Using a portfolio‐based process to develop agility among employees

Vliet, Sandra B. Doeze Jager-van; Born, Marise Ph.; Molen, Henk T. van der

doi:10.1002/hrdq.21337

Cited by 33 publications

(23 citation statements)

References 86 publications

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“…Fourth, employee agility is based on motivation and management support as has also been reported by previous scholars [8]. We conducted the survey to measure the scale of employee agility, but the feedback and evaluation of managers are also necessary for measuring the employee agility.…”

Section: Limitationmentioning

confidence: 93%

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Improving Employee Agility Using Enterprise Social Media and Digital Fluency: Moderated Mediation Model

et al. 2020

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The usage of enterprise social media (ESM) has rapidly increased in the workplace. Firms adopt the ESM platform for the knowledge sharing and work-related communication of employees. However, the efficient use of the ESM technology in the workplace remains a challenge for organizations and business leaders. Previous studies have inconsiderably focused on this domain of research. The existing research investigates the influence of ESM usage on employee agility through meta-knowledge considering the moderation role of digital fluency. Using 263 responses from Chinese employees, this study investigates how ESM usage improves employee agility through meta-knowledge. Results confirm that organizations can improve the meta-knowledge of employees through investment in the ESM technology and that ESM usage is significantly related to individual agility via meta-knowledge. Digital fluency strengthens the relationship between ESM usage and employee agility and supports the correlation between ESM usage and employee agility via meta-knowledge. Finally, on the basis of the results, the theoretical and managerial implications of the study are discussed. INDEX TERMS Meta-knowledge, digital fluency, employee agility, ESM usage.

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Section: Limitationmentioning

confidence: 93%

“…adopt unexpected changes quickly [7], [8]. However, studies related to ESM usage and employee agility are limited and scarce [7], [9], [10].…”

Section: Introductionmentioning

confidence: 99%

Improving Employee Agility Using Enterprise Social Media and Digital Fluency: Moderated Mediation Model

et al. 2020

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“…Results show clear evidence that IT competency is beneficial for perceived task structure. In addition, managers should adopt better procedures to recruit applicants who show high agility, as better recruitment practices may also indicate better career advancement opportunities (Ali, Wang, Khan, Pitafi, et al, 2019; Jager-van Vliet et al, 2018).…”

Section: Discussion Limitations and Implicationsmentioning

confidence: 99%

Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China

et al. 2021

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This study investigated how employees’ information technology (IT) competency is associated with employee agility via perceived task structure. Most scholar’s emphasis is on the impact of IT competency on individual work performance; however, it seems as if no attention has been given to explore the relationship between IT competency on employee’s agility through perceived task structure. This research offers and tests a new comprehensive model that links the individual’s IT competency with perceived task structure and employee agility. Data were gathered from 167 representatives who used various IT applications for daily work routines in the organization. Findings showed that IT competency is positively related to task interdependence and autonomy. Task autonomy also has significant effect on employee agility; however, task interdependence has shown insignificant effect on employee agility. Furthermore, work expertise positively moderates the relationship between IT competency and perceived task structure. Theoretical and managerial implications of study are also discussed in the last section.

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“…Hence, in a skillbased pay system employees are rewarded for the number and depth of the skills they acquired (Muduli, 2016). In addition, the establishment of agility goals, feedback, and reflection upon the provided feedback can increase agility (Doeze-Jager- van-Vliet et al, 2019).…”

Section: Human Resource Managementmentioning

confidence: 99%

Workforce agility: a systematic literature review and a research agenda proposal

Tessarini

Saltorato

2021

Innovar

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Workforce agility has been described as a management strategy that allows companies to respond quickly and effectively to threats and opportunities arising from a competitive and unstable business environment. In the current literature, there is still a lack of efforts to systematically review the state of the art on this subject. The aim of this paper is to address this gap by studying the academic progress on workforce agility. A systematic literature review was carried out to analyze the academic articles within the workforce agility topic that were published online until the end of June 2020 in three electronic databases: Web of Science (WoS), Scopus, and Science Direct. The bibliometric indicators present how the field has developed and which actors (authors, institutions, countries, journals) are the most relevant. Regarding the conceptual aspects, the findings allowed us to identify that an agile workforce consists of four interrelated and interdependent dimensions: proactivity, flexibility and adaptability, resilience, and competence. These attributes can be promoted through strategies related to i) learning and training, ii) forms of work organization, iii) human resource management; and iv) culture and organizational structure. Our findings also allowed us to propose an agenda for future studies on workforce agility and other related topics. This paper contributes by promoting a debate on a subject still incipient in the literature, especially in Latin America, and by highlighting the potential competitive advantage associated with workforce agility for companies.

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Using a portfolio‐based process to develop agility among employees

Cited by 33 publications

References 86 publications

Improving Employee Agility Using Enterprise Social Media and Digital Fluency: Moderated Mediation Model

Improving Employee Agility Using Enterprise Social Media and Digital Fluency: Moderated Mediation Model

Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China

Workforce agility: a systematic literature review and a research agenda proposal

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