Application of Organizational Agility to Enhance the Predictability of Costs and Increase the Probability of Creating Value

Heisterkamp, Tom

doi:10.1177/2394964319885520

Cited by 3 publications

(1 citation statement)

References 7 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The fact shows that creativity in creating value is one of the drivers of organizational agility (Nemkova, 2017), and organizations that have the capability to respond to environmental changes quickly indicate having agility (Ravichandran, 2018). Organizational agility cannot predict value creation because it was determined by customers (Heisterkamp, 2019). Organizational agility will affect the company's performance since it can make decisions quickly to respond to market changes (Cegarra-Navarro et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Value Creation Agility on Business Performance: An Empirical Study in Retail Fashion SMEs

Mulyana,

Nurhayati,

Putri

2023

Journal of Creating Value

View full text Add to dashboard Cite

This study examines the effect of digital marketing capability, relational capability, market knowledge capability and value creation agility on business performance. This study includes 312 owners or leaders of fashion retail small and medium enterprises in Central Java, Indonesia’s respondents. The data obtained were analysed by using the structural equation model. The results show that digital marketing capability, relational capability and market knowledge capability affect value creation agility and business performance. Furthermore, value creation agility affects business performance.

show abstract

Section: Introductionmentioning

confidence: 99%

Value Creation Agility on Business Performance: An Empirical Study in Retail Fashion SMEs

Mulyana,

Nurhayati,

Putri

2023

Journal of Creating Value

View full text Add to dashboard Cite

show abstract

The impact of self-development on the tendency toward organizational innovation in higher education institutions with the mediating role of human resource agility

Thani

Mazari

Asadi

et al. 2021

JARHE

View full text Add to dashboard Cite

PurposeConsidering innovation and its improvement as an essential strategy to enable organizations to continue their lives in the new competitive environment leads to a focus on employees' self-development as a factor that affects human resource agility (HRA) and the tendency toward organizational innovation. Consequently, the purpose of the study was to explain the impact of self-development on the tendency toward organizational innovation with the role of the mediator, HRA in higher education institutions as one of the most important and vital organizations in any society.Design/methodology/approachThe study was an applicable one with the quantitative approach using the descriptive–correlative method. The population consisted of 477 nonacademic employees of Kharazmi University among whom 214 ones were selected as the sample group, using a simple random sampling technique. Data were collected through the self-development, HRA and the tendency toward organizational innovation questionnaires and then analyzed using the structural equation modeling approach.FindingsThe study findings revealed a positive impact of self-development on the HRA (γ = 0/79) and HRA on the tendency toward organizational innovation (β = 0/6). Also, self-development with mediating HRA impacts the tendency toward organizational innovation (β = 0/58). Finally, self-development had no direct impact on the tendency toward organizational innovation.Research limitations/implicationsTaking the circumstances of doing this research into consideration, if there were the opportunity to do the research on the staffs of more than one university simultaneously and categorize the university staff into executives, managers and experts, more favorable results could be achieved. Also, considering group and organizational factors with the attention to the self-development approach and its factors would provide more awareness-training information on the higher education system in Iran. For future researches, both the individual and group factors are suggested to be surveyed and compared, to assess the weight and impact of these factors all together and to provide an adequate clarification of the role of the group and the organization. Finally, in future studies, it is also recommended that a qualitative approach be used to reach deeper clarifications on the aspects of these variables in the context of higher education.Practical implicationsThese findings have major practical implications concerning the higher educational settings. The findings of this study must give significant and practical insights for policymakers of universities and other higher education stakeholders, as well as recommendations to the academic community for further research in this area. First, they should recognize that nonacademic staff members are professional employees who contribute to improving organizational innovation. Higher education must focus on designing and implementing successful mechanisms and a well-planned self-development program that can help and promote the self-development approach among all staff. If the above-mentioned programs are designed based on the employees' needs analysis, they will get trained in a way to enhance mental and behavioral flexibility. The programs with such an approach can result in the proactive, adaptive, resilient behavior and agility of HR.Originality/valueThe model for this study has integrated and prioritized the key innovation drivers that would help universities design, adopt and implement policies and practices that facilitate and encourage improvements and adaptation to a fast-paced environment. Furthermore, the convincing reason for the significance of the current research is that although several types of research have been carried out on each of these three variables in different contexts separately, very few studies, like this, have directly examined the correlation between these three variables among the non-academic staff in higher education institutes. So, given the importance of the issue and rare availability of evidence in this regard, the authors were intrigued to discover whether the self-development through the mediation of HRA could reinforce and strengthen the tendency toward organizational innovation and whether HRA could be an appropriate mediator of the relationship between self-development and the tendency toward organizational innovation among the nonacademic staff of Kharazmi University as one of the most prestigious and celebrated universities in Iran.

show abstract

Conceptualization of Agile Leadership Characteristics and Outcomes from NASA Agile Teams as a Path to the Development of an Agile Leadership Theory

Silva-Martinez

2023

Journal of Creating Value

View full text Add to dashboard Cite

The purpose of this study was to develop an agile leadership theory, which involved the identification of leadership characteristics and outcomes from agile teams as they incorporated agile principles to increase value to their customers. Although outputs of agile teams and how job satisfaction of employees affect customer satisfaction are well known, existing research does not fully cover the outcomes that agile teams generate. This makes it hard for risk-averse organizations to adopt agile transformations and efficiently equip their employees with agile leadership skills. A general inductive approach with strategies from constructivist grounded theory was used to collect and analyse data. Participants for this study were selected from agile teams at National Aeronautics and Space Administration using theoretical sampling and performing a constant comparative analysis driven by the data, aiming to draw out recurring patterns and most notable categories. Those resulted in four agile leadership characteristics and four outcomes from agile teams, and a proposed agile leadership model emerged as a path to developing a theory. Organizations can use these findings to support workforce development planning and measure their agile transformation efforts.

show abstract

Application of Organizational Agility to Enhance the Predictability of Costs and Increase the Probability of Creating Value

Cited by 3 publications

References 7 publications

Value Creation Agility on Business Performance: An Empirical Study in Retail Fashion SMEs

Value Creation Agility on Business Performance: An Empirical Study in Retail Fashion SMEs

The impact of self-development on the tendency toward organizational innovation in higher education institutions with the mediating role of human resource agility

Conceptualization of Agile Leadership Characteristics and Outcomes from NASA Agile Teams as a Path to the Development of an Agile Leadership Theory

Contact Info

Product

Resources

About