The Impact of Deep Learning on Organizational Agility

Artificial intelligence advances business model, strategizes competitive resources, and impacts on organizational agility. Deep learning as a subset of AI brings changes in different aspects that substantially influences organizational capabilities. We argue that deep learning enables new conceptualization of organizational agility. We will conduct a case study in a leading Chinese FinTech company to inductively ground these impacts

Resilience Capacity and Strategic Agility: Prerequisites for Thriving in a Dynamic Environment

organizational resilience, strategic agility, competitive dynamics

Enterprise Agility: Why Is Transformation so Hard?

Enterprise agility requires capabilities to transform, sense and seize new business opportunities more quickly than competitors. However, acquiring those capabilities, such as continuous delivery and scaling agility to product programmes, portfolios and business models, is challenging in many organisations. This paper introduces definitions of enterprise agility involving business management and cultural lenses for analysing large-scale agile transformation. The case organisation, in the higher education domain, leverages collaborative discovery sprints and an experimental programme to enable a bottom-up approach to transformation. Meanwhile the prevalence of bureaucracy and organisational silos are often contradictory to agile principles and values. The case study results identify transformation challenges based on observations from a five-month research period. Initial findings indicate that increased focus on organisational culture and leveraging of both bottom-up innovation and supportive top-down leadership activities, could enhance the likelihood of a successful transformation

Artificial Intelligence for the Financial Services Industry: What Challenges Organizations to Succeed?

As a research field, artificial intelligence (AI) exists for several years. More recently, technological breakthroughs, coupled with the fast availability of data, have brought AI closer to commercial use. Internet giants such as Google, Amazon, Apple or Facebook invest significantly into AI, thereby underlining its relevance for business models worldwide. For the highly data driven finance industry, AI is of intensive interest within pilot projects, still, few AI applications have been implemented so far. This study analyzes drivers and inhibitors of a successful AI application in the finance industry based on panel data comprising 22 semi-structured interviews with experts in AI in finance. As theoretical lens, we structured our results using the TOE framework. Guidelines for applying AI successfully reveal AI-specific role models and process competencies as crucial, before trained algorithms will have reached a quality level on which AI applications will operate without human intervention and moral concerns

A Case for Developing Spiritual Intelligence in Leaders through Equine Facilitated Learning

Unpredictable circumstances, growing stresses in an ever-increasing global market, and ubiquitous ennui have left organizations and today’s leaders in government, industry, and academia without the necessary tools to transition to change in a principled manner. The authors explain that the development and maintenance of genuine leadership skills — adaptive to the dictates of the modern world — must be borne from one’s inner self, a retreat to spirituality. One available method of achieving this is through Equine Facilitated Experiential Learning (EFEL), a technique whereby leaders develop critical management skills by working with horses

Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability

Dynamic organizations (DOs) operate in business environments characterized by frequent and discontinuous change, They compete on the basis of marketplace agility; that is on their ability to generate a steady stream of both large and small innovations in products, services, solutions, business models, and even internal processes that enable them to leapfrog and outmaneuver current and would-be competitors and thus eke out a series of temporary competitive advantages that might, with luck, add up to sustained success over time. Marketplace agility requires the ongoing reallocation of resources, including human resources. We use the term workforce scalability to capture the capacity of an organization to keep its human resources aligned with business needs by transitioning quickly and easily from one human resource configuration to another and another, ad infinitum. We argue that marketplace agility is enhanced by workforce agility because it is likely to meet the four necessary and sufficient conditions postulated by the resource based view (RBV) of the firm – valuable, rare, inimitable, and non-substitutable – if it can be attained. Our analysis therefore concludes by focusing on the two dimensions of workforce scalability – alignment and fluidity – and postulating a number of principles that might be used to guide the design of an HR strategy that enhances both. Throughout the paper, key concepts are illustrated using the experiences of Google, the well-known Internet search firm. Because the analysis is speculative and intended primarily to pique the interest of researchers and practitioners, the paper ends with a number of important questions that remain to be clarified

The role of Intangible Assets in the Relationship between HRM and Innovation: A Theoretical and Empirical Exploration

This paper, as far as known, provides a first attempt to explore the role of intellectual capital (IC) and knowledge management (KM) in an integrative way between the relationship of human resource (HR) practices and two types of innovation (radical and incremental). More specifically, the study investigates two sub-components of IC – human capital and organizational social capital. At the same time, four KM channels are discussed, such as knowledge creation, acquisition, transfer and responsiveness.\ud The research is a part of a bigger project financed by the Ministry of Economic Affairs and the province of Overijssel in the Netherlands. The project studies the ‘competencies for innovation’ and is conducted in collaboration with innovative companies in the Eastern part of the Netherlands. \ud An exploratory survey design with qualitative and quantitative data is used for\ud investigating the topic in six companies from industrial and service sector in the region of Twente, the Netherlands. Mostly, the respondents were HR directors. The findings showed that some parts of IC and KM configurations were related to different types of innovation. To make the picture even more complicated, HR practices were sometimes perceived interchangeably with IC and KM by HR directors. Overall, the whole picture about the relationships stays unclear and opens a floor for further research

Re-reengineering the dream: agility as competitive adaptability

Organizational adaptation and transformative change management in technology-based organizations is explored in the context of collaborative alliances. A Re-reengineering approach is outlined in which a new Competitive Adaptability Five-Influences Analysis approach under conditions of collaborative alliance, is described as an alternative to Porter’s Five-Forces Competitive Rivalry Analysis model. Whilst continuous change in technology and the associated effects of technology shock (Dedola & Neri, 2006; Christiano, Eichenbaum & Vigfusson, 2003) are not new constructs, the reality of the industrial age was and is a continuing reduction in timeline for relevance and lifetime for a specific technology and the related skills and expertise base required for its effective implementation. This, combined with increasing pressures for innovation (Tidd & Bessant, 2013) and at times severe impacts from both local and global economic environments (Hitt, Ireland & Hoskisson, 2011) raises serious challenges for contemporary management teams seeking to strategically position a company and its technology base advantageously, relative to its suppliers, competitors and customers, as well as in predictive readiness for future technological change and opportunistic adaptation. In effect, the life-cycle of a technology has become typically one of disruptive change and rapid adjustment, followed by a plateau as a particular technology or process captures and holds its position against minor challenges, eventually to be displaced by yet another alternative (Bower & Christensen, 1995)

Social Media in the Workplace: Influence on Employee Agility and Innovative Behavior

Despite the increasing adoption of enterprise social media (ESM), little research has examined the link between ESM use and job outcomes. We examine this link, highlighting the role of agility at an individual level. We adopt two measures of use – deep structure use (view, create, and respond) and cognitive absorption use. We develop and operationalize work agility and communication agility as primary benefits of ESM use, which are hypothesized to affect employees\u27 innovative behavior outcomes. Using two waves of surveys from a Fortune 500 company, we found that create and respond were significant for work agility, while create and view were significant for communication agility. Cognitive absorption use influences both work and communication agility. Counter-intuitively, we found a negative effect of communication agility on innovative behavior, while work agility was positive as expected. This research sheds light on the underlying influence mechanism of ESM use from the dual perspective of system use