A Systemic Approach to Evaluating the Organizational Agility in Large-Scale Companies

Gogichaty, Merab; Ivanov, Vladimir; Kruglov, Artem; Pedrycz, Witold; Samatova, Aliya; Succi, Giancarlo; Valeev, Raphael

doi:10.1109/access.2023.3234424

Cited by 5 publications

(3 citation statements)

References 51 publications

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“…While we can see that the most popular Agile methodologies are evolving (for example Scaled Agile Framework just released version 6.0 of the methodology in March 2023), it's unlikely, that given the large organization complexity, they will be able to cover it all. One of the trends visible outside of the scope of SLR is a wider usage of the Agile approach on the portfolio management level (Gogichaty et al, 2023).…”

Section: Discussion / Analysismentioning

confidence: 99%

Future trends in IT project management – large organizations perspective

Felcenloben

2023

HSSR

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Purpose of the study: This article aims to identify and better understand the current trends in IT project management methodologies, focusing on the perspective of large organizations. Methodology: Systematic literature review has been conducted in SCOPUS and Web of Science databases to understand the current state of knowledge. Also as an additional verification of the results, a narrative search was done later in the SCOPUS database to confirm the growing interest in particular project management methodologies over time. Main Findings: The review has shown that the top two trends in project management methodologies are hybrid and agile approaches. The other two that consistently popped up and were also confirmed by follow-up narrative search, were AI-driven and sustainable project management. Applications of the study: Results of this review are useful for both researchers and practitioners, pointing out areas for future research and development, as well as showing what are the best approaches to project management. Novelty/Originality of the study: This systematic literature review has shown the latest state of trends related to research done recently, with explaining of how to use new trends to fight the nowadays challenges related to AI, sustainability, and performance of teams in large organizations, from a project management perspective.

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Section: Discussion / Analysismentioning

confidence: 99%

Future trends in IT project management – large organizations perspective

Felcenloben

2023

HSSR

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“…This contrasts with the fact that Indonesia's bank has maintained its continuous post-crisis existence, which should be considered agility in a continuous way. Panda and Rath conducted studies on Indian financial service institutions (banks) by looking at several perspectives, such as IT capability and IT spending [26], [27], knowledge management and external environment [28], and strategic business-IT alignment [29]. Similar studies from different angles have also been conducted in Russia [30], the Middle East [5], and Iran [31].…”

Section: A Organizational Agility (Oa)mentioning

confidence: 99%

Continuous Organizational Agility in a Highly Regulated Industry

Inta Hartaningtyas Rani

2024

jes

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Unlike those in other industries, highly regulated entities, such as banks, are required to be agile to business uncertainties and unforeseen risks while complying with the growing regulations. Moreover, banks pose constant challenges in the form of digitization, globalization, automation, analytics, and other forces of change that will continue to accelerate; thus, implementing a short-term agile transformation strategy will burden the company with inefficiencies. Expanding organizational and strategic management theory for the conceptualization, continuous organizational agility will follow as the manifestation of the intertwined routine dynamics-dynamic capabilities-organizational agility relationship. This study reviewed, synthesized, extended the literature, and proposed the research idea based on the relationship between routine dynamics, dynamic capabilities, and their impact on organizational agility in an integrated model. Generally, the proposed model aims to clarify: (1) the ability of an agile company to maintain stability while being dynamic and (2) the development of a more efficient trade-off between agility and efficiency during the agile transformation process. This study may provide fruitful avenues for enriching literature and future study since a dearth of empirical evidence addresses the relationship.

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“…This can be accomplished by focusing internal competencies on customer needs, making it difficult for competitors to imitate internal competencies such as technology and knowledge (Overby et al, 2006). This implies that businesses should work to improve organisational agility in order to keep an eye on large and small business environment changes and respond quickly at the organisational level (Gogichaty et al, 2023;Saragih et al, 2023).…”

Section: Organisational Agilitymentioning

confidence: 99%

The effect of SMEs’ dynamic capability on operational capabilities and organisational agility

Yi¹,

Oh²,

Amenuvor³

2023

SAJBM

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Purpose: This study sets out to empirically investigate the effect of small and medium-sized enterprises’ (SMEs) dynamic capability on operational capabilities, organisational agility and performance while assessing the moderating role of environmental uncertainty.Design/methodology/approach: Data were gathered from 288 company representatives from the South Korean provinces of Daegu and Gyeongbuk. Companies in Daegu and Gyeongbuk are purposively sampled as research subjects and classified as manufacturing and/or distribution, and other industries, with a questionnaire administered to firm representatives and employees. The proposed hypotheses are tested using structural equations modelling.Findings/results: The study finds that dynamic capability has a significant positive effect on marketing capability, managerial capability, and technical capability, respectively. The study also discovers that marketing capability positively affects organisational agility. Furthermore, the findings show that technical capability influences organisational agility, which in turn affects innovation capability positively. The study also reveals that technological uncertainty moderates the relationship between dynamic capability and technical capability.Practical implications: The outcome of this study implies that rather than reducing the scale or scope of support projects, the technical and management levels should be prepared in the institutional system so that disabled companies can acquire and strengthen more diverse capabilities and resources.Originality/value: The research emphasises the significance of an organisation’s response to the external environment being agile, as customer needs and competitors’ products and services change frequently. It also reveals that marketing capability is a vital variable that influences organisational agility, regardless of business classification.

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A Systemic Approach to Evaluating the Organizational Agility in Large-Scale Companies

Cited by 5 publications

References 51 publications

Future trends in IT project management – large organizations perspective

Future trends in IT project management – large organizations perspective

Continuous Organizational Agility in a Highly Regulated Industry

The effect of SMEs’ dynamic capability on operational capabilities and organisational agility

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