Organizational Design for Agility

Wawarta, Christina Angelika; Heracleous, Loizos

doi:10.1017/9781108545884.009

Cited by 2 publications

(5 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Another characteristic of operational agility is a flat complex-free organization which is logical and transparent and has fluidity of resources, as argued by Wawarta and Heracleous (2018), Aghina et al (2017) and Denning (2016). Because of the structure of the association, with autonomous organizations being members these two are hard to implement: WG members are part of their own organization and as well a part of the association.…”

Section: Discussionmentioning

confidence: 99%

“…On the front of enablers—IT and information flows as described by Wawarta and Heracleous (2018) and Holbeche (2018)—there are now more and more digital means of meeting online, with the association having a team site and databases in accessible cloud environments. The IT part is well arranged, but information flows are not as easy.…”

Section: Discussionmentioning

confidence: 99%

“…This is an important task of the association as most members of the association will not have the manpower or capacity to take scanning of the environment and exploring new possibilities on by themselves. As a result, they will seek these resources outside of their own organization (Holbeche, 2018; Wawarta & Heracleous, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…An agile structure consists of teams working quite autonomously on projects (Aghina, Ahlbäck, De Smet, Fahrbach, Handscomb, & Lackey, 2017; Barton, Carey, & Charam, 2018; Denning, 2016; McChrystal, Collins, Silverman, & Fussell, 2015). These teams are embedded in a flat (Aghina et al, 2017), complex-free (Wawarta & Heracleous, 2018) structure, which forms a stable backbone (Aghina, De Smet, & Weerda, 2015) for these teams to work in. This could even go as far as having an open structure, where outsiders are welcomed in (McChrystal et al, 2015; Tolf et al, 2015) and where fluidity of resources is present (Aghina et al, 2017; Denning, 2016; Doz & Kosonen, 2010; Holbeche, 2018; Prange & Heracleous, 2018).…”

Section: Introduction Of Theories Used In This Studymentioning

confidence: 99%

“…The backbone structure should free up the time of the group members for the core business and facilitate their work. Processes in the organizations are to be swiftly consecutive (Holbeche, 2018; Wawarta & Heracleous, 2018) combined with an easy adoption of new processes (Aghina et al, 2017). Lastly, supporting (IT-) systems need to be in place to enable an easy flow of information (Holbeche, 2018; Wawarta & Heracleous, 2018).…”

Section: Introduction Of Theories Used In This Studymentioning

confidence: 99%

See 4 more Smart Citations

The Value of Agile Ways of Working in a Non-Profit Network Organization

Kramer

Heuvel

2019

Journal of Creating Value

View full text Add to dashboard Cite

Agile ways of working have been applied to single organizations and corporations. But cases on agility for non-profit associations dealing with a multitude of members, geographies and their own boards are scarce. Can agility also be applied in a non-profit networked organizational setting in a way that creates value, rather than destroying it? The focus of this article will be on the outcomes of piloting agility with a virtual long-distance team across Europe, including benefits and pitfalls. Value should be created through virtual teams of the association: both for the benefit of members and the association itself. If there is no or little value created there, the members will be unlikely to participate in these groups, undermining the added value of the association. Currently, these teams do not all create value for the membership, and sometimes even destroy value by costing the membership time and money and not delivering relevant output. In this pilot study, one virtual group was followed, interviews with the group members have been held and the members of the association were surveyed about the existing situation in the focal organization. We found that an agile way of working is beneficial for a virtual team and implementing this in an ailing virtual team can give it new élan. This way, the teams can deliver value to the membership, and thus to the association, instead of the groups not functioning well leading to value destruction for the association, as members might turn away from the association for their sought added value. Further, the network organization itself partially shows traits of organizational agility, which could be improved to fully support virtual teams.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%