An agile manufacturing conceptual model of performance measure factors for SMEs in Gujarat

Investigating the Research Trends on Strategic Ambidexterity, Agility, and Open Innovation in SMEs: Perceptions from Bibliometric Analysis

“…A prerequisite for a successful culture of agility is the recognition and defense of the core competencies of the business, as these capabilities and individual strengths of an organization should not be altered during an agile transformation. In addition, being an agile business does not mean being spasmodic or following chaotic survival efforts, but integrating the principles of strategic agility into all procedures throughout the various hierarchical levels of the company [9,34].…”

“…is the recognition and defense of the core competencies of the business, as these capa and individual strengths of an organization should not be altered during an agile tr mation. In addition, being an agile business does not mean being spasmodic or followi otic survival efforts, but integrating the principles of strategic agility into all proc throughout the various hierarchical levels of the company [9,34]. Along with the triple-win formula of strategic ambidexterity, agility, and open innovation, digital transformation emerges as another important factor that can be included and synthesized in the theoretical part of the proposed business model innovation.…”

“…In today's economic environment, a company's success depends to a large extent on its ability to evolve and adopt organizational models that allow for faster assimilation of developments and innovation. In this context, new, more flexible, and effective management approaches have emerged in recent years, such as agile and open innovation strategies [9,22]. Agile strategies can be characterized as a new alternative set of strategies that make a difference in leadership by leaving behind stereotypes of the past in relation to hierarchy, while focusing on individual initiative and responsibility, but also on the most effective networking between the various businesses' functions and departments.…”

“…It allows them to use their time more efficiently and effectively, improving not only their internal functions, but also their collaborations with all stakeholders. It essentially contributes to the transition of companies from simple relationship management to "co-creation" and the search for innovative solutions, which add value to their customers and society [9].…”

“…Agile management strategies have become popular in recent years since they offer the ability to execute tasks more easily and in a more anthropocentric way. Moreover, this type of strategy represents a rising set of project development methodologies based on the principles of adaptability and flexibility [8,9]. Agile strategies attempt to both improve and address the problem areas of the so-called traditional strategies and are based on a completely different approach, which usually has the following characteristics: (i) requires cooperation with the client who is essentially involved in the implementation of the entire project and (ii) has the ability to adapt, i.e., to make changes at any stage of project creation [10].…”