Critical Processes for Organization Vitality: A Conceptual Study

Bishwas, Sumant Kumar; Sushil, Sushil

doi:10.1007/978-81-322-2151-7_13

Cited by 5 publications

(2 citation statements)

References 46 publications

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“…Flexibility is well recognized as a predictor of organizational performance. It has been studied in the context of telecom service providers (Sharma et al 2010); strategy execution (Srivastava and Sushil 2013), innovation and entrepreneurship (Bishwas and Sushil 2015); performance management (Yadav and Sushil 2015), and so on. Thus, in order to create high organization performance it is imperative to manage change to bring more flexibility in organizations.…”

Section: Abstract Attitudinal Change á Flexibility á Technological Chmentioning

confidence: 99%

Creating Flexibility Through Technological and Attitudinal Change

Sushil

2015

Glob J Flex Syst Manag

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Flexibility is well recognized as a predictor of organizational performance. There are two major contributors for creating more flexibility-one through technological changes and the other through attitudinal changes. The moot question is, which one of these two changes is more effective in bringing out flexibility in the organizations. Though flexibility can be enhanced by both the means, one may prove to be more effective than the other. The technological changes in terms of implementation of ERP, e-governance, analytics solutions, and other smart technologies are intended to create more flexibility in terms of reduction in cycle time, more options, and quick changes. On the other hand, the working of organizations can be made more flexible with a constructive attitude of actors involved; even without any use of technology. It is comparatively easier to bring technological change. The case of attitudinal change might be still more complex and time consuming. The attitudinal change is more fundamental that acts as an enabler of the successes of any technology change initiatives in an organization.Flexibility is well recognized as a predictor of organizational performance. It has been studied in the context of telecom service providers (Sharma et al. 2010); strategy execution (Srivastava and Sushil 2013), innovation and entrepreneurship (Bishwas and Sushil 2015); performance management (Yadav and Sushil 2015), and so on. Thus, in order to create high organization performance it is imperative to manage change to bring more flexibility in organizations.There are two major contributors for creating more flexibility-one through technological changes and the other through attitudinal changes. The moot question is, which one of these two changes is more effective in bringing out flexibility in the organizations. Though flexibility can be enhanced by both the means, one may prove to be more effective than the other.The technology is expected to provide us more flexibility and agility. In particular, information and communication technologies (ICT) have offered us plenty of choices and speed of interaction. All web based and mobile technology applications have made our daily as well as work life easier and hassle free. The technological changes in terms of implementation of ERP, e-governance, analytics solutions, and other smart technologies are intended to create more flexibility in terms of reduction in cycle time, more options, and quick changes. With ERP implementation, information about any part of the organization can be retrieved by any other functional unit as authorized by the system. E-governance with paperless office reduces cycle time of any activity and also results in effective control. Other technological interventions such as smart cards, cctv cameras, and sensor based controls enhance convenience and security, and tend to reduce wastage of resources. The effective usage of such technological interventions would, however, depend on the attitude of people/actors dealing with them. A positive attitude would ...

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Section: Abstract Attitudinal Change á Flexibility á Technological Chmentioning

confidence: 99%

Creating Flexibility Through Technological and Attitudinal Change

Sushil

2015

Glob J Flex Syst Manag

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“…The firm's ability to sense opportunities and threats, to make decisions on appropriate responses, and to reconfigure the firm's resource and capability is critical to its survival. Senge (1990) cited in Bishwas and Sushil (2015) noted in a study that that within the last 15 years nearly one third of the Fortune 500 companies had disappeared. The average lifetime of the largest organization has been defined as less than 40 years.…”

Section: Introductionmentioning

confidence: 99%

Opportunity-Sensing Capability and Corporate Vitality of Domestic Airlines in Nigeria

Adim¹,

Poi²

2021

JSM

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Purpose: This study examined the relationship between opportunity-sensing capability and corporate vitality of domestic airlines in Nigeria. Materials and Methods: The study adopted an explanatory cross sectional survey research design which was carried out at the organizational level of analysis. The population of this study was the nine (9) operational scheduled domestic airline operators in Nigeria. The managers involved were: Station Manager, Cabin Service Manager, Director of Airline Services, Operations Manager and Regional Manager. The study adopted the entire population as a census. The reliability of the instrument was ascertained using the Cronbach alpha reliability instrument with all items scoring above 0.70. The Spearman Rank Order Correlation Coefficient was utilized to establish the level of relationship as hypothesized with the aid of Statistical Package for Social Sciences version 23.0. Results: Findings from the study revealed a strong positive significant relationship between sensing capability and corporate vitality of domestic airlines in Nigeria. It was concluded that when domestic airlines in Nigeria deploy their opportunity sensing capability it enhances the corporate vitality especially in the dynamic business environment. Unique contribution to theory, practice and policy: It was recommended, that there is need for domestic airlines to have more business forums in order to understand the changing trends within their business operational environment and detect fundamental shifts in their industry. They should look for opportunities to improve the ways in which new knowledge is acquired, analyzed, interpreted and distributed, as well as utilized in making good corporate decisions.

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