Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?

Abstract

This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation's KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects.

Sustainable innovation in agriculture: Building competitiveness and business sustainability

“…The findings of the study build on and expand the results of previous research, e.g. Cillo et al (2019); Saha et al (2017) or Sarkar and Searcy (2016) and expand the results for agriculture. The research revealed six significant factors influencing the innovation areas that have a dominant influence on streamlining the time and financial management that are prioritised in organisations seeking to build a strategic management system to ensure business sustainability.…”

“…It is about strengthening technological development, innovation, and knowledge transfer, including the related processing and investment in the development of modern intensive technologies enabling sustainable production. It can be stated that responsible and sustainable innovation is based on several principles, including (Cancino et al 2018) market knowledge, the constant search for new opportunities, strengthening performance, the implementation of modern human resource management trends, setting effective knowledge transfer among the current employees as well as the future employees (knowledge management and knowledge continuity management), the art of overcoming obstacles, risk management, orientation to customers and other stakeholders, and effective cost management, which is in line with the research of Cancino et al (2018) or Saha et al (2017).…”

“…Not only the development of the world's population but also constant changes in the climate, ecosystems and the business environment, as well as their harmful effects on society (Chalupa et al 2021;Lee and Trimi 2021) emphasise the need to address responsible and sustainable innovation across a broad context (Saha et al 2017;Cillo et al 2019;Horbach et al 2022), using a knowledge approach (Hadj 2020). This applies to all sectors, including agriculture, forestry and food.…”

“…Source: Own elaboration https://doi.org/10.17221/321/2022-AGRICECON(Lubberink et al 2017), marketing innovation, organisational innovation in the context of the organisational structure, relationships or climate changes(Adams et al 2016;Kneipp et al 2019), material or service supply innovations, innovation in the way products or services are sold(Kneipp et al 2019), the length of the production process (Hernandez-Vivanco et al 2018), production costs(Cillo et al 2019) and knowledge transfer(Saha et al 2017). …”

Influence of entrepreneurial orientation and Leaderships management on organizational agility of hotel business in Thailand with moderating role of innovative learning

“…Leadership management is connected with organizational agility (Saha, 2017) as organizational agility is based on the adoption of various changes and promote the customized services. Therefore, in this direction, change management lead the employees to produce customized services and adopt the market changes according to the needs of the customer.…”