Agile Enterprise: A Human Factors Perspective

Ragin-Skorecka, Katarzyna

doi:10.1002/hfm.20610

Cited by 19 publications

(12 citation statements)

References 30 publications

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“…Recently a broad range of IS researchers (Sambamurthy et al, 2003;Overby et al, 2006;Rai et al, 2006;Tallon, 2008;Lu and Ramamurthy, 2011;Tallon and Pinsonneault, 2011;Nazir and Pinsonneault, 2012;Cai et al, 2013;Chen et al, 2014;Mao et al, 2014;Chen et al, 2015;Mao et al, 2015;Ragin-Skorecka, 2016) have shown an immense interest on the concept of "agility". For example, according to Chen et al (2015) and Mao et al (2014), organizational agility delineates the competency with which a firm deals with imminent market uncertainties by means of innovative and rapid responses which transform these market changes into opportunities.…”

Section: Literature Review and Hypotheses Building 21 Organizational Agilitymentioning

confidence: 99%

The effect of human IT capability on organizational agility: an empirical analysis

Panda

Rath

2017

MRR

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Purpose The purpose of this study underpins investigation of the impact of human IT capabilities (comprising business functions, interpersonal management and technology management expertise) on organizational agility (in terms of sensing and responding agilities). The moderating influence of IT infrastructure spending on this human IT–agility linkage is also thoroughly investigated. Design/methodology/approach Primary data collected from 300 IT personnel working in various publicly owned banking groups functioning across India are used for this study and structural equation modeling (SEM) is used to assess the human IT–agility link. Findings The two-fold research findings highlight the following: first, human IT capabilities enable both the sensing and responding components of agility and second, firms need to focus on translating huge and impudent IT investments into building superior capabilities to effectively shape agility. Originality/value This study greatly contributes to the information system (IS) literature by examining human IT capability and agility in terms of second-order constructs and provides a more holistic and comprehensive understanding of this unique relationship. The study precisely investigates the manner in which distinct human IT capability dimensions interact with both types of agilities along with the moderating effect of IT spending on this linkage.

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Section: Literature Review and Hypotheses Building 21 Organizational Agilitymentioning

confidence: 99%

The effect of human IT capability on organizational agility: an empirical analysis

Panda

Rath

2017

MRR

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“…An agile organization can rapidly adapt all enterprise elements such as goals, technology, organization, and people to the unpredicted and unexpected changes (Kidd, 1994). Agility refers to the ability of employees to use market knowledge and virtual structure for exploiting profitable opportunities in volatile marketplace (Agarwal, Shankar, & Tiwari, 2006;Lin, Chiu, & Tseng, 2006;Naylor, Naim, & Berry, 1999;Ragin-Skorecka, 2014). Fliedner and Vokurka (1997) defined agility as a successful marketing capability of low-cost qualified products in various quantities at relatively short waiting time that makes more profit for customers.…”

Section: Organizational Agilitymentioning

confidence: 99%

Designing a Model of Organizational Agility: A Case Study of Ardabil Gas Company

Razmi¹,

Ghasemi²

2015

IJOL

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Organizational agility means the ability of every organization in sensation, perception, and prediction of available changes in the business environment. The importance of organizational agility in a competitive environment is nowadays widely recognized and accepted. The aim of this research was to design a unified theoretical model of organizational agility for Ardabil Gas Company based upon the theoretical principles of organizational agility proposed by Goldman (1995). Independent variables including organizational intelligence, organizational commitment, and organizational trust were considered as mediator variable and other four essential components of organizational agility such as forming of virtual participation valorize to humanistic knowledge and skills, change readiness, and customers answering were known as dependent variables of research. This is an applied, descriptive-correlation research, conducted by survey methodology. In this study, 568 employees, contractors, and subscribers of Ardabil Gas Company were chosen as the statistical population of the study. For the purpose of the study a questionnaire for data collection was used. Using Structural Equation Modeling (SEM), it is straightforward to test hypotheses of the equality of various correlation coefficients with any number of covariates across multiple groups. The gathered data was analyzed by using SPSS and LISREL software packages. The results of statistical analysis indicate that organizational trust has a significant positive relationship with organizational agility and organizational trust is the moderator of the relationship between technology intelligence and organizational agility and the relationship between organizational commitment and organizational agility.

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“…A third factor included in many definitions of organizational agility is learning and constantly building up skills, knowledge, and experience. This is emphasized given the need for constant renewal in an agile organization and the necessity to adapt existing competencies to fit an ever-changing environment and to design and develop new capabilities (Ragin-Skorecka, 2016;Weber & Tarba, 2014;Winby, & Worley, 2014). Finally, it is noteworthy that especially the practitioner literature emphasizes a network structure, a people-centered and purpose-driven culture, and iterative processes to refine a product as trademarks of an agile organization (Aghina et al, 2017;Eilers et al, 2018).…”

Section: Agile Organizationsmentioning

confidence: 99%

Agility in the workplace: Conceptual analysis, contributing factors, and practical examples

Petermann

Zacher

2020

Ind. Organ. Psychol.

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Over the last few years, the concept of agility has become increasingly popular in organizations. Companies are hoping to foster speed, adaptability, and innovation by rolling out an agile strategy, implementing agile methods, and creating an agile mind-set among leaders and employees. There is, however, much ambiguity about what the concept of agility entails and how it can be successfully implemented in an organization. The purpose of this practice-focused paper is to organize the extant agility literature for readers by giving an overview of different definitions of agility; outlining evidence-based factors that contribute to agility at the individual, team, and organizational levels; and describing three practical examples at a large German car company. Finally, the authors suggest steps that organizations can take to increase agility in their workforce.

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Agile Enterprise: A Human Factors Perspective

Cited by 19 publications

References 30 publications

The effect of human IT capability on organizational agility: an empirical analysis

The effect of human IT capability on organizational agility: an empirical analysis

Designing a Model of Organizational Agility: A Case Study of Ardabil Gas Company

Agility in the workplace: Conceptual analysis, contributing factors, and practical examples

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