Balancing structural IT capabilities for organizational agility in digital transformation: a resource orchestration view

Abstract

PurposeTo achieve digital transformation, organizations have continued to rely on integrating the capabilities of information technology (IT) to facilitate decision-making and developing their reconfiguration capability to enhance agile operations. The pressure imposed by digital transformation necessitates investigations on leveraging different IT capabilities to attain substantial organizational agility in an optimal configuration. This study aims to provide a new perspective on balancing IT structural capabilities and proposes a framework for evaluating their coalignment and complementary returns based on resource orchestration theory.Design/methodology/approachA multi-method approach is used to evaluate the research model. This study tests hypotheses and explores the potential coalignment and complementary returns of balance in structural models and response surface analysis. Then, it analyzes the qualitative data and provides complementary findings to corroborate and confirm complex relationships.FindingsBalanced structural IT capabilities facilitate organizational agility but cooperate differently with internal (e.g. IT proactive stance) and external (e.g. environmental volatility) environmental factors. Balance between IT integration and reconfiguration must be maintained from several approaches during search/selection and configuration/deployment.Originality/valueThis study theorizes and empirically investigates the interactive mechanisms of two IT capabilities in influencing organizational agility under different boundary conditions. It enriches the understanding of balancing capabilities for organizational agility in digital transformation.

Green intellectual capital and employee environmental citizenship behavior: the mediating role of organizational agility and green creativity

“…On the other hand, OA is a powerful tool for organizations to develop measures against social, economic, and environmental challenges (Ly, 2023;Stei et al, 2024). It refers to an organization's capability to use opportunities and navigate challenges that exist in the market (Mao et al, 2024;Yoshikuni et al, 2024). OA encompasses strategic, operational, cultural, and technological agility (Ly, 2023;Mao et al, 2024;Stei et al, 2024;Yoshikuni et al, 2024).…”

“…It refers to an organization's capability to use opportunities and navigate challenges that exist in the market (Mao et al, 2024;Yoshikuni et al, 2024). OA encompasses strategic, operational, cultural, and technological agility (Ly, 2023;Mao et al, 2024;Stei et al, 2024;Yoshikuni et al, 2024). Strategic agility pertains to an organization's capacity to swiftly recognize and seize strategic opportunities, modify its operational framework, and align its strategic objectives with shifting market dynamics.…”

“…Given this, connecting GIC with OA can offer useful insights. Mao et al (2024) found that the adoption of approaches to OA may result in enhanced innovation performance. Tzokas et al (2015) argue that agility results from performance.…”

“…Organizational agility and employee green creativity. OA facilitates proactive adaptation to external and internal challenges (Mao et al, 2024). This enables the acquisition of knowledge from different scenarios over time (Stei et al, 2024).…”

“…The effectiveness of EGC relies on the organization's management to provide a conducive atmosphere that enables employees to generate and implement innovative ideas for developing sustainable products and services. Given EGC's nature and intricacies, critical organizational factors such as organizational agility (OA) cannot be ignored (Ameen et al, 2024;Kiranantawat and Ahmad, 2023;Mao et al, 2024;Tallon and Pinsonneault, 2011). OA is the capacity of an organization to promptly and efficiently adapt to evolving demands and external influences while upholding the standards of product or service excellence (Cha and Park, 2023).…”