Organizations in Transformation: Agility as Consequence or Prerequisite of Digitization?

Lindner, Dominic; Leyh, Christian

doi:10.1007/978-3-319-93931-5_7

Cited by 19 publications

(6 citation statements)

References 23 publications

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“…The process of transforming traditional practices into agile project management practices requires the realignment of organizational leadership to adapt to the agile context, aiming to ensure compliance with new management models, promote a new agile culture, and manage potential conflicts (Burchardt & Maisch, 2019). The introduction of an organizational structure characterized by the distribution of responsibilities among team members improves agility in decision-making , allowing teams to self-organize with distributed leadership, resulting in transparency, responsibility, and agility (Schwer & Hitz, 2018;Lindner & Leyh, 2018).…”

Section: Organizational Agilitymentioning

confidence: 99%

Elementos e práticas de gerenciamento de projetos de transformação digital para suportar o Business Agility

Soares Galvão Junior,

Penha,

Nunes de Sousa Alencar Vasconcelos

et al. 2024

Int. J. Innov.

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Objetivo do estudo: apresentar os elementos e práticas de gerenciamento de projetos de Transformação Digital capazes de suportar o processo de Business Agility nas organizações. Metodologia: Revisão Sistemática da Literatura de 112 artigos nas bases de dados acadêmicas Scopus e Web of Science. Originalidade/ relevância: a transição dos meios tradicionais para os digitais poderá levar as organizações a um novo nível de eficiência, com a incorporação do Business Agility, suportados pelo gerenciamento de projetos de Transformação Digital. Principais resultados: os resultados identificaram cinco categorias que contribuem na relação entre os projetos de Transformação Digital e o Business Agility: Impacto Operacional, Tecnologias Digitais, Agilidade Organizacional, Gerenciamento de Projetos e Processos de Negócios. Contribuições teórico/metodológicas: os resultados obtidos a partir da revisão sistemática de literatura confrontados com a pesquisa empírica permitirão avançar as discussões sobre o fenômeno de Transformação Digital e Business Agility. Contribuições para a sociedade: as organizações buscam principalmente posicionar os funcionários como protagonistas da mudança oriunda da Transformação Digital e Business Agility. Outra contribuição prática, é a relevância da liderança no gerenciamento dos projetos de Transformação Digital, que deve estar próxima e participativa junto às equipes de projetos.

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Section: Organizational Agilitymentioning

confidence: 99%

Elementos e práticas de gerenciamento de projetos de transformação digital para suportar o Business Agility

Soares Galvão Junior,

Penha,

Nunes de Sousa Alencar Vasconcelos

et al. 2024

Int. J. Innov.

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“…Propulsive development catalyzed by Government support and fostered by the innovation-embracing environment is logical. Transformative power of digitalization increases the agility of all actors on the market, including SMEs, and this process is the loop: agility is at the same time consequence of digitalization, and a prerequisite for further digital development [26]. While Governments across the globe may consider investing into building the awareness of SMEs about digital capabilities and adopting digital technologies [27], Governments in the Gulf countries provide active support to these processes, simultaneously raising awareness of both SMEs and entire population about an importance of digital development.…”

Section: Findings Enabling Growth: Sme Regulatory Framework Of the Gu...mentioning

confidence: 99%

E-Business as Catalyst for Global Transformation of SMEs: A Middle East Perspective

Selaković,

Ljepava,

Tarabasz

et al. 2023

TEM Journal

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Small and medium enterprises (SMEs) are carriers of the economic development on local, regional, and national level. With high levels of flexibility, agility and adaptability, small and medium enterprises have the ability to transform and embrace new emerging technologies and opportunities. In the Industry 4.0 world, characterized by the intensive development and integration of digital solutions into all levels of operations, SMEs are among early adopters of such solutions. The purpose of the paper is to examine how small and medium enterprises in the Middle East are increasing their competitiveness, using innovative digital and e-business solutions as key transformative tools. Within the research, a systematic review of support ecosystem for development of the sector in the Middle East has been performed. Based on the systematic review and literature findings, the 5I framework, consisting of internationalization, innovation, integration, implementation, and intensifying, has been suggested as the model for transformative development of small and medium enterprises. In the future research, it is possible to examine how fast-growing economies that create supportive environment for the development of small and medium enterprises, simultaneously recognizing digital and e-business solutions as important pillar of increasing competitiveness and innovativeness, might benefit from successful implementation of 5I framework for successful global transformation.

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“…Contemporary agility research however often centers around the information system context, particularly around software development, as agility is often regarded both a key prerequisite as well as a consequence of digitization [19]. In this vein, Sambamurthy et al (2003) argue that investments in IT competence enhances an organization's agility, digital options and entrepreneurial alertness, thus allowing competitive actions and improving financial performance [20]. In a next step, Leonhardt et al (2016) distinguish between entrepreneurial and adaptive agility and investigate the positive influence of IT on these two constructs.…”

Section: Agilitymentioning

confidence: 99%

Potentials and Barriers of Agility in Small and Medi-um Sized Enterprises

et al. 2021

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Our explorative, qualitative study uncovers the dynamic processes of agility unleashing or inhibiting potentials within German small and medium sized enterprises through the lens of digitization. Based on an analysis of 22 interviews, we propose a conceptual model, which illuminates antecedents and external determinants of agility and their impact on potentials and performance in organizational settings. In this process we determine digitization both as an external driver and as an internal provider of agility. Resource constraints and traditional leadership styles are SME-specific barriers to agility. How extensively the potentials of agility can be utilized dependents on the moderating factors firm size and department.

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Organizations in Transformation: Agility as Consequence or Prerequisite of Digitization?

Cited by 19 publications

References 23 publications

Elementos e práticas de gerenciamento de projetos de transformação digital para suportar o Business Agility

Elementos e práticas de gerenciamento de projetos de transformação digital para suportar o Business Agility

E-Business as Catalyst for Global Transformation of SMEs: A Middle East Perspective

Potentials and Barriers of Agility in Small and Medi-um Sized Enterprises

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