Analysis of Factors Affecting Organizational Agility

Kanani, Nima

doi:10.12816/0028363

Cited by 6 publications

(11 citation statements)

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“…Ashrafi et al (2005) argue that organizational agility is the ability of organizations to sense environmental changes and respond effectively and efficiently to the dynamics that occur, where through high competence, an organization is able to operate efficiently, produce high-quality and high-performance products, be punctual, competent management to meet organizational objectives, and create innovation (Zhang, 2011). Kanani (2016) argues that organizational agility is the ability, willingness, speed, and agility, to foster creativity and innovation to respond to unpredictable environmental changes. Key indicators of organizational agility include accountability, flexibility, competence, management, and organizational structure.…”

Section: Innovation Performancementioning

confidence: 99%

Tawazun Social Innovation and Sustainable Organizational Performance

Wibowo¹,

Widodo²,

Zulfa³

2022

J. Islam. bus. manag.

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Purpose: This study aims to develop the strategy of tawazun social innovation and examine a new model that fills the research gap and limitations of previous studies between new learning organization that relies on the conception of tawazun social innovation. This study presents several new indicators, including organizational agility, institutional reflexivity, learning leadership, innovation performance, and tawazun social innovation to realize sustainable organizational performance based on empirical models. Methodology: This study uses a mixed-methodology, with 206 quantitative respondents and 7 qualitative respondents in Central Java, Indonesia. Data collection was carried out from July to October 2021. Findings: The important results of this study show that: (1) the realization of sustainable organizational performance is built through the tawazun social innovation supported by new learning organizations, consisting of three principles and practices: organizational agility, institutional reflexivity, and learning leadership (2) the improvement of tawazun social innovation is built by organizational agility, institutional reflexivity, and learning leadership (3) the improvement of innovation performance is built on learning leadership (4) the improvement of tawazun social innovation is built on innovation performance and (5) sustainable organizational performance is built by innovation performance. Practical Implications: The tawazun social innovation drives sustainable organizational performance. Management is encouraged to develop sustainable organizational strategic plans, instilling a tawazun social innovation. This is reflected through the implementation of the values of social responsibility balance, policy innovation balance, network balance, and balance of soul.

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Section: Innovation Performancementioning

confidence: 99%

Tawazun Social Innovation and Sustainable Organizational Performance

Wibowo¹,

Widodo²,

Zulfa³

2022

J. Islam. bus. manag.

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“…In other words, hierarchical and bureaucratic organizations examined as an enemy of agility due to the prevent flexibility, responsiveness, quickness and adaptation of organizations (Teece et al, 2016: 19). In the literature, studies of Alzoubi et al (2011) and Kanani (2016) suggested that organizational structures are main indicators of organizational agility. Therefore, it is possible to express that organizational structures considered are as one of the antecedents of organizational agility.…”

Section: Antecedents Of Organizational Agility and Hypotheses Developmentioning

confidence: 99%

“…In the literature, studies of Alzoubi et al (2011) and Kanani (2016) suggested that organizational structures are main indicators of organizational agility. Therefore, it is possible to express that organizational structures considered are as one of the antecedents of organizational agility.…”

Section: Antecedents Of Organizational Agility and Hypotheses Developmentmentioning

confidence: 99%

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

Kanten¹,

Kanten²,

Keceli³

et al. 2017

Pressacademia

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This study aims to investigate some antecedents of organizational agility. In the literature, it is seen that studies suggest that some organizational factors provide to maintain organizational agility. Therefore, organizational structure, dynamic capabilities and customer orientation are considered as predictors of organizational agility within the scope of the study. For this purpose, the data which were collected from 176 employees in the retailing industry by the survey method were analyzed using the structural equation modeling. The results of the study indicate that two dimension of dynamic capabilities which are addressed as integration and coordinating have a positive and significant effect on organizational agility. However, organic and mechanic organizational structures have no significant effect on organizational agility. In addition, customer orientation levels have a positive and significant effect on organizational agility.

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“…In different circumstances, Kim, Watkins et al (2017) argued that knowledge performance and financial performance show the same correlation measure with organizational learning, the results do not support the direct effect of organizational learning on financial performance (organizational performance). On the other hand, Kanani (2016) argues that agility is a new method of responding to organizational change and development, but the fact is the lack of organizational ability to penetrate new products (services) that are changing rapidly and are needed to manage organizational agility.…”

Section: Introductionmentioning

confidence: 99%

The Approach of Social Innovation Agility: A Dynamic Capability Strategy

2022

QAS

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This study used a purposive sampling technique, with a sample size of 119 respondents, using the smart-Partial Least Square analysis technique. To synthesize a new conceptual model that can improve sustainable organizational performance based on the social innovation agility concept. The results suggest that new learning organizations can increase social innovation agility and sustainable organizational performance. This research provides a better and broader perspective for social innovation agility. Two new learning organizational variables, namely high organization agility and learning leadership, have an influence on sustainable organizational performance, but institutional reflexivity has a negative correlation. The research problem proposed can be accounted for by testing the Structural Equation Model (SEM) which was built through this research that the relationship between variables is influential and

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Analysis of Factors Affecting Organizational Agility

Cited by 6 publications

References 0 publications

Tawazun Social Innovation and Sustainable Organizational Performance

Tawazun Social Innovation and Sustainable Organizational Performance

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

The Approach of Social Innovation Agility: A Dynamic Capability Strategy

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