Modelling the Relationship Between Information Technology Infrastructure and Organizational Agility: A Study in the Context of India

Abstract

This article mainly investigates the impact of information technology (IT) infrastructure on organizational agility. Primary data collected from 300 business and IT executives working in various publicly owned banking groups functioning across India have been used for this study and a structural equation modelling (SEM) is employed to assess the IT-agility link. This article reports two-folded research findings. First, IT infrastructure enables both the sensing and responding components of organizational agility. Second, firms should not overlook the IT-agility contradiction, that is, the impeding role of IT towards achieving augmented agility. This study greatly contributes to the information systems (IS) literature as it has meticulously explored the much discussed but understudied human IT-agility linkage. The present research has successfully established the significant positive relationship between the critical dimensions of agile human IT infrastructure, namely, business functions, interpersonal management, technology management expertise and organizational sensing and responding agilities.

Structural Analysis of the Mediating Role of Organizational Commitment in the Relationship between Organizational Agility and Organizational Intelligence with Organizational Performance (Case Study: Northwest University Jihad Units)

“…But an organization can face difficult situations, and these interactive patterns are called the set of intellects of the organization. The results of the present study are in line with the results of the research of Panda and Rath (2018) and Cegarra-Navarro et al (2016). Finally, the results show that organizational agility has a positive and significant effect on organizational performance through organizational commitment.…”

“…This will not be possible unless the principles and rules of organizational commitment and organizational agility are identified and the necessary context is provided for the implementation of such behaviors. This finding is based on the results of previous studies (Aminbeidokhti et al, 2016;Cegarra-Navarro et al, 2016;Panda & Rath, 2018).…”

“…Jourkesh, Shokrchizadeh, and Sarjoui (2015) indicate that organizational agility and its components (responsiveness, competence, flexibility and speed) have a significant effect on teachers' performance. Panda and Rath (2018) conclude that intelligent organizational infrastructure, namely work functions, interpersonal management, and technology management skills, demonstrate organizational agility. Berberoglu (2018) have found that organizational commitment is most relevant to performance when external pressures to force a person to stay in that job are minimal.…”

The impact of information security management practices on organisational agility

“…Organisational agility has become a necessary capability for organisations to compete and cope with the unprecedented changes in business environment. Organisational agility allows organisations to quickly detect and seize opportunities, and address threats more quickly than the rivals do (Sull, 2009;Trinh-Phuong et al, 2012;Panda and Rath, 2018).…”

The Measurement of Employee Well-being: Development and Validation of a Scale

“…The service industry is both a knowledge-and service-oriented industry. It requires a flexible approach, round-the-clock work schedules and out-of-the-box thinking for people to be successful (Malhotra & Mukherjee, 2004, 2006Panda & Rath, 2017). Such conditions generate highly demanding, flexible, productive, multitasker and stressful work roles.…”