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

Schuiling, Gertjan

doi:10.1108/s0897-301620140000022006

Cited by 9 publications

(1 citation statement)

References 19 publications

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“…How organizations develop and successfully integrate organizational agility capabilities into their activities remains paramount to sustaining their competitive advantage (Schuiling, 2014;Sune & Gibb, 2015;Yang & Liu, 2012). There is dearth of literature on how organizations integrate agility capabilities into their activities.…”

Section: Introductionmentioning

confidence: 99%

Organizational agility capabilities and sustainable competitive advantage in private multi-Practice hospitals in Kenya

Ngeche

Kaluyu

2023

TUJ

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This study’s purpose was to explore the relationship between organizational agility and sustained competitive advantage among Kenyan Private Multi-Practice Hospitals (PMPHs). The study was driven by positivism philosophy and used a descriptive correlational research design. The target population included 690 managers from 46 private level 5 hospitals in Kenya from which a sample of 253 managers was obtained using stratified simple random sampling technique. To gather data, a standardized questionnaire was administered. The collected data were analysed using descriptive statistics (means, percentages, frequencies and standard deviations) and structural equation modelling. The findings from the study established that organizational agility of the PMPHs in Kenya had a significant positive effect on their sustained competitive advantage (β= 0.556, CR = 5.158, p <0.05). There are implications from the study findings for Kenya's private hospital administration to enhance the organizational agility capabilities of their hospitals such as sensing capabilities, leveraging capabilities and reconfiguration capabilities, as an avenue to effectively, and efficiently respond to the complex and dynamic external environment.

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Section: Introductionmentioning

confidence: 99%

Organizational agility capabilities and sustainable competitive advantage in private multi-Practice hospitals in Kenya

Ngeche

Kaluyu

2023

TUJ

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A Little Less Conversation, a Little More Action: Participatory Insider Action Research in an Executive Team

Kenefick

Kirrane

2021

Syst Pract Action Res

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In this paper, we describe a Participatory Insider Action Research (PIAR) intervention within the Executive Committee (EC) of a large publicly funded service for people with intellectual disabilities. I was a member of this EC and had been for 20 years. The intervention ran over a two-year period and comprised three cycles of PIAR. We addressed two specific organisational issues but our work did not deliver change in these areas in a substantial sense. We identify power dynamics and role duality challenges as the core factors that contributed to this outcome and describe their effects in this under-researched domain. We finish by offering some advice for future researchers undertaking initiatives of this nature.

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The challenges of organizational agility (part 1)

Appelbaum

Calla

Desautels

et al. 2017

ICT

117

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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.

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

Cited by 9 publications

References 19 publications

Organizational agility capabilities and sustainable competitive advantage in private multi-Practice hospitals in Kenya

Organizational agility capabilities and sustainable competitive advantage in private multi-Practice hospitals in Kenya

A Little Less Conversation, a Little More Action: Participatory Insider Action Research in an Executive Team

The challenges of organizational agility (part 1)

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