The antecedents of organizational agility: organizational structure, dynamic capabilities and customer orientation (original) (raw)
Related papers
ORGANIZATIONAL STRUCTURE IMPACT THE RELATIONSHIP BETWEEN ORGANIZATIONAL AGILITY AND CUSTOMER SATISFACTION, 2023
By applying organizational agility practices, organizations, especially, banks can achieve better customer satisfaction and centricity along with the ability to adapt their structure. This study investigates the direct relationship between organizational agility and customer satisfaction as well as the moderating effect of organizational structure on the organizational agility and customer satisfaction relationship. The study is crosssectional based on using 33 Likert-scale items to design a questionnaire, which is distributed to 430 employees and managers working in the commercial banks of Jordan. By adopting SPSS, exploratory factor analysis is used to validate the study's variables; multiple linear regression and process macro tool are used to test the study's hypotheses. The findings show that organizational agility in terms of sensing, responsiveness, acting, and reconfiguration affects customer satisfaction. Moreover, all organizational agility factors affecting customer satisfaction are moderated by formalization while organic structure moderates only the relationship between two factors of organizational agility and customer satisfaction. Overall, the study found that while organizational agility may impact customer satisfaction, ultimately, its potential to achieve superior customer satisfaction is conditioned by the organizations' ability to adjust their internal structures. The contribution of this study lies in the moderation effect of organizational structure, which provides researchers and practitioners with an insight into competitively utilizing organizational structure.
Investigating Organizational Agility Components
2013
The organizations complex social system that influences mankind any time. The organizational performance is influenced by employees. This is why that the employees' behavior is considered by organizational managers. With regard to this fact that this subject is a new research field in Iran and there is not any fundamental research in this area in Iran, the present study was aimed to investigate of organizational agility components (culture, leadership, organizational change and customer service) on the organizational performance in Isfahan Snowa Company based on satellite model. The results of this study can be used for coordinating and integrating variant movements of the organizations toward promoting agility and performance improvement. This study is a descriptive-survey research. The statistical population of this study includes assistants, senior managers, public managers, and chiefs in Isfahan Snowa Company. This statistical population consists of 202 members. In order to collect the research data, all of the statistical population members have been surveyed. The reason is that the statistical population is not so much large for doing sampling and so all of the statistical population members have been surveyed. Validity of the questionnaire has been examined and confirmed through face validity. Also Cronbachs' Alpha Coefficient has been used for examining reliability of the questionnaire. This coefficient was 0.79 for our questionnaire that confirms its reliability. The research hypotheses have been tested by descriptive and inferential statistics in the SPSS and Amos. The results of this study revealed that there is a significant positive relationship between culture, leadership, organizational change, and customer services (as dimensions of agile organization) and organizational performance.
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.
Proceeding of the 3rd International Conference on Marketing, 2015
Human resources are one of the important resources in organizations, and their capability causes the organizations to act more successfully in achieving their goals. That is why human resources agility is one of the important and basic concerns in organizations. In this regard, the present article aims to investigate the relationships among the components of organizational agility development in the service organizations of Tabriz. The research variables consist of the indices affecting organizational agility development which have been identified in the previous studies. The research method is descriptive, and the statistical population includes 30 managers of service organizations holding at least M.A. degrees. Data collection has been carried out through the use of a researcher-made questionnaire, the validity and reliability of which have been confirmed through content validity and test-retest. For data analysis, the researchers have applied interpretive structural modeling technique. The results indicate that the component "Customer enrichment" has the highest rate of dependence and the components "flexibility" and "developing efficiency" have the highest rate of impact.
The effect of organizational agility on customer satisfaction through competitive advantage , 2023
In a highly intensive competitive environment, agility might work as a primary source of survival and success. This study investigates the influence of organizational agility on customer satisfaction through competitive advantage at Jordanian commercial Banks that represent one of the most important sectors in Jordan. A quantitative study based on previous studies is used to measure the variables. After excluding the incomplete answered questionnaires, 400 questionnaires are analyzed using exploratory factor analysis and multiple linear regression analyses along with Baron and Kenney's approach to test the study's hypotheses. Findings show that organizational agility has a positive effect on customer satisfaction. On the other hand, the mediation effect of competitive advantage is found in the relationship between organizational agility and customer satisfaction. Results indicate the importance of competitive advantage in the effectiveness of organizational agility practices. Competitive advantage can enhance the implementation of organizational agility tactics, which, in turn, impact customer satisfaction positively. This study represents a contribution to the literature by exploring how competitive advantage enhances the organizational agility-customer satisfaction relationship.
Organizational Agility: Current Challenges and Future Opportunities
2021
In this introduction to the special issue on organizational agility, we carve out central challenges in research on organizational agility. More specifically, we suggest that (a) scholars have used a variety of definitions of organizational agility, (b) the agility concept has evolved in different communities that lack joint knowledge development, and (c) the term agility has been used to refer to different empirical phenomena (i.e., methods versus capability of an organization). Rather than suggesting the unification of theoretical and methodological approaches, this special issue provides a forum to embrace different theoretical and empirical approaches to advance the understanding of organizational agility. The editorial provides an overview of the contributions in the special issue and carves out possible avenues for future research.
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.
Management Science Letters, 2012
The primary aim of this survey is to study the relationship between organizational structure and organizational agility in an insurance company in Iran. The statistical population includes 300 employees and managers of the proposed insurance company across in Tehran province, Iran and a sample of 73 people are selected, randomly for the survey. Questionnaire is used as a major tool of data collection. Validity of the questionnaire is confirmed through content validity by professors and experts. Reliability of the questionnaire was calculated using Cronbach alpha. SPSS software is used for data analysis. Research findings illustrate there is a significant relationship between organizational agility and two dimensions of organizational structure, i.e. formalization and centralization. No significant relationship was observed between complexity and organizational agility.