Technological Antecedents of Organizational Agility: PLS SEM Based Analysis Using IT Infrastructure, ERP Assimilation, and Business Intelligence

Organizations often ignore the use information technology infrastructure, Business Intelligence and ERP software to improvise their decision making process due to which organizational agility is suffered. Such organizations fail to make decisions according to the needs of the market that leads to the loss of market share. Based on the contingency theory, conceptual model of this study was developed using the constructs of IT Infrastructure Flexibility, Business Intelligence Use, ERP Assimilation, and Organizational Agility. Survey method was used to collect the data from the managers and executives, who are involved in the key decision making process in any organization. Total 253 out of 265 responses were considered valid and PLS SEM approach was used to test the direct and indirect effects. Results indicate that mediating effect of Business Intelligence Use and ERP Assimilation between IT Infrastructure Flexibility and Organizational Agility has been substantiated. Findings of this study conclude that IT Infrastructure should be improvised, specifically when organization is going to adopt the ERP systems and Business Intelligence to make the timely decisions according to the requirements of the market that ultimately affects the Organizational Agility

Dynamic Organizations: Achieving Marketplace and Organizational Agility with People

Driven by dynamic competitive conditions, an increasing number of firms are experimenting with new, and what they hope will be, more dynamic organizational forms. This development has opened up exciting theoretical and empirical venues for students of leadership, business strategy, organizational theory, and the like. One domain that has yet to catch the wave, however, is strategic human resource management (SHRM). In an effort to catch up, we here draw on the dynamic organization (DO) and human resource strategy (HRS) literatures to delineate both a process for uncovering and the key features of a carefully crafted HRS for DOs. The logic is as follows. DOs compete through marketplace agility. Marketplace agility requires that employees at all levels engage in proactive, adaptive, and generative behaviors, bolstered by a supportive mindset. Under the right conditions, the essential mindset and behaviors, although highly dynamic, are fostered by a HRS centered on a relatively small number of dialectical, yet paradoxically stable, guiding principles and anchored in a supportive organizational infrastructure. This line of reasoning, however, rests on a rather modest empirical base and, thus, is offered less as a definitive statement than as a spur for much needed additional research

Information Technology and the Search for Organizational Agility: A Systematic Review with Future Research Possibilities

Organizations are increasingly turning to information technology (IT) to help them respond to unanticipated environmental threats and opportunities. In this paper, we introduce a systematic review of the literature on IT-enabled agility, helping to establish the boundary between what we know and what we don’t know. We base our review on a wide body of literature drawn from the AIS Basket of Eight IT journals, a cross-section of non-Basket journals, IT practitioner outlets, and premier international IS conferences. We review the use of different theoretical lenses used to investigate the relationship between IT and organizational agility and how the literature has conceptualized agility, its antecedents, and consequences. We also map the evolution of the literature through a series of stages that highlight how researchers have built on previous work. Lastly, we discuss opportunities for future research in an effort to close important gaps in our understanding

Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework

The impact of enterprise systems (ES) on organizational agility (OA) is an under-researched area. Given that most organizations are heavily investing on ES infrastructure and the increasing demand for agility, the lack of research on ES and OA is a critical oversight. This article reviews previous literature on information systems in general and ES in particular and organizational agility. The article offers a comprehensive and deepened perspective toward the existing discourses on ES-enabled organizational agility. Using insights from the dynamic capability theory, we propose a conceptual framework that highlights how organizations can exploit ESs to improve their agility in two significant ways―by creating and constantly developing an ES-enabled sensing and responding capability. We also argue that the quality of the ES competence provides the necessary technical and business platform for deploying and exploiting ES in building and rebuilding sensing and responding capabilities. The proposed framework sheds light on three important missing factors in the realm of IT-enabled organizational agility, namely ES competency, the alignment between ES-enabled sensing and responding capability, and environmental dynamism. Our theorizing makes an original contribution to ES and IS research by extending previous works of IT-enabled organizational agility by introducing the three constructs previously mentioned

The co-evolutionary relationship between digitalization and organizational agility: Ongoing debates, theoretical developments and future research perspectives

This study is the first to provide a systematic review of the literature focused on the relationship between digitalization and organizational agility (OA). It applies the bibliographic coupling method to 171 peer-reviewed contributions published by 30 June 2021. It uses the digitalization perspective to investigate the enablers, barriers and benefits of processes aimed at providing firms with the agility required to effectively face increasingly turbulent environments. Three different, though interconnected, thematic clusters are discovered and analysed, respectively focusing on big-data analytic capabilities as crucial drivers of OA, the relationship between digitalization and agility at a supply chain level, and the role of information technology capabilities in improving OA. By adopting a dynamic capabilities perspective, this study overcomes the traditional view, which mainly considers digital capabilities enablers of OA, rather than as possible outcomes. Our findings reveal that, in addition to being complex, the relationship between digitalization and OA has a bidirectional character. This study also identifies extant research gaps and develops 13 original research propositions on possible future research pathways and new managerial solutions

Exploring the Future Shape of Business Intelligence: Mapping Dynamic Capabilities of Information Systems to Business Intelligence Agility

A major challenge in today’s turbulent environments is to make appropriate decisions to sustainably steer an organization. Business intelligence (BI) systems are often used as a basis for decision making. But achieving agility in BI and cope with dynamic environments is no trivial endeavor as the classical, data-warehouse (DWH)-based BI is primarily used to retrospectively reflect an organization’s performance. Using an exploratory approach, this paper investigates how current trends affect the concept of BI and thus their ability to support adequate decision making. The key focus is to understand dynamic capabilities in the field of information systems (IS) and how they are connected to BI agility. We therefore map dynamic capabilities from the IS literature to agility dimensions of BI. Additionally, we propose a structural model that focusses on DWH-based BI and analyze how current BI-related trends and environmental turbulence affect the way that BI is shaped in the future