Organic structure and organisational learning as the main antecedents of workforce agility

Alavi, Somaieh; Wahab, Dzuraidah Abd; Muhamad, Nurfashareena; Shirani, B Arbab

doi:10.1080/00207543.2014.919420

Cited by 151 publications

(193 citation statements)

References 64 publications

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“…In particular, this study showed that organizational teamwork promotes workforce agility (β=.440), a finding that is consistent with earlier research (Alavi et al, ; Breu et al, ; Shafer et al, ). Compensation (β=.436), as well as employee involvement practices (β=.390), also were found to be strongly related with workforce agility.…”

Section: Study Points To Facilitators Of Agilitysupporting

confidence: 92%

“…Organizational learning and training also were found to promote workforce agility (β=.221). Consistent with the work of Alavi et al (), the study results showed that an organizational environment of skill acquisition and development can enhance the capability of workforce. Finally, in terms of organizational practices, the present study found that information sharing (β=.196) had little direct or indirect impact on workforce agility.…”

Section: Study Points To Facilitators Of Agilitysupporting

confidence: 90%

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Workforce agility: Examining the role of organizational practices and psychological empowerment

Muduli¹

2017

Glob Bus Org Exc

107

108

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Despite broad recognition of the importance of agility in the workforce, little research has been conducted on the organizational characteristics and initiatives that engender it. Rooted in organizational and cognitive theory, a study of 524 employees in India's manufacturing and service sectors proposes that workforce agility is the result of specific organizational practices and psychological empowerment. Contributing to both management theory and practice, the findings show that an environment that encourages teamwork has the most influence in promoting agility, followed by programs that address reward systems, employee involvement, organizational learning and training, and information systems. In addition, the study found that agility is fostered by the psychological empowerment variable of impact, followed by self‐determination, meaning, and competence.

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Section: Study Points To Facilitators Of Agilitysupporting

confidence: 92%

Section: Study Points To Facilitators Of Agilitysupporting

confidence: 90%

Workforce agility: Examining the role of organizational practices and psychological empowerment

Muduli¹

2017

Glob Bus Org Exc

107

108

View full text Add to dashboard Cite

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“…As changing organizations are becoming more the rule than the exception, employee agility is becoming increasingly important for employees' performance improvement (Alavi, Abd. Wahab, Muhamad, & Arbab Shirani, ). Instead of managing organizational change through a series of preplanned steps (e.g., Kotter, ), this focus on continuous employee agility is becoming more and more important (Braun, Hayes, Frautschy DeMuth, & Taran, ).…”

Section: Introductionmentioning

confidence: 99%

“…One key component distinguished by the competency model that the ASTD has developed to enable employees to perform well in a changing or agile context is the "performance improvement" competency (Rothwell, Arneson, & Naughton, 2013). As changing organizations are becoming more the rule than the exception, employee agility is becoming increasingly important for employees' performance improvement (Alavi, Abd. Wahab, Muhamad, & Arbab Shirani, 2014).…”

mentioning

confidence: 99%

Using a portfolio‐based process to develop agility among employees

Vliet

Born

Molen

2019

Human Resource Dev Quarterly

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The fast‐paced and changeable nature of contemporary society results in organizations that increasingly need to train their employees to become more energetic, flexible, and adaptable: the so called “agile” employees. This study used personal development portfolios including frequent feedback interviews (with mentors and peers) over 2.5 years to assist 32 employees working in an organization undergoing change to become more agile. A portfolio implies setting agility goals, recording and assessing progress in one's agility. Data were collected on employees' agility, and were related to their portfolio. Results showed that the portfolio use significantly increased employees' agility and significantly enhanced the agreement between self‐rated and other‐rated agility. Findings favor the use of development portfolios by organizations in improving agility among their employees. Therefore, this study gives tools for the practice of Human Resources Development (HRD).

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“…Agility enabled by physical assets: a multiple case study (Bauer, 2015), education (Bottani, 2010), organizational culture (van Oosterhout et al, 2005), knowledge management and learning (Vázquez-Bustelo et al, 2007;Alavi et al, 2014) and empowerment (Sharifi and Zhang, 2001). …”

Section: Agile Organizationmentioning

confidence: 99%

Manoeuvring physical assets into the future

Ruitenburg¹

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Organic structure and organisational learning as the main antecedents of workforce agility

Cited by 151 publications

References 64 publications

Workforce agility: Examining the role of organizational practices and psychological empowerment

Workforce agility: Examining the role of organizational practices and psychological empowerment

Using a portfolio‐based process to develop agility among employees

Manoeuvring physical assets into the future

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