A Three-Pronged View on Organizational Agility

Werder, Karl; Richter, Janek; Hennel, Phil; Dreesen, Tim; Fischer, Mareike; Weingarth, Janina

doi:10.1109/mitp.2020.3016488

Cited by 14 publications

(7 citation statements)

References 17 publications

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“…For practitioners, IT-enabled organizational agility now represents a top concern (Werder et al, 2021). Meanwhile, researchers as well as some experts close to SMEs are increasingly inclined to question whether all SMEs' IT projects are true digital transformation projects.…”

Section: Discussion and Contributionsmentioning

confidence: 99%

“…In the same line of thought, there are also gaps concerning why, when and how IT capabilities become 'dynamic' (or not) (Li & Chan, 2019), and under what specific conditions they manifest themselves (Ozanne et al, 2022). This is why ITenabled organizational agility now represents a top concern for all the actors involved in such a context (Werder et al, 2021), and constitutes a core mechanism for strategic renewal (Warner & Wäger, 2019).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

AlphaVC: A Reinforcement Learning-based Venture Capital Investment Strategy

Zhong,

Yuan,

Zhang

et al. 2024

Proceedings of the Annual Hawaii International Conference on System Sciences

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Adopting a capability-based view of digital transformation as a 2 nd -order 'dynamic' capability, this paper investigates how 1 st -order dynamic and operational IT capabilities are strategically configured and aligned by manufacturing SMEs in order to gain organizational agility. Resulting from a fuzzy-set qualitative comparative analysis (fsQCA) of 67 Canadian SMEs, our results show that a high level of organizational agility is concretized when these firms align at least three dynamic IT capabilities and one operational IT capability. Through three highperforming configurations composed of the sensing, learning, coordinating and integrating dynamic IT capabilities along with the IT management capability and e-business capability, we demonstrate which capabilities are present to achieve a high level of organizational agility, and under what environmental condition they manifest themselves. Providing a richer description and deeper understanding of the interrelationships between the IT capabilities required by manufacturing SMEs' digital transformation, our contributions are both practical and theoretical.

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Section: Discussion and Contributionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

AlphaVC: A Reinforcement Learning-based Venture Capital Investment Strategy

Zhong,

Yuan,

Zhang

et al. 2024

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

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“…For example, Karimi and Walter (2021) found that EA directly influences the development of digital platform capacities for the business model and product innovation. The findings of Werder et al (2021) show that EA may greatly enhance process and product performance. The results of Hosseini, Alizadeh, and Abedi (2019) revealed that EA was positively and significantly linked with human resources management.…”

Section: Entrepreneurial Agility (Ea) and Organizational Performance ...mentioning

confidence: 96%

Untitled

2024

JEMI

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is an interdisciplinary, double-blind peer-reviewed journal, emphasizing theoretical and empirical articles on entrepreneurship, management, and innovation. The journal is published in ELECTRONIC (online first) and PRINT (occasionally) formats. See our website: http://www.jemi.edu.pl.JEMI is an interdisciplinary, focused on economics, business, and management journal that uniquely combines three thematic areas: i) entrepreneurship, including entrepreneurial process, entrepreneurial finance, and SME and entrepreneurship policy; ii) all types of management; iii) innovation, comprising innovation economics, policy, and management. In this vein, the JEMI contributes to economics, business, and management research, as well as business practice and policy in the closely related areas of new venture creation and growth, knowledge generation, retention, appropriation, transfer, and governance, as well as innovation processes and their economic impacts. In a nutshell, our journal addresses the interrelated research fields of entrepreneurial venturing and growth, management, and innovation economics and management. We also acknowledge the context of business venturing, knowledge and innovation, by linking these areas with such background topics as social context of entrepreneurship, environmental and energy issues, human resource migration, or entrepreneurial finance. THE ENTREPRENEURSHIP AREA OF THE JOURNALThe entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNALWe welcome articles interpreting contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas (but not limited to): such as strategic management, business process management, operation or production management, human resource management, information management, and network management. THE INNOVATION AREA OF THE JOURNALThe innovation area of the Journal's focus emphasizes a broad range of topics and approaches, including (but not limited to): comparative analyses of national and regional policy or sector issues, such as R&D trends, patents, citations, etc., empirical studies on within-organization innovation management, viewed from various perspectives (organizational behavior, psychology of creativity, organizational structures, styles of leadership and team-building strategies, promoting creativi...

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“…Managers who play the role of entrepreneurs must find digital tools and procedures that improve distance communication and innovation. Werder et al [43] stress the importance of adaptability to the changing environment, especially in times of a pandemic, making strategic choices for telework vital. As disturbances can arise due to communication gaps, the role of a disturbance handler necessitates swift virtual conflict resolution.…”

Section: Leaders and Teleworkmentioning

confidence: 99%

Navigating Uncharted Waters: Exploring Leaders’ Challenges in the Era of COVID-19 and the Rise of Telework

Edvardsson,

Gardarsdottir

2023

Sustainability

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This paper presents a systematic literature review of the challenges faced by managers during COVID-19, with a focus on teleworking. The study consists of an analysis of 53 articles published in the period 2020–2023 in journals indexed in the Elsevier’s Scopus and Clarivate Analytics’ Web of Science databases. The inclusion criteria were: (1) peer-reviewed articles; (2) empirical articles; (3) written in English. Five themes were identified: Leadership Styles, Organizational Support and Communication, Telework Productivity, Challenges Related to Telework, and Leaders’ Attitudes Towards Telework. The positive results show that telework can improve work performance with the right equipment, training, and leadership. Telework can also improve sustainability by limiting commuting and providing decent work with greater autonomy and flexibility. The paper concludes with recommendations for future research on this topic.

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A Three-Pronged View on Organizational Agility

Cited by 14 publications

References 17 publications

AlphaVC: A Reinforcement Learning-based Venture Capital Investment Strategy

AlphaVC: A Reinforcement Learning-based Venture Capital Investment Strategy

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Navigating Uncharted Waters: Exploring Leaders’ Challenges in the Era of COVID-19 and the Rise of Telework

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