Changing Leadership Dynamics at Agility-Critical Interfaces: Action Research as a 25-Year Longitudinal Study

Schuiling, Gertjan

doi:10.1108/s0897-3016_2014_0000022006

Cited by 4 publications

(3 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…How organizations develop and successfully integrate agility-enhancing “dynamic capabilities” (Sune and Gibb, 2015; Schuiling, 2014) such as coordination, cooperation, capability development and connection (Gulati, 2007) into their corporate activities is at the heart of the matter at hand. Goldman et al (1995 as cited by Yang and Liu, 2012, p. 1024) groups the capabilities of agile organizations into the following four strategic dimensions: enrichment of customers, competitive enhancement by cooperation, mastery of uncertain change and leverage of key people and information.…”

Section: Dynamic Capabilitiesmentioning

confidence: 99%

The challenges of organizational agility (part 1)

Appelbaum

Calla

Desautels

et al. 2017

ICT

117

View full text Add to dashboard Cite

Purpose Planned episodic change programs, rigid processes and traditional structures, optimized for efficiency rather than agility, are no longer appropriate in a context where competitive advantage is fueled by high-speed innovation, supported by a more entrepreneurial mindset. The purpose of this two part paper is to offer a review of relevant research to provide an informed case for continuous strategic transformation facilitated by enhanced organizational agility. The concept of agility is explored, defined and a framework for categorizing agility-enhancing capabilities is presented. Specific aspects of this agility framework are examined to better understand how these interrelated competencies contribute to overall corporate performance in this fast-paced world. Design/methodology/approach A range of published empirical and practitioner research articles were reviewed to study the concepts of organizational agility and transformation as critical factors contributing to sustained competitive advantage, organizational performance and survival in the increasingly competitive global context. This literature review explores how organizations are overcoming the challenges imposed by their traditional structures, cultures and leadership models and identifies dynamic competencies to be developed to achieve a greater level of corporate agility. Findings Increased organizational agility increases the ability to respond proactively to unexpected environmental changes. The commitment to continuous transformation and agile strategies implies changes at all levels of the organization from its structure, through its leadership and decision-making dynamics, down to the skills and interpersonal relationships of the individuals implementing the agile mission. Research limitations/implications There is a gap in the literature with respect to agility, namely, that most research focuses on the characteristics of agile organizations, with little attention given to how to develop agile capabilities and embed the commitment to continuous change deep into the corporate DNA, beyond the process level, into the psyche of the people driving the organization. Practical implications Managers should consider agility as an overarching principle guiding strategic and operational activities. Fostering agility-enhancing capabilities will be paramount in ensuring the successful integration of agility as a performance enhancing paradigm. Social implications For small- and medium-sized companies with limited resources, this reality makes staying relevant an uphill battle but also opens windows of opportunity. The challenge of the next century for large organizations will be to rekindle their innovative agile beginnings and for start-ups to continue to foster their dynamic capabilities as they grow. Originality/value The paper provides practical and empirical evidence of the importance of enterprise agility and specific dynamic capabilities on firm performance.

show abstract

Section: Dynamic Capabilitiesmentioning

confidence: 99%

The challenges of organizational agility (part 1)

Appelbaum

Calla

Desautels

et al. 2017

ICT

117

View full text Add to dashboard Cite

show abstract

“…Over the years, action research has been utilized in wide variety of industries, such as manufacturing (Pace & Argona, 1989;Pasmore & Friedlander, 1982), agriculture (Meister & Gronski, 2007), biopharma (Roth, Shani, & Leary, 2007), business and information, construction, energy (Baker & Jayaraman, 2012), fashion design (Cirella, Canterino, Guerci, & Shani, 2015), media (Walton & Gaffney, 1989), food (Kocher, Kaudela-Baum, & Wolf, 2011), defense, health care, automotive (Williander & Styhre, 2006), telecommunication, fish farming (Lund, 2008), mining (Blumberg & Pringle, 1983), pharmaceutical (Ngwerume & Themessl-Huber, 2010;Stebbins & Valenzuela, 2015) and electronics (Fredberg, Norrgren, & Shani, 2011;Schuiling, 2014).…”

Section: Action Research In the Context Of Business And Managementmentioning

confidence: 99%

Action research in business and management: A reflective review

Shani

Coghlan

2019

Action Research

View full text Add to dashboard Cite

In the context of business and management, action research operates in the realm of strategies, practical tasks, and structured hierarchical organizational systems in diverse industries and across multiple business functions and disciplines. This article reflects on action research in generating actionable knowledge in this particular domain and shares the authors' perspective on future developments. The reflection explores a small number of action research studies undertaken across multiple fields and disciplines in business and management and advances distinct common denominators that can guide further research and action and aid future reflection. Through the mode of interiority, readers are invited to engage in a similar reflection on their assumptions, questions, and insights in coming to judgement about the state of the field and its future.

show abstract

“…One way to do this is through a hermeneutical-developmental process in which they are guided to intuitively grasp the salient features of ambiguous situations and to find a way out of the difficulties that serves the common good (Shotter & Tsoukas, 2014). In this case, this process consisted of reflexive conversations with all involved, first to appreciate the nature of the tensions, then to better understand the current defensive dynamic, and finally to take steps towards constructive ways to deal with the tensions (Schuiling, 2014).…”

Section: Paying Skilful Attention To Boundary Workmentioning

confidence: 99%

Four contexts of action research: Crossing boundaries for productive interplay

Schuiling¹,

Vermaak²

2017

IJAR

Self Cite

View full text Add to dashboard Cite

This paper explores how action research takes place within and between four contexts: adding practical value, improving institutions, developing professions, and contributing to theory. We argue that action research is more than those activities conducted within these contexts: it is a process of handling the generative tensions in the boundary regions. Framing action research this way has proven helpful in recasting such tensions as meaningful, in thinking through research designs in teaching and practice, and in paying sufficient attention to boundary work. This model for conceptualizing action research has been refined over two decades of practice and reflection by the authors.

show abstract

Changing Leadership Dynamics at Agility-Critical Interfaces: Action Research as a 25-Year Longitudinal Study

Cited by 4 publications

References 6 publications

The challenges of organizational agility (part 1)

The challenges of organizational agility (part 1)

Action research in business and management: A reflective review

Four contexts of action research: Crossing boundaries for productive interplay

Contact Info

Product

Resources

About