![]() In 1982, agility was first mentioned in the business context as ‘the capacity to react quickly to rapidly changing circumstances’ (Brown and Agnew 1982, p. ( 2018) confirmed the high impact of an increasingly dynamic business environment and suggest agility as a differentiation strategy. ( 2019) emphasized a high agility level as a rewarding capability when aimed at the quick exploitation of business opportunities. Certain organizational capabilities can enable a company to respond appropriately to rapidly changing environmental conditions and to exploit these changes as business opportunities. 2010a), thus increasing competition (Vinodh 2010). This leads to growing complexity and uncertainty in the market (Vinodh et al. 2010b) and the frequency of environmental changes is increasing significantly (Ahlbäck et al. Customer demands are becoming more dynamic (Vinodh et al. By highlighting the close ties to strategic management and the derivation of a model to agile management, this research also contributes to strategic management research.Īttaining strong competitiveness and superior business performance constitutes a major challenge for firms, especially in a volatile business environment. This article contributes to agility research by integrating insights from various research streams on OA. ![]() Conceptual clarity of OA at the organizational level facilitates a systematic development of agility research and provides guidance for practitioners. Within this concept of an agile organization, management assumes various responsibilities, in particular, engaging in monitoring and decision-making functions. These are realized by a specific set of interdependent enablers. Viewed from a dynamic capability perspective, changing internal and external agility drivers necessitate the development of agility capabilities. As part of the conceptualization, I also consider the business environment and the impact of an increased OA level. Based on findings from each category, I develop a conceptual map of OA that (i) connects the agility categories and clarifies how they work, and (ii) proposes a framework for the tasks and responsibilities of management within an agile organization. ![]() From a qualitative analysis, I identify four agility categories: agility drivers, agility enablers, agility capabilities, and agility dimensions. A search in three databases yielded a final sample of 75 articles. I systematically review and compile previous findings and provide a coherent view of OA. Although research confirms a positive effect of OA on business performance, studies show conceptual imprecision. Organizational agility (OA) constitutes one option for prospering in this environment. Superior business performance is a central objective of any firm in an unpredictable environment. ![]()
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