The Ascendency of the Paradigm Shift from Organizational Change Management to Change Agility

Purpose: Change can be bewildering, alarming, exhausting and risky but at the same time efficacious, productive, beneficial, and salutary. In the current, ever evolving work dynamics, change is the only constant. So, managing change is very important when it comes to any organisation. It is an inevitable process for both individuals and organizations. The main purpose of this study is to understand and analyze the impact of organizational agility in change management process for a successful transition.   Theoretical Framework: To keep pace with the demands of ever-changing technology, competition, and other socio-economic factors, it has become very important for organizations to act with agility when a change occurs. Moreover because of the current competitive trends, the main shift can be seen towards the agile paradigm. In our current expeditious work environment, it has become difficult to adopt and function with an existing change model with many steps.   Design/Methodology/Approach: Secondary data analysis method is used, which involves a thorough exploratory search of existing data available at varied sources.  For the review and evaluation, content analysis was carried out for 115 manuscripts to exclude the irrelevant ones. But after applying inclusion and exclusion criteria 62 papers were selected and analysed, considering time frame, objectives, and related information.   Findings: Organizational agility helps in undertaking change in a faster way as it equips employees with required knowledge and skills to efficaciously navigate change, adapting them to thrive in rapid changing environment. Organizational change agility is the unification of organizational operations, attributes and employees using advanced technology.   Research, Practical and Social Implications: The study identifies the importance of agility in change management for a successful transition in any organizations. Though change management is a well-studied subject, the success rate of any change process remains low. Incorporating agility can help in overcoming many crucial problems faced by organizations due to its flexibility, transparency, speed, and proper training.   Originality / Value: This study is an inventive attempt to enhance the management practices in relation to change management of organizations, by incorporating agility factor. The findings may help and encourage organizations to consider these agility components and variables while adopting any transformation model for a successful change.

Managing Information Systems and Technologies for Agility: Case Studies in Supply Chain Management.

This research examines how information systems and technologies enable supply chain agility. The research was performed through the field study method involving 18 organizations representing the OEMs, suppliers, and IT vendors within the aerospace, automotive, electronics, healthcare, and fast moving consumer goods industries. Interviews were undertaken with managers from the IT and supply chain departments. The interviewees conceptualize supply chain agility with respect to the level of agility (internal or external) and the directions of agility (upstream or downstream). While supply chain agility is essentially regarded as the capability to rapidly match demand requirements and supply constraints by sensing and responding to change in the environment, form IT perspective, it means offering products and services that could increase transparency and improve relationships between trading partners. These are exemplified through the use of emergent IS/IT services, such as Supplier Portal, Vendor-Managed Inventory, E-Marketplace, and Web-based EDI, as well as industry-wide standards and solutions

Implementing Scaled-Agile Frameworks at Non-Digital Born Companies - A Multiple Case Study

For traditional enterprises to harness the advantages of organizational agility, scaled-agile frameworks seem to be more appropriate to adopt agile practices at large scale. However, the adoption of agile practices often creates trade-offs between the implementation of an ideal theoretical framework and company-specific necessities. While extant research has covered the implications and challenges when adopting agile structures, our research focuses on the how and why of such trade-offs using Socio-Technical Systems Theory. Drawing on the results of an exploratory multiple case study, we reveal that companies either choose a top-down or bottom-up approach for implementation. While the first often is triggered by the need to increase customer centricity, the latter is mostly triggered by the need to increase the number of releases. Moreover, we found that the selected implementation approach has significant impact on the key design parameters for and the content of the implementation of scaled-agile frameworks

From Enterprise Architecture Management to Organizational Agility: The Mediating Role of IT Capabilities

Enterprise architecture (EA) has claimed to provide several benefits for organizations including improving organizational agility. Becoming more agile is an essential capability for organizations and a necessity to respond to the rapidly changing environment. The way these EA benefits are established is seen as complex and involves interconnections of multiple organizational facets. However, currently, there is a lack of empirical studies on EA and how it contributes to benefit realization. Moreover, empirically validated work on EA processes is even more scarce. This research addresses this gap and investigates the effect of an EA management approach on organizational agility. A conceptual model was developed proposing a mediation effect of IT capabilities on the relationship between enterprise architecture management and agility. A survey was performed among key EA stakeholders. Based on a sample of 110 responses, a partial least squares structural equation modeling analysis was performed to test the mediation model. The results indicate that the effect of enterprise architecture management on organizational agility is indeed mediated by IT capabilities. Finally, the present study discusses the implications of this research and provides suggestions for future research

Digital transformation of industrial organisations : A sociotechnical study on the role of leadership, structure and culture in achieving performance outcomes

In order to leverage the transformational possibilities of digital technology, digital transformation (DT) has become a strategic priority for industrial organisations. DT uses a mix of modern digital technologies and organisational strategies to facilitate significant business improvements. Recent studies have mostly concentrated on the technical components of DT or literatures reviews, while few conceptual and empirical studies have examined how industrial organisations are digitally transformed. This dissertation builds on the sociotechnical system perspective to answer the following question: How do industrial organisations prepare for DT? To address this question, four empirical research articles have been formulated to advance the knowledge on DT. By adopting a qualitative multiple case study method, this dissertation identifies the most important enablers of DT that help to achieve the targeted performance outcomes of the case organisations. This dissertation attempts to advance both theoretical and managerial understandings of DT by adopting a sociotechnical perspective and exploring an integrative approach for the successful DT of industrial organisations. The results of the study indicate that the case organisations’ main focus is on leadership roles and related competencies, changing organisational structures and organisational culture, which are the main enablers of successful DT. Further, the results show that the identified enablers help the case organisations to achieve organisational agility, customer centricity and enhanced collaboration, which are the main targeted performance outcomes of DT. In addition, the results emphasise that industrial organisations must jointly optimise their social and technical systems for DT in order to achieve the best results. Overall, this research demonstrates that a successful DT depends on how well industrial organisations readjust and update their organisational structures and organisational cultures to match the DT requirements. The role of leaders is vital in this change, and they must lead by example by adjusting their traditional style of leadership to match the DT requirements.Digitaalisesta transformaatiosta (DT) on tullut teollisten organisaatioiden strateginen prioriteetti, jotta ne voisivat hyötyä digitaalisen teknologian tarjoamista muutosmahdollisuuksista. DT yhdistää modernia digitaalista teknologiaa ja organisationaalista strategiaa merkittävien liiketoimintahyötyjen saavuttamiseksi. Viimeaikaiset tutkimukset ovat pääasiassa keskittyneet DT:n teknisiin osa-alueisiin tai ovat olleet kirjallisuuskatsauksia. On tehty vain muutamia käsiteellisiä ja empiirisiä tutkimuksia siitä, kuinka teolliset organisaatiot ovat digitaalisesti muuttuneet. Tämä väitöskirja vastaa sosioteknisen järjestelmän näkökulmasta seuraaviin kysymyksiin: Kuinka teolliset organisaatiot valmistautuvat DT:oon? Tähän kysymykseen vastauksena tehtiin neljä empiiristä tutkimusartikkelia edistämään ymmärrystä DT:sta. Käyttämällä kvalitatiivista monitapaustutkimusta, tämä väitöskirja tunnistaa tärkeimmät DT:n mahdollistajat, jotka auttavat tapausorganisaatioita saavuttamaan tavoitellut suoritustavoitteet. Tämä väitöskirja pyrkii edistämään ymmärrystä DT:sta sekä teorian että johtamisen kannalta, ottaen huomioon sosioteknisen näkökulman ja tutkimalla integroivaa lähestymistapaa menestyvään digitaaliseen transformaatioon teollisissa organisaatioissa. Tutkimuksen tulokset viittaavat siihen, että tapaustutkittujen organisaatioiden pääfokus on johtamisen rooleissa ja kompetensseissa, muuttuvissa organisaatiorakenteissa ja -kulttuureissa, jotka ovat pääasialliset menestyksekkään DT:n mahdollistajat. Lisäksi tulokset osoittavat, että tunnistetut muutoksen mahdollistajat auttavat tapaustutkimuksen organisaatioita saavuttamaan ketteryyttä, asiakaskeskeisyyttä ja tehostunutta yhteistyötä, jotka ovat DT:n tärkeimmät suoritustavoitteet. Lisäksi tulokset korostavat, että teollisten organisaatioiden on optimoitava oma sosiaalinen ja tekninen järjestelmänsä DT:ta varten saavuttaakseen parhaat tulokset. Tämä tutkimus osoittaa, että menestyksekäs DT on riippuvainen siitä, kuinka hyvin teolliset organisaatiot mukautuvat ja päivittävät organisaatiorakennettaan ja -kulttuuriaan ottamaan huomioon DT:n vaatimukset. Johdon rooli tässä muutoksessa on elintärkeä. Johtajien on johdettava esimerkin avulla muuttamalla perinteistä johtamistaan DT:n vaatimuksiin sopivaksi.fi=vertaisarvioitu|en=peerReviewed

Building Organizational Agility Through Knowledge Sharing and Organizational Culture in Non-Departmental Government Agencies

The pace of digital transformation is growing very rapidly in the midst of the current Covid-19 pandemic, resulting in many organizations turning to digital use to be able to compete with other organizations. To be able to keep up with the pace of development, organizations need to transform into agile organizations. One of the things that can be done is to increase organizational agility. To improve an agile organization, employees need to have knowledge that can support it. Knowledge sharing was selected as a variable capable of transforming the organization into an agile organization. In addition, organizational culture has an important role to help and encourage knowledge sharing to create an agile organization. This research is important to do because not many researchers have studied this variable simultaneously so it is hoped that the results of the researchers can be applied in public organizations in Indonesia. This study uses a quantitative approach with data analysis techniques using regression testing with organizational culture as a moderating variable using SPSS and data collection techniques by distributing online questionnaires to 259 participants in non-departmental government agencies. The results show that knowledge sharing has a significant effect on organizational agility, then the value of the influence increases when organizational culture is added. Keywords: digital transformation, organizational agility, knowledge sharing, organizational culture, non-departmental government agencie

The effect of production system characteristics on resilience capabilities:a multiple case study

Purpose To date, the literature has usually assumed that a universal approach to resilience is appropriate in which different resilience capabilities are equally important for all organizations independent of contextual characteristics. In contrast this study investigates if production process characteristics affect resilience capabilities in terms of redundancy, flexibility, agility and collaboration. Design/methodology/approach An in-depth exploratory multiple case study was carried out in eight companies across different industries. Data were gathered through multiple interviews with key informants in each company. Findings The authors find differences in, and trade-offs between, resilience capabilities and practices related to redundancy, agility and collaboration induced by the different configurations of production system characteristics: especially between discrete and process industries. Further, a major influential characteristic is the production strategy employed (make-to-stock or make-to-order) which stresses or limits collaboration and redundancy. Originality/value This is one of the first studies to explore the effects of production system characteristics as a major contingency factor on the resilience capabilities of an organization. As such it provides valuable insights into the development of a more nuanced contingency approach to how organizations can build resilience and employ specific practices that fit their situation

Exogenous Shocks and Business Process Management : A Scholars' Perspective on Challenges and Opportunities

Business process management (BPM) drives corporate success through effective and efficient processes. In recent decades, knowledge has been accumulated regarding the identification, discovery, analysis, design, implementation, and monitoring of business processes. This includes methods and tools for tackling various kinds of process change such as continuous process improvement, process reengineering, process innovation, and process drift. However, exogenous shocks, which lead to unintentional and radical process change, have been neglected in BPM research although they severely affect an organization’s context, strategy, and business processes. This research note conceptualizes the interplay of exogenous shocks and BPM in terms of the effects that such shocks can have on organizations’ overall process performance over time. On this foundation, related challenges and opportunities for BPM via several rounds of idea generation and consolidation within a diverse team of BPM scholars are identified. The paper discusses findings in light of extant literature from BPM and related disciplines, as well as present avenues for future (BPM) research to invigorate the academic discourse on the topic

Collaborative networks: A pillar of digital transformation

UID/EEA/00066/2019 POCI-01-0247-FEDER-033926The notion of digital transformation encompasses the adoption and integration of a variety of new information and communication technologies for the development of more efficient, flexible, agile, and sustainable solutions for industrial systems. Besides technology, this process also involves new organizational forms and leads to new business models. As such, this work addresses the contribution of collaborative networks to such a transformation. An analysis of the collaborative aspects required in the various dimensions of the 4th industrial revolution is conducted based on a literature survey and experiences gained from several research projects. A mapping between the identified collaboration needs and research results that can be adopted from the collaborative networks area is presented. Furthermore, several new research challenges are identified and briefly characterized.publishe

Exogenous Shocks and Business Process Management

Business process management (BPM) drives corporate success through effective and efficient processes. In recent decades, knowledge has been accumulated regarding the identification, discovery, analysis, design, implementation, and monitoring of business processes. This includes methods and tools for tackling various kinds of process change such as continuous process improvement, process reengineering, process innovation, and process drift. However, exogenous shocks, which lead to unintentional and radical process change, have been neglected in BPM research although they severely affect an organization’s context, strategy, and business processes. This research note conceptualizes the interplay of exogenous shocks and BPM in terms of the effects that such shocks can have on organizations’ overall process performance over time. On this foundation, related challenges and opportunities for BPM via several rounds of idea generation and consolidation within a diverse team of BPM scholars are identified. The paper discusses findings in light of extant literature from BPM and related disciplines, as well as present avenues for future (BPM) research to invigorate the academic discourse on the topic