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

How Leadership And Organizational Culture Shape Organizational Agility In Indonesian SMEs??

A highly competitive market has increased the importance of organizational agility in attaining competitiveness through strengthening leadership and organizational culture. This study aims at examining the effect of entrepreneurial leadership on organizational agility mediated by organizational culture in Indonesian Small and Medium-sized Enterprises. There was a lack of evidence on which entrepreneurial leadership could significantly influence organizational agility through organizational culture. Using simple random sampling technique, a total of 200 employees from the centre of Industrial Village in East Jakarta, Indonesia was selected as the sample. Data were obtained through survey method and quantitatively analysed using Structural Equation Modelling with LISREL 8.8 software. The findings show that entrepreneurial leadership and organizational culture respectively have positive and significant direct effects on organizational agility. Entrepreneurial leadership has a positive and significant direct effect on organizational culture, and entrepreneurial leadership has a positive and significant indirect effect on organizational agility mediated by organizational culture. The research findings can provide guidelines for the SMEs entrepreneur to facilitate appropriate leadership and organizational culture, so as to foster organizational agility and achieve business benefits

How strategic leaders facilitate public sector digitalisation: the context of two Saudi Arabian ministries

Digitalisation is a product of necessity converting analogue signals to digital ones, replacing paper-based processing with digital (technology) language for effective and timely service delivery Digitalisation is a complementary activity improving customer value intentions, effective interaction, and collaboration in the value-chain delivery processes. Digitalisation enhances the modernisation of better service delivery both in public and private institutions. The digitalisation of government services symbolises a paradigm shift in governance, transforming and integrating public services for agile, holistic, and responsive government. Combining insights from the literature on strategic leadership and national cultural factors within the strategic triangle model, this research examines how strategic leaders facilitate public sector digitalisation service delivery: The context of two Saudi Arabian ministries. Specifically, it evaluates the effect of national civilization and power dynamics on strategic leadership panache employed to drive digitalisation in the selected ministries for quality public service delivery in the Saudi context (Saudi Vision 2030). The study used the two ministries to gain access to the ten participants. The participants were carefully selected because they provided needed information on the characteristic of interest as revealed in the pilot study. In addition, his selection of participants for the research was carefully shaped by his employment with a management position in a public institution in Saudi Arabia for over five years. Descriptive statistics and Multiple regression analysis analysed data. All respondents in the research are males. Considering that the researcher is male and cannot access female leaders due to cultural restrictions, it was impossible to identify an organisation with female leaders. In addition, female leaders worked in different locations inaccessible to their male counterparts. The Respondents are between 45 and 55 years old, with a mean age of 55.5. Results revealed that the Development Director, Information Technology director and human resources director had 20% of the population sampled. Working years of experience in directorship range between 5-8 years. The mean years of working experience are 6.4, mean departmental size is 27.50. Departmental sizes 25 and 30 are in the modal class. The driver of the strategic and operational elements of digitalisation in leadership influenced quality public service delivery by 27.5%. More so, about 20% of the leadership style compliance to digitalisation aligned with Saudi Vision 2030, while 20% of the respondents placed achieving desired results by positioning the allocation of resources, both human and natural, effectively. Moreover, 75% of the respondents reported that strategic leadership are responsible for channelling who to lead the people. The study observed that the flexible strategic archetype adopted by these ministries balances public value, operational capability and interests of the appointing authority. Hence, the strategic leadership style adopted for the digitalisation drive is engrossed in the Saudi-Vision-2030. Although the study indicated different leadership styles, leaders at the upper echelons keyed into the Saudi-Vision-2030 for digitalisation drive. Thus, transformational strategic leadership needs to be discernible through goals to influence successful digitalisation drives, such as transformational visibility, effective communication, mode of strategic leadership-drive, a channel of the drive and clearly defined roles and responsibilities. The research deduced that digitalisation has led to achieving the organisation's desired results, improving culture collaboration and cooperation, building a solid internal system and a dependable internal culture, and generating a strong social network and strong internal and external networks. Strategic leaders facilitated public sector digitalisation through a medium organisation for better service delivery. This research recommends that, for sustained successful digitalisation, leaders should be aware of the national culture in the current Saudi public sector context, accelerating growth and intergovernmental collaborations aligned to Saudi Arabia's Vision 2030. Strategic leadership must be able to operationalise the digitalisation goals set by appointing authorities with a high degree of autonomy. Further research might draw on different methodologies and stakeholder analysis using larger samples

The Influence of Cultural Values on Organizational Agility

Organizational agility, a firm’s ability to manage dynamic change, has become strategically important for companies in their innovation work. In this context cultural aspects are especially important, as they can both support and hamper organizational agility. Differences can generate innovation ability but they can also create conflicts between competing value systems, thus reducing the firm’s ability to develop organizational agility to support innovation processes. We conducted a comparative study in incumbent firms and startups in the automotive industry to identify the influence of entrepreneurial cultural values on organizational agility. The Competing Values Framework was applied to identify the relationship between cultural values and organizational agility. The result shows that cultural differences affect the companies ability to develop organizational agility for innovation work. In particular incumbents struggled to enable a change towards organizational agility. We found that startups integrated Clan and Adhocracy into an agile culture, which enabled continuous innovation growth