Exploring the dark side of IS in achieving organizational agility

Seo, Dongmin; Paz, Ariel I. La

doi:10.1145/1400214.1400242

Cited by 90 publications

(63 citation statements)

References 5 publications

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“…In particular, from the process-based perspective, OA is a set of processes that allow an organization to sense changes and respond efficiently and effectively in timely and cost-effective manner in the internal and external environments. Sensing refers to an organization's ability to detect, capture and interpret organizational opportunities (Seo & Paz 2008). Responding represents an organizational ability to mobilize and transform resources to react to the opportunities that it senses (Gattiker et al, 2005;Oosterhout et al, 2006).…”

Section: Organizational Agilitymentioning

confidence: 99%

Organizational Agility: The Key to Organizational Success

Wageeh¹

2016

IJBM

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Background: In the current turbulent and highly competitive environment of today, OA, that is the ability of organizations to quickly sense and respond to environmental changes, is an important determinant of organization success. Purpose:The purpose of this research is to identify the types of OA (sensing agility, decision-making agility and acting agility) and its role in promoting Organizational Success (OS) of the employees at Menoufia University Hospitals in Egypt.Research Design/Methodology: To assess positive OA, refer to (OA questionnaire, Jaworski & Kohli, 1993) and OS (OS questionnaire Simon et al., 2011). The data of the study was collected from the employees at Menoufia University Hospitals in Egypt. Out of the 338 questionnaires that were distributed to employees, 285 usable questionnaires were returned, a response rate of 84%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses. Findings:The researcher has found that the study subjects do agree that OA directly affects the dimensions of OS of the employees at Menoufia University Hospitals in Egypt. Practical implications:This research helps to stimulate scientific research, particularly in terms of testing the model content, as well as studying the study variables and the factors affecting them. In addition, this research pointed to the need for organizations to practice OA in order to be able to meet contemporary intense competition, as this trend is to play an important role in enhancing OS. Originality/value:This research dealt with OA in terms of its concept and dimensions, in addition to dealing with the role of OA in promoting OS at Menoufia University Hospitals in Egypt.

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Section: Organizational Agilitymentioning

confidence: 99%

Organizational Agility: The Key to Organizational Success

Wageeh¹

2016

IJBM

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“…The management of an organization has to understand that the organization itself cannot be agile, but its employees can be. However, people are not independent from their environment, and they have to share appropriate skills in order to work under agile conditions and with suitable technologies [4], [5]. Hence, the path to an agile organization is a development process affecting all parts of an organization from workforce through organizational structures and processes to technologies used and the overall organizational culture [6], [7].…”

Section: Introductionmentioning

confidence: 99%

Development of the Organizational Agility Maturity Model

Wendler¹

2014

Annals of Computer Science and Information Systems

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Abstract-The importance of organizational agility in a competitive environment is nowadays widely recognized and accepted. However, despite this awareness, the availability of tools and methods that support an organization in assessing and improving their organizational agility is scarce. Therefore, this study introduces the Organizational Agility Maturity Model in order to provide an easy-to-use yet powerful assessment tool for organizations in the software and IT service industry. Based on a design science research approach with a comprehensive literature review and an empirical investigation utilizing factor analysis, both scientific rigor as well as practical relevance is ensured. The applicability is further demonstrated by a cluster analysis identifying patterns of organizational agility that fit to the maturity model. The Organizational Agility Maturity Model further contributes to the field by providing a theoretically and empirically grounded structure of organizational agility supporting the efforts of developing a common understanding of the concept.

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“…(Cegarra-Navarro et al, 2016). Además, la AO requiere que la organización desarrolle habilidades como: percepción del entorno, procesamiento de la información, capacidad de respuesta y aprendizaje; cuando se consiguen las cuatro, se puede asumir que se ha adquirido una competencia (Seo & La Paz, 2008). La velocidad y el impacto (Trinh et al, 2012) (Trinh, Molla, & Peszynski, 2012).…”

Section: Estado Del Arte En Agilidad Organizacionalunclassified

Business Intelligence and Its Role in Organizational Agility

Calderón¹,

Rozo²,

Sandoval³

2017

crilib

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González C., Jorge L.; Palacios R., Jairo J.; Perea S., Julio A. (2017). La intelidencia de negocios y su rol en la agilidad organizacional. 239-258. ISSN 1900-0642 La inteligencia de negocios y su rol en la agilidad organizacional 241En cuanto a BI, se denota la evolución en los conceptos de madurez, técnicas y tecnologías analíticas, recursos implicados y su impacto estratégico. En tanto que sobre agilidad organizacional se abarcan la definición del concepto y los factores que la promueven, haciendo un especial énfasis en los factores comunes entre la AO y BI. Se encuentra una relación positiva en doble vía, es decir, la AO se ve favorecida con los proyectos de BI, pero a su vez las compañías ágiles tienen un mejor aprovechamiento de las bondades de la inteligencia de negocios. PALABRAS CLAVEAgilidad organizacional, factores críticos de éxito, inteligencia de negocios. CLASIFICACIÓN JEL M00, M10, M15, M19ABSTRACT Business Intelligence (BI) is one of the business tools on which competitive advantages of various world-class companies are based. Also in the highly competitive and changing global environment, the ability of an organization to detect changes, make decisions and to do a fast implementation, is the difference between grow or disappear; this attribute in an organization is named Organizational Agility (AO). In this paper, through the systematic review of the literature, the state of art of both fields (BI and AO) is established and in particular studies examining the relationship between the two. The research about this relation is beginning, and therefore is a field with much to explore. About BI, its evolution is denoted on the concepts of maturity, technical and analytical technologies. Referring to organizational agility, the concept is reviewed as such and factors that promote, with special emphasis on the factors for the couple of concepts. The conclusion is that a positive relationship is two-way, the AO is favored with BI projects in BI mature companies, and agile enterprises obtain better results of BI.

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Exploring the dark side of IS in achieving organizational agility

Cited by 90 publications

References 5 publications

Organizational Agility: The Key to Organizational Success

Organizational Agility: The Key to Organizational Success

Development of the Organizational Agility Maturity Model

Business Intelligence and Its Role in Organizational Agility

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