Endeavor Agility on Consumption Value through Affirming an Acceptable Degree of Utilization Esteem for New Items (original) (raw)
Related papers
Enterprise Agility on Consumption Value: Bringing Satisfaction in New Product
2016
Agility becomes the norm of business, means of success. This is due to technological advances, accelerated learning process, diffusion of technologies in every sphere of life, short life cycle, high degree of risk and uncertainties. Aptly customer satisfaction has been modeled from different perspectives to address every possible explanation. Consumer behavior is very much situational. Ensuring an expected level of consumption value for new product becomes the biggest challenge to most of the marketers. How high degree of enterprise agility can bring satisfaction through confirming a satisfactory level of consumption value for new product is an issue of extensive research. A structured questionnaire is used to conduct a survey on Enterprise Agility (EA) and Consumption Value (CV). This research applies the consumption value model as the basic framework, which included the functional value, the social value, the emotional value, the epistemic value and the conditional value. The rese...
2020
The purpose of this study was to identify the dimensions and components of organizational agility based on human resource development to provide a model of organizational agility in the Islamic Azad University of Tehran. Methodology: The present study was a mixed type (quantitative and qualitative) and at the same time it was an applied research. In this regard, the statistical population of the study includes all employees of the Islamic Azad University of Tehran in 2015-17, which was about 6735, and using Morgan table and Cochran's formula and multi-stage cluster sampling method and relative 386 employees of the university as The sample size was considered. Data collection method was based on a researcher-made questionnaire, research literature and semi-structured interviews. And Cronbach's alpha coefficient of research tool was calculated 0.919. After distributing and collecting the questionnaires, reviewing the information and testing the hypotheses was done using structural equation modeling and SPSS, LISREL software. Findings: Finally, the research findings confirmed the five dimensions, strategic, information technology, human, organizational and cultural, as dimensions affecting organizational agility based on human resource development. The results showed that the strategic dimension of the highest average and dimensions of information technology and human, organizational and cultural are in the next ranks. Finally, confirmatory factor analysis showed that the dimensions of organizational agility based on human resource development up to 71.282%, the variance of existing indicators of organizational agility based on human resource development explains. Conclusion: From the perspective of the studied sample, respectively, dimensions: strategic, information technology, human, organizational and cultural in the scale of measurement (1 to 4) have been important to a large extent and very much in organizational agility based on human resource development.
Designing a Model of Organizational Agility: A Case Study of Ardabil Gas Company
Canadian Institute for Knowledge Development (CIKD)
Organizational agility means the ability of every organization in sensation, perception, and prediction of available changes in the business environment. The importance of organizational agility in a competitive environment is nowadays widely recognized and accepted. The aim of this research was to design a unified theoretical model of organizational agility for Ardabil Gas Company based upon the theoretical principles of organizational agility proposed by Goldman (1995). Organizational intelligence, organizational commitment, and organizational trust were considered as mediator variable and other four essential components of organizational agility such as forming of virtual participation valorize to humanistic knowledge and skills, change readiness, and customers answering were known as dependent variables of research. This is an applied, descriptive-correlation research, conducted by survey methodology. In this study, 568 employees, contractors, and subscribers of Ardabil Gas Company were chosen as the statistical population of the study. For the purpose of the study a questionnaire for data collection was used. Using Structural Equation Modeling (SEM), it is straightforward to test hypotheses of the equality of various correlation coefficients with any number of covariates across multiple groups. The gathered data was analyzed by using SPSS and LISREL software packages. The results of statistical analysis indicate that organizational trust has a significant positive relationship with organizational agility and organizational trust is the moderator of the relationship between technology intelligence and organizational agility and the relationship between organizational commitment and organizational agility.
The mediating effect of agility at relationship between market orientation and marketing performance
Jurnal Manajemen dan Pemasaran Jasa, 2020
Market orientation is a way for companies to focus on customers so that customers continue to buy company products. Agility is an important ability of a company to increase a sustainable competitive advantage. This study was conducted based on the decline in batik sales in Pekalongan and the existence of a research gap on the relationship between market orientation and marketing performance. This paper aims to test empirically the mediating effect of agility on the relationship between market orientation and marketing performance. Data were collected from 190 SMEs in Pekalongan. The result shows that market orientation significantly affects agility and marketing performance, and agility significantly affects marketing performance. Furthermore, agility mediates the correlation between market orientation and marketing performance. The Marketing performance of Batik SMEs can be improved by developing market orientation and agility simultaneously. The role of market orientation in impro...
Paving the path toward strategic agility
Journal of Enterprise Information Management, 2019
Purpose For organizations competing in volatile environments, strategic agility is the key for sustaining in the market. It is essential for such organizations to identify the main agility indicators that contribute to their strategic core. The purpose of this paper is to propose and test a systematic methodology that identifies key agility indicators through prioritization and establishing the intra- and inter-relationships among them. Design/methodology/approach The methodology consists of four phases. Phase I forms a pool of agility key performance indicators (KPIs). Phase II categorizes and ranks the KPIs based on their importance and the gap that exists between their current and desired level. Using interpretive structural modeling, phase III establishes the intra-relationships among the KPIs as well as agility attributes, agility enablers and improvement paths, collectively referred to as agility indicators. Finally, phase IV analyzes the inter-relationships among agility indi...
A Conceptual Exploration of Factors Affecting Agility in Organizations
IAEME PUBLICATION, 2020
Organizational agility is a concept that has emerged recently in the international business industry. The purpose of this paper is to help leaders and managers to implement agility in their organizations and create greater awareness of adapting frameworks towards achieving better results. Organizational agility represents a new concept in the business field that has not been well examined by existing literature. Previously, organizations were confident and resistant to change. However, with the new emerging technologies and open markets, due to the era of globalization, organizations need to be more flexible, timely, effective and able to change with the dynamics to survive. Organizational agility often plays a dominant role as one of the major factors influencing the survival of firms in the market. This paper shall add to the knowledge of Organizational Agility and the adoption of innovation and the change of culture towards achieving excellence. This study was conducted using a cross sectional research design and entailed the use of quantitative techniques of data collection. The contribution of this research will be of interest to both academics and business practitioners.
Multi-layer agility: a proposed concept of business agility in organizational behavior perspective
Diponegoro International Journal of Business, 2021
Turbulence in the business environment imposed large companies or market leaders to become more agile in doing business. Developing business agility can be implemented in many levels of business organization. This paper proposes a multi-layer perspective of business agility construct by examining construct validity through structural equation modelling. Based on organizational behavior theory, this paper proposes combining construct from three different perspectives of business agility: strategic agility from an organizational perspective, leadership agility from a group perspective, and learning agility from an individual perspective. The paper involved 477 supervisors and managers of Indonesian oil palm plantations as respondents. The data was analyzed by using Lisrel version 9.30. The result explains that the second-order construct is the best-fit construct for defining multi-layer agility as a measurement model.
Process-based view of agility: The value contribution of IT and the effects on process outcomes
Understanding the value of information technology continues to be of interest for managers at the intersection of accounting and information systems. Information Systems literature conceptualizes that IT is a platform for agility that derives value to the fi rm. This paper examines the value contribution by understanding the components of agility at the process level. Business process agility is conceived as a second-order formative construct formed by responsiveness, reconfi gurability, employee adaptability, and a process-centric view. A survey focused on manufacturing industries is used to validate business process agility for the purchasing and order fulfi llment processes. Business process agility is then used to test a theoretical model positing that IT is a platform for agility in which a subsequent value is derived. Findings suggest that IT is a platform for business process agility that affects process effi ciency and quality outcomes. Implications for researchers and practitioners are discussed as well as future research opportunities.
A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed for statistical analysis of the responses, this is not always the case. The agility index is defined as a combination of timeliness and profitability. Both timeliness and profitability refers to the performance of a company at a strategic level. This paper discusses about the key factors to be considered and the procedure to be followed while constructing a questionnaire for evaluating the agility index in an original equipment manufacturing industry.
Agility and inter-organizational relations as elements of creating knowledge in an organization
American Book Review, 2017
Knowledge and abilities of employees are the most important tools that serve the development of each organization. The dynamics of changes in modern economy requires from the people who manage an organization to have extremely high competences. This is dictated by an increasing competitiveness and constant pursuit to increase the value of the organization. The speed of changes that happen during this process is so big that it forces organization to make fast responses to emerging market opportunities. The use of such situations may direct the organization towards becoming an agile organization. Agility of an organization is one of the latest concepts which concerns both the organization itself as well as people employed in it. Therefore, the best solution is a process approach to creating and implementing organizational goals. One of the most important factors facilitating this process is the synergy of knowledge and possibilities of all organization's intangible resources. In t...