Agile strategies for middle managers

Kahl, Joachim; Klerk, Saskia de; Ogulin, Robert

doi:10.1108/md-07-2020-0889

Cited by 9 publications

(12 citation statements)

References 53 publications

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Section: Resultsmentioning

confidence: 99%

“…The first one emphasizes the relevance of smart agile practices, and the second group focuses on the emerging role of ESM in promoting talent agility. Implementation of smart and agile practices creates a platform where employees are encouraged to develop their competencies to work on IoT projects (Kahl et al, 2021) for employees to work on IoT projects (Al-kasasbeh et al, 2016). Such employees become selfmotivated, resilient, and proactive in exploring high-risk IoT projects (Patil and Suresh, 2019).…”

Section: Mapping Talent Agilitymentioning

confidence: 99%

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Mapping talent agility: a bibliometric analysis and future research agenda

Gouda

Tiwari

2022

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PurposeThis study explores the concept of “talent agility” since its inception using bibliometric analysis and paves the way for future research agenda in the field of business and management.Design/methodology/approachThe articles were retrieved from the Scopus database comprising 67 publications from 2001 to September 2020. This study has applied bibliometric techniques such as citation analysis, co-citation analysis, bibliographic coupling, co-authorship analysis, and co-occurrence keyword analysis.FindingsThe bibliometric analysis reveals the publication trends, most influential authors, articles, journals, countries, and important keywords. Subsequently, it presents the network connections among them in the field of talent agility. It identified emerging research diversifications in the literature on talent agility.Research limitations/implicationsThe limitation of this study is the extraction of research articles from a single database, i.e. Scopus. This study provides insights to the researchers and practitioners on comprehensive understandings of the emerging concept “talent agility”, an overview of the publication trends, emerging research themes identified in the clusters, and suggests possible directions for further study.Originality/valueThis study provides the intellectual structure of talent agility literature and its advancement over the periods.

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Section: Resultsmentioning

confidence: 99%

Section: Mapping Talent Agilitymentioning

confidence: 99%

Mapping talent agility: a bibliometric analysis and future research agenda

Gouda

Tiwari

2022

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“…OU empowerment is subject to diverse factors that need specific consideration, such as dependencies on other entities or internal structures. Moreover, recent research suggests that each OU needs an individual agile strategy addressing its specific setting and demands (Kahl et al, 2021). Thus, we argue that OUs should also be empowered individually, which raises the research question of what are crucial factors of OU empowerment and how they should be aligned.…”

Section: Managing Empowerment At the Middle Management Levelmentioning

confidence: 86%

Managing empowerment: adjusting organisational units' autonomy to achieve corporate agility

Kahl

Klerk

Whiteoak

2023

JOEPP

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PurposeEmpowerment is recognised as being a key to achieving organisational agility. Typically associated with a particular leadership style, implications of empowerment for management have remained vague in the literature. Thus, this study aims at unpacking the facets and mechanisms of empowerment in the context of organisational units (OUs).Design/methodology/approachFirst, the authors review the extant literature and discuss the crucial concepts in the context empowerment. Then, the authors analyse qualitative data from interviews conducted in four research and development (R&D) departments in the industrial manufacturing industry.FindingsThis study finds that the empowerment of business entities is crucial when operating in turbulent conditions. However, empowerment must be accompanied by a clear focus when aiming at higher agile performance. Moreover, different autonomy types and their interplay with critical factors of middle management empowerment could be identified. The research results also reveal important details about the effects of autonomy on motivation and performance and the role of OUs' dependencies.Practical implicationsThe model proposed in this paper can help senior and middle managers better manage the empowerment of OUs required to enhance middle management agility and, in turn, increase overall organisational adaptability.Originality/valueBeyond regarding empowerment as a leadership style, this paper takes a middle management perspective and unfolds the facets of empowerment in the context of OUs. Adding to the theory of self-organisation, a model is proposed to capture the key factors to determine and manage the autonomy of OUs. These insights are essential to managing autonomy successfully at the middle management level.

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“…This knowledge might arise from internal sources, such as employees (middle managers), or external sources, such as government entities, consultants, universities, and research institutions (Jimenez-Jimenez, Martínez-Costa & Sanchez-Rodriguez, 2019;Zieba, Bolisani, Paiola & Scarso, 2017). Middle managers with ambidextrous skills can contribute to the success of an agile organization (Kahl et al, 2022).…”

Section: Kbv and Organizational Agility (Oa)mentioning

confidence: 99%

The impacts of middle managers' ambidexterity, continuous improvement, and organizational agility on business performance: A knowledge-based view

Alamsjah

Asrol²

2023

JIEM

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Purpose: Using the knowledge-based view as the theoretical lens, this study aims to assess the effect of middle managers’ ambidexterity, continuous improvement and organizational agility on the business performance within the manufacturing and service industries.Design/methodology/approach: Quantitative survey was carried out using questionnaire whose data were collected from 197 middle managers’ responses collected in 2021. Structural Equation Modeling was used to analyze the direct and mediation relationships.Findings: The results demonstrated that the relationship between middle managers’ ambidexterity and business performance was insignificant but fully mediated by continuous improvement capacity and organizational agility. In both manufacturing and service sectors, our research also confirmed that middle managers have an important role in building continuous improvement capacity and organizational agility. The interchange between exploration and exploitation capabilities is an important competency that today’s middle managers should have.Originality/value: This study is amongst the first to investigate the phenomenon of middle managers’ ambidexterity in both manufacturing and service sectors from the knowledge-based view theory. The new knowledge is generated from the in-depth investigation of how middle managers interchangeably use their exploiting and exploring capabilities to achieve their business performances.

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Agile strategies for middle managers

Cited by 9 publications

References 53 publications

Mapping talent agility: a bibliometric analysis and future research agenda

Mapping talent agility: a bibliometric analysis and future research agenda

Managing empowerment: adjusting organisational units' autonomy to achieve corporate agility

The impacts of middle managers' ambidexterity, continuous improvement, and organizational agility on business performance: A knowledge-based view

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