A study of the diffusion of agility and cluster competitiveness in the oil and gas supply chains

The relationships among network ties, organizational agility, and organizational performance: A study of the flat glass industry in Taiwan

“…The relationships among network ties, organizational agility, and organizational performance Intermediary effects in organizational agility Based on the results of Yusuf et al (2013), it was found that the stronger and more obvious the industrial cluster, the better is the agility of external environment changes reflected and customer satisfaction achieved, which in turn will affect the overall competitiveness and organizational performance. In the competitive industry, senior generals establish effective ties to obtain benefits from internal information exchanges in larger industries with market intelligence and effectively lock on market demands and objectives, all of which will contribute to the success of the enterprise (Boso, Story, & Cadogan, 2013).…”

Factors influencing the choice of performance measures for the oil and gas supply chain – exploratory study

“…In particular, some of the key elements such as flexibility, interdependency, and learning and innovative are often neglected. Similarly, Yusuf et al [31] finds that there is strong positive correlation between supply chain and competitive factors like quality, proactive, delivery, speed and innovation. These findings support similar elements, which are known as key driver to success in Asrilhant et al [30] work.…”

“…Among other research conducted in the oil and gas context are the local content issues [27][28][29] project management of upstream oil and gas in the United Kingdom [30] and the link between agility supply chain and business performance [31]. Asrilhant et al [30] proposed that the key driver for performance success is through internal business elements but it receives inadequate attention by the management.…”

Are cooperative firms more agile? A contingency perspective on small and medium-sized enterprises in agglomerations and peripheral areas

“…While research has mainly focused on exploring the beneficial effects of organizational agility on firm performance, insights into the antecedents of agility are more limited despite their importance for creating the conditions necessary to survive in today's competitive environment (e.g., Nemkova 2017). For example, Yusuf et al (2014) are the first to highlight the role of partnering opportunities as a driver for organizational agility in a business environment that is characterized by dynamic change and uncertainty. Cooperation between firms has the potential to increase the involved firms' organizational agility since cooperative relationships deliver novel information and knowledge, which are required for actions such as changes in strategy and technology (Rothwell and Dodgson 1991;Chun and Mun 2012).…”