The 5S organizational agility framework: a dynamic capabilities perspective

Abstract

Purpose Although there is widespread agreement that organizational agility is increasingly becoming critical to achieving sustained competitive advantage, there is little consensus on what exactly constitutes organizational agility, or how it may be assessed and improved. The purpose of this paper is to contribute toward operationalization of the organizational agility construct through a high-level conceptual framework grounded in dynamic capabilities. Design/methodology/approach This is a conceptual paper that presents a new organizational agility framework, which draws from, and builds on, the existing literature. Findings This paper defines organizational agility as rapid, continuous and systematic evolutionary adaptation and entrepreneurial innovation directed at gaining and/or maintaining competitive advantage. The 5S Organizational Agility Framework proposes five dynamic capabilities (sensing, searching, seizing, shifting and shaping) underpinning organizational agility. Originality/value The framework presented in this paper contributes toward operationalization of the organizational agility construct.

Linking Corporate Culture Values and Organizational Agility: An Empirical Analysis within the Automotive Industry

“…All these attributes are key elements of successful employee involvement regarding organizational change. Indeed, such factors may interact with the capabilities comprising the 5S organizational agility framework according to Baškarada and Koronios (2018). The fragmented nature of the relevant research points to a lack of consensus as to which individual levers generate the necessary cohesion for transformation processes.…”

“…According to Zwetsloot et al (2013) related aspirational value factors are adaptivity, organizational mindfulness, collaboration and networking relationships as well as informedness. For the framework of organizational agility, sense making capabilities of the management team (TC) and clearness of vision and values were identified (Baškarada & Koronios, 2018). Innovativeness was measured on the employee level composed of organizational culture dimensions in terms of social support, people involvement and development with its behavioral and cognitive attributes like proactiveness, creativity, or openness (Ruvio et al, 2014;Ali et al, 2017).…”

“…All factor loadings have a value greater than 0.45, alpha exceeds the threshold of 0.7 and consequently fulfill the criteria for good internal consistency. Especially, the conceptual framework for the 5S organizational agility construct gained empirical evidence as proposed by Baškarada and Koronios (2018). Furthermore, the Average Variance Extracted (AVE) was used to evaluate the convergent validity.…”

The mediating effect of knowledge exploitability and organizational agility on the relationship between marketing adaptation strategy and sustainable competitive advantage

“…Wang, 2016). These activities can develop knowledge sharing (Nejatian et al, 2018), current skills and abilities (Subramony et al, 2018), responsiveness, operational flexibility, and business relationships (Baškarada & Koronios (2018), Worren et al (2014), Teoh & Cai (2015), Doz & Kosonen (2010), Sambamurthy et al (2003), Joshi & Sharma (2004), Conboy (2009).…”

Análise do ciclo de vida das startups: caracterí­sticas, agentes e riscos associados

“…Além disso, cabe destacar que uma vez que o compromisso com a transformação contínua e as estratégias ágeis implica mudanças em todos os níveis organizacionais, uma série de fatores como estrutura, estratégia, capacidades, colaboradores e liderança também podem, de múltiplas formas, afetar a agilidade organizacional (Appelbaum, Calla, Desautels, & Hasan, 2017a;Appelbaum, Calla, Desautels, & Hasan, 2017b). Esse aspecto, consequentemente, pode exigir configurações organizacionais diferentes das tradicionais levando, por exemplo, a uma mistura complexa de estruturas organizacionais e estilos de liderança (Baskarada & Koronios, 2018).…”