Investigating the role of social networking technology on the organizational agility: a structural equation modeling approach

Abstract

PurposeThe current extensive business ecosystem, characterized by technological advances and development, impressive customers, and increasing social concerns, has exerted great pressure on business organizations. Among different business values for affording this pressure, organizational agility is a critical factor that should be carefully incorporated in business processes. The main purpose of the present study is to investigate the role of social networking technology, as a crucial collaborative tool, on organizational agility.Design/methodology/approachA model based on structural equations was designed in this regard. The constructs of this model are quality of service, varieties of services, costs and speed of service as independent variables and also agility management as a dependent variable. Based on the conceptual model, a questionnaire was prepared and distributed among the experts of social networking technology and agility management. Based on Cochran's formula the sample size was 384. The response rate was 100%. The main statistical measures such as Chi-square ratio to the degree of freedom, Non-soft Fitness Index (RMSEA), Goodness of Fit Index (GFI) and Modified fitness index (AGFI) were employed for analyzing the model.FindingsResults of obtained data indicated that a variety of services as the main factor of social networking technology has the most impact on the agility of a company. Then, the speed of service, service quality and costs were ranked respectively in second to fourth. Providing information technology (IT) service perceptions, promoting the service climate and thorough identification of IT requirements are the main critical success factors for maintaining a robust impact of social networking technology on organizational agility. Moreover, a well-designed enterprise structure alongside employing newly developed IT infrastructures such as cloud computing certainly improves the capabilities of organizations to improve their agility.Originality/valueAlthough the literature suggests a positive impact among IT or social networks on organizational agility, it is deficient in relation to considering the impact of social networking. Furthermore, a structural equation model (SEM) is used for assessing unobservable latent constructs and their related interrelationship.

The effect of digital marketing on organizational agility of SACCOs in Meru Town

“…Social Media and Website Marketing show weak correlations with Organizational in this study. The results agree with Ahmadi & Ershadi (2021), who studied that social media marketing affects a company's agility by ensuring that organizations stay ahead in the current extensive business ecosystem characterized technological advances and development, impressive customers, and increasing social concerns.…”

Towards agility in international high-tech SMEs: Exploring key drivers and main outcomes of dynamic capabilities

“…Another crucial player for small firms to become agile is networking plays, which refers to a relational set of networks that gives organisations access to an external source of information and knowledge and help them build strong interfirm ties, which help to imminent flexibility and responsiveness (Garousi Mokhtarzadeh et al, 2021;Wincent et al, 2010). Finding international partners enable small businesses to imminently and reliably acquire competencies and knowledge, and become agile due to the good positioning in the strategic network core (Ahmadi and Ershadi, 2021;Kurniawan et al, 2020). In this regard, networking capabilities give small businesses an opportunity to meet their international objectives through overcoming the scarcity of their inherent resources and creating flexibility and a profound impact on the collaborative performance (Ray et al, 2004;Sheehan and Foss, 2007).…”

Developing Organizational Agility in SMEs: An Investigation of Innovation’s Roles and Strategic Flexibility

“…(3) partners could make decisions, especially when confronted with varied market factors [6,40]; as a result, social capital was strengthened as a source of strength in developing long-term performance [95]; (4) recommendations from the social networks built between them [96] became a strength in facing market turbulence [97]; and (5) social networks influenced processes, products, and services [29]; thus, SMEs stability and productivity were strengthened.…”

“…In the SME sector, adapting to change was essential to reduce resource issues for future development [6]. Consequently, ensuing the inclusive approach brought out by previous researchers [7,29,30], this study conceptualized organizational agility as responsive capabilities aiming for a more efficient approach in a complex environment [31]. This approach involved rapid responses to changing situations [32] and the ability to predict and take opportunity, primarily by innovation and learning [12,30].…”