capabilities to the humanitarian logistics context and confirms that these capabilities play a role in the development of agility in humanitarian operations. The work also identifies a set of key strategic decision-making areas that relate to the building of agility.

Additional research is needed to further investigate and measure the strategic-level capabilities and to quantify their impact on operational agility. Further research should also be undertaken to extend this study to a wider range of humanitarian organisations.

This paper is the first empirical research that takes a strategic approach to the concept of agility in humanitarian logistics. It highlights that the leaders and managers of humanitarian organisations have a significant role to play in the building of an agile system.