The antecedents of organizational agility: organizational structure, dynamic capabilities  and customer orientation

Kanten, Pelin; Kanten, Selahattin; Keceli, Munevver; Zaimoglu, Zuhal

doi:10.17261/pressacademia.2017.646

Cited by 15 publications

(19 citation statements)

References 8 publications

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“…Correspondingly, Kanten et al (2017) examined the effect of dynamic capability on organizational agility in the Turkish retailing industry, having collected data from 176 employees through survey method and analysed through structural equation model. The outcome of the analysis revealed that the dynamic capability dimensions positively and significantly influence the retailers' agility.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…Studies have shown a positive relationship between dynamic capabilities and agility (Kanten et al, 2017; Teece, 2016). Kanten et al (2017) investigated the effect of dynamic capability on organizational agility in the Turkish retailing industry. Data was collected from 176 employees through survey method and analysed through structural equation model.…”

Section: Literature Reviewmentioning

confidence: 99%

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Dynamic Capabilities and Organizational Resilience of Manufacturing Firms in Nigeria

Akpan

Johnny

Sylva

2021

Vision: The Journal of Business Perspective

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The study examined the relationship between dynamic capabilities and organizational resilience of manufacturing firms in Nigeria. The dynamic capability was decomposed into sensing capability and reconfiguration capability, while organizational resilience had adaptability and agility as it measures. A cross-sectional survey research design was followed, while primary data was collected via the administration of a structured questionnaire. Copies of the questionnaire were randomly handed over to 86 respondents, comprising foremen, supervisors and managers in 11 manufacturing firms that are clustered around Trans Amadi Industrial Area, Port Harcourt. Two research objectives with a corresponding number of research questions and research hypotheses were formulated. Descriptive statistics were analysed with the aid of the Statistical Package for Social Sciences version 25.0, while the Partial Least Squares Structural Equation Modeling (PLS-SEM) was deployed to test the hypothesized relationships via SmartPLS 3.2.7. The results of the analyses affirmed the alternate hypotheses, which stated that dynamic capabilities are positively correlated with the measures of organizational resilience. This shows that dynamic capabilities amplify the manufacturing firms’ resilience. It was recommended that managers of the firms should encourage quick response to environmental changes, by enhancing their employees’ capability to detect, monitor and respond to environmental volatilities. Likewise, management of the manufacturing firms should strategically position the firms to be among the first to identify and acquire external knowledge about their market trends, technology and industry. This will help the firm to adapt quickly to disturbances from the environment and be more resilient. It was suggested that similar studies be conducted in other sectors of the economy.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Dynamic Capabilities and Organizational Resilience of Manufacturing Firms in Nigeria

Akpan

Johnny

Sylva

2021

Vision: The Journal of Business Perspective

View full text Add to dashboard Cite

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“…Other researchers have advocated the relationship between organizational agility and organizational learning strategy (e.g., Saha, et al, 2017 ). Similarly, Kanten et al ( 2017 ) found learning capability to be the most important block of an organization’s human resource capabilities.…”

Section: Discussionmentioning

confidence: 94%

“…The author identifies flexibility as one of the critical capabilities for agile organizations, expanding the term to product volume flexibility, people flexibility, and organizational flexibility. Researchers generalize the most important blocks of an organization’s human resource capabilities, such as learning capability, knowledge management, efficient decision-making, and quick solution generation, as a response to changing conditions (Kanten et al, 2017 ).…”

Section: Theoretical Foundation and Hypothesesmentioning

confidence: 99%

Organizational Agility During Crisis: Do Employees’ Perceptions of Public Sector Organizations’ Strategic Agility Foster Employees’ Work Engagement and Well-being?

Ludviga

Kalvina

2023

Employ Respons Rights J

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The purpose of this paper is to examine the mediating role of a public sector organization’s perceived strategic agility in relation to employee outcomes in times of crisis. While the need for strategic organizational agility is acknowledged as boosting organizational performance, its value and application for employees are unknown, especially during times of crisis and in the public sector context. We use survey-based quantitative methodology to capture employees’ perceptions (n = 5469) of strategic agility in public sector organizations during the COVID-19 crisis and identify the impact on work engagement and well-being. Data analysed using a structural equation modelling approach. Our results suggest that an organization’s perceived strategic agility has a positive significant effect on employee work engagement and thus on well-being. Organizational learning, leadership, and aim clarity are factors that positively contribute to public sector organizations’ strategic agility. By examining the moderating role of perceived agility, we add to job demands-resources (JD-R) theory by showing that perceived strategic agility serves as an organizational resource that is needed for employees in times of crisis. We conclude that if employees are supported by leaders who sense change, make timely decisions, and act in an agile way, they will experience higher work engagement during a crisis, thus positively contributing to their well-being and organizational performance. This paper contributes to the understanding of organizational agility and discusses the theoretical and practical implications of the results and avenues for future research.

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“…The positive impact of market orientation (MO) on related agility (e.g., organizational agility, supply chain agility, business process agility, strategic agility) has been confirmed by several investigations (e.g., Kanten et al, 2017;Kurniawan et al, 2020a;Alobaidi, 2021;Suprapti and Suparmi, 2022). However, the driving role of market orientation on CA has not been specifically presented.…”

Section: Introductionmentioning

confidence: 88%

Customer agility, market orientation, and brand image in the context of Chinese market

2022

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IntroductionCustomer agility (CA) and market orientation have been widely discussed in prior research. Also, the role of brand image in business making-decision has been emphasized. However, the current analysis lacks integrating the relationship among the three concepts. Thus, this study creatively creates a causal relationship model of CA, market orientation, and brand image.MethodsFinally, 289 valid samples from the managers in Chinese market was collected for further analysis by partial least squares structural equation modeling (PLS-SEM).ResultsThe results show that market orientation can positively affect CA (both customer-sensing capability and customer-responding capability), and CA will further have a positive influence on brand image. Also, market orientation has a direct impact on brand image. Additionally, CA (both customer-sensing capability and customer-responding capability) will mediate the impact of market orientation on brand image.DiscussionThe research has both theoretical and practical contributions. From the theoretical perspective, the results contribute to enriching the brand theory, strategy management, and marketing research. From the practical perspective, the investigation enlightens managers to pay attention to the roles of CA implementation and market orientation strategies in enhancing their brand image.

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The antecedents of organizational agility: organizational structure, dynamic capabilities and customer orientation

Cited by 15 publications

References 8 publications

Dynamic Capabilities and Organizational Resilience of Manufacturing Firms in Nigeria

Dynamic Capabilities and Organizational Resilience of Manufacturing Firms in Nigeria

Organizational Agility During Crisis: Do Employees’ Perceptions of Public Sector Organizations’ Strategic Agility Foster Employees’ Work Engagement and Well-being?

Customer agility, market orientation, and brand image in the context of Chinese market

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