Organizational Agility

Agile mode projects are increasingly popular among IT Department, including the most complex organizations. The deployment of agility on a larger scale fits over a long period because the motivations are part of a persistent setting. The deployment of large-scale agility is therefore based on a deep and lasting transformation of the organization. In order to support transformational business changes, IT must streamline the top-down process of new IT processes. The success of an IT service and asset management depends on innovation, agility, and efficiency to accompany the transformation of the organization from a traditional vision to a digital vision. The aim of this article is to propose a practical agile framework to improve IT service and asset management ITSM/ITAM processes through a case study in the organization. The finding will help organizations to assess their capabilities and to address the procedural, technical and human aspects of IT service and asset management.

For people, organisations, communities and societies, agility in the sense of being able to rapidly respond and adapt to changing situations and circumstances and new challenges and opportunities can be a requirement for remaining relevant. Different forms of executive, corporate, board and network or supply chain agility can be required for a variety of reasons. Agility may not be easy to achieve and may or may not be desirable, depending upon its purpose and the situation and circumstances. Agility has its technology and human enablers, can have costs and consequences and may also have limits. Crises and existential threats in the contemporary business environment may require new forms of agility and relationships. They present challenges and create opportunities for individuals, organisations, communities and societies and give rise to aligned and shared interests, a requirement for collaboration and collective responses, and a need to consider agility from different perspectives and rethink what is possible. Our understanding and expectations of agility may need to change. Being quick, clever, adroit and dextrous at an individual or organisational level in navigating a succession of incidents and events may no longer be enough to cope with current and inter-related challenges. We may need to take a wider and more balanced, collective and inclusive view of agility and move on from agility to adaptation, and the systemic thinking, shared purpose, collaboration and collective transition and transformation journeys over a longer time horizon that are required to address an existential threat such as climate change.

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.

We live in a VUCA world with an environment that is volatile, uncertain, complex, and ambiguous. The coronavirus pandemic illuminates what happens to a firm or industry that lacks organizational agility and responds slowly to threats. Even before COVID-19, thanks to globalization, the internet, and exponential technological growth, no business was immune from early obsolescence. Organizations need new kinds of leaders, those with vision who can see where technology is going, hire adaptable employees, and can quickly change direction when necessary. This paper provides numerous examples of blunders ranging from missed opportunities to unethical practices.

AgilemodeprojectsareincreasinglypopularamongITDepartment,includingthemostcomplex organizations. The deployment of agility on a larger scale fits over a long period because the motivationsarepartofapersistentsetting.Thedeploymentoflarge-scaleagilityisthereforebased onadeepandlastingtransformationoftheorganization.Inordertosupporttransformationalbusiness changes,ITmuststreamlinethetop-downprocessofnewITprocesses.ThesuccessofanITservice andassetmanagementdependsoninnovation,agility,andefficiencytoaccompanythetransformation oftheorganizationfromatraditionalvisiontoadigitalvision.Theaimofthisarticleistoproposea practicalagileframeworktoimproveITserviceandassetmanagementITSM/ITAMprocessesthrough acasestudyintheorganization.Thefindingwillhelporganizationstoassesstheircapabilitiesand toaddresstheprocedural,technicalandhumanaspectsofITserviceandassetmanagement.

Key performance indicators are used by some large enterprises to alert executives to opportunities and dangers. Executives seek “leading indicators” to help them make decision early enough to make a difference.

In large enterprises adopting agile practices, managers sometimes use behavioral compliance metrics to help teams self-assess or to gauge how practices are performed. These often cause dysfunctions, especially when coupled with incentives to meet metric-based targets.

We outline a set of scalable metrics that articulate the “Why?” of agile practices, and allow freedom for teams to explore their own
approaches. Anecdotally, these approaches seem to produce improved Product Owner communication, team member alignment, more accurate forecasting and higher quality software production.

As a consequence of never-ending changes occurs in the business environment, organisations must ensure that they own proficient people who could adapt themselves to development. An agile organisation is one that possesses the ability to face changes and succeed with the support of competent staff and strategies. This research article emphasises the competitive advantage which organisation offer in turbulent scenario. However,  This study presents a comprehensive literature review to create an apparent link between organisational agility and HRM practices. It provides an abstract landscape that acknowledges rule the people in building of organisations responsive.

Both organizational agility and learning capability are prerequisites for organizational survival and success. This study explores the contribution of agility practices to organizational learning capabilities at the commercial banks in Jordan. To examine the proposed model, a sample of 158 employees within top and middle managements was used. Structural Equation Modeling was conducted for assessing validity and reliability of measurement instrument, evaluating model fit, and testing hypotheses. This study recognizes agility as a key element of learning facilitators. Findings affirm the strategic value of agility and conclude that administrators working within agile organizations would be able to acquire conditions that foster learning.

With increasing impetus from the 1980s, information and communication technology (ICT) has become a powerful driver of change. Past the immediate dynamism that ICT has brought to organizations, this précis considers second-level impacts on economy, society, work, and the very act of organizing. The précis explains that organizations must now learn to leverage ICT for agility and showcases different interpretations of the changing nature and function of individual and collective leadership. Olivier Serrat 31/03/2021

Development and breakthrough of information and communication technologies in all spheres and aspects significantly changed the way of conducting business. Digital transformation is not an option for organizations, no matter of their size, industry, maturity, number of employees, customers and so on. In order to survive and stay competitive in digital age, organizations need to be agile, flexible, ready to adjust on rapid changes in the business environment and create new values for customers. Traditional banks recognized all benefits and potentials reflected in usage of new digital technologies. Their focus is shifted on simplification of providing service on anytime in any place to potential customers. Through adoption of Big Data concept and customer-centric approach, banks are among those organizations which widely use new technologies in digital age with the aim to create and sustain competitive advantage. Banking industry is obviously changed and significantly reshaped by digitalization process. In this paper is presented the case of DBS bank from Singapore, which made an extraordinary turnover in its business toward digital transformation and positioned itself as the leading digital bank in the world..

A multilevel theory of agility for C2 is absent. This paper uses an organizing paradigm to reinterpret the existing body of research in order to explore the multilevel self-organizing dynamics that underpin the emergence of organizational agility. Following social theory's practice-turn, we outline in section 2 the essence of the organizing paradigm and map some of its implications. We reflect on the routines, creativity and complexity inherent in human organizing, and how organizing practices manifest new collective C2 capabilities for unanticipated, unexpected and unfamiliar circumstances. Then we consider the role and limits of individual agency and rationality within the process of organizing, placing the emphasis on a collective process of structuring that imposes change and order in structure. In section 3 we present an illustration of some organizing principles and practices that may feature within a multi-level theory of agility. We explore how collective sensemaking is intertwined with collective organizing, and briefly reflect on a conceptual model of agility in the organizing paradigm. In the concluding section 4 we discuss the usefulness of an organizing paradigm for C2 agility research and invite collaboration in researching cross-level organizing processes and practices.

(There is also an accompanying conference presentation and script you can find here)

The present research aims to investigate the relationship between organizational architecture and organizational agility in the mobile carriers of Erbil in Iraq. A questionnaire was conducted on mobile companies based on a random sampling technique. The results show there is a statistically significance and positive relation between organizational architecture and organizational agility. The results also indicated that organizational architecture has a statistically significant and direct positive effect on organizational agility. Finally, the researchers draw an overall conclusion from the research as a whole.

High-quality human resources are an important capital in the face of digital transformation. Digital transformation creates increased employment opportunities, but encourages disruption in various fields that determine future economic development globally and present challenges in various aspects of human life, one of which is digital transformation. In order to keep up with the pace of movement, it takes oraganization or companies with high agility. Organizational agility is essentially necessary for organizations facing changing conditions to use factors of production to achieve organizational, employee, and shareholder goals. The method in this research is This research uses a type of literature research or literature study (library research or literature review). The results explained that having a digital culture is very important in attracting digital talents. Organizations with good digital talents are considered to have readiness in facing all changes.

External Adaptability is an outcomes measure of organizational effectiveness reflecting proficiency levels in responding to external change.  Many higher education institutions are interested in reshaping their goals to better meet the needs of a growing global market.  To analyze external adaptability, 52 higher education faculty and administrators from institutions in more than 16 countries were surveyed using the Human Synergistics International Organizational Effectiveness Inventory® (OEI®) Survey.  Results revealed that external adaptability scores fell below both the Historical Average (50th percentile) and the Constructive Benchmark. Subgroup analysis revealed that scores were below the Historical Average for faculty, administrators, males, females, and private- and public not-for-profits.  By contrast, scores approached the Historical Average (50th percentile) in private for-profits, and exceeded the Constructive Benchmark in public for-profits.  Trends for slightly higher scores were noted for administrators and males as compared to faculty and females respectively.  To improve agility in higher education institutions, further diagnostic analysis of organizational decision making is warranted.  The Performance Triangle diagnostic model is discussed and the use of the AgilityINsights Diagnostic™ Survey from Sphere Advisors AG is recommended.  Attaining high external adaptability is critical for the future of higher education."

Tactical agility in the sense of being adroit, quick and smart in reacting to and coping with a succession of events may no longer be enough. More than rapid responses might be needed to remain relevant. It may also require strategic, corporate and value chain agility and a succession of activities and initiatives to adapt to changing situations and circumstances, multiple challenges and related opportunities. Directors must ensure the speed, duration, direction and purpose of change and desired adaptation, transition or transformation match the required and available or accessible capability to achieve it.

Boards have a responsibility for corporate agility, or the ability of a company to adapt to changes in its environment by being alert, sensitive and responsive to changing conditions, priorities and requirements, and quickly adapting to them. Boards may need to ensure that consultation with business partners and stakeholders occurs and that aligned, consistent and complementary steps are introduced over a more extended period of time.

In the contexts in which many companies operate, directors need the mental agility to adapt and cope, explore, investigate, question and challenge, and the persistence to sustain such activities during transition and transformation journeys. Purpose, vision, goals, objectives, policies and priorities, and the assumptions that underpin them, should be regularly reviewed to ensure they are still relevant and current.  To be agile, directors need to be alert to what is happening, open to ideas and possibilities and able to think and exercise independent judgement.

Whether or not agility is desirable will depend upon its purpose. Some boards are already leading and intelligently steering companies on responsible adaptation and innovation drives. This might be the time for more directors to move on from agility to adaptation, and the systemic thinking, shared purpose, collaboration and collective transition and transformation journeys over a longer time horizon that are required to address an existential threat such as climate change and create new ways of living with it.

The collaborative networks paradigm, particularly when focusing the rapid formation of consortia, represents an important mechanism to support enterprises' agility and resilience in turbulent business environments. By dynamically combining the best fitting set of competencies and resources, communities of enterprises can be reshaped in different organizational forms, in order to cope with unexpected changes and disruptions, while also seeking to take advantage of new business opportunities. In this context, this paper provides a brief survey of the area, summarizing the main classes of collaborative networks, current state of developments, and challenges ahead.

The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)

There are several reasons why a digital culture should matter to your organization to support digital transformation. It impacts corporate culture just as much as business models, but why?
Breaks hierarchy and speeds up work – it’s crucial to let employees make their own judgements and breaking down the hierarchies empowers people to make quicker decisions.
Encourages innovation – digital culture enables organizations to foster a workplace that motivates employees to try new things whilst enhancing the learning of your workforce.
Attracts new age talent and retains current workforce – Millennials and GenZs no longer want to work in a 9-5 environment. They want to be part of a digital culture that allows a collaborative and autonomous workplace. It also increases employee engagement, permitting them to bring their voice of opinions and create an impact.

Amplified by information and communication technology (ICT), the volatility, uncertainty, complexity, and ambiguity of situations challenge organizations to anticipate and reap opportunities. This précis maps out core concepts of agility that organizations can follow to renew themselves and succeed in turbulent environments, signifies principles that leaders should honor for reflective and effective organization design, and touches on practical approaches to exploiting agility for advantage. Citing lessons of experience, the précis underscores the need to leverage ICT with e-leadership in ways that synergize people and technology in newfound workforce ecosystems, especially with respect to the virtual teams that characterize the "New Normal".

Agile leadership is considered the modern miracle cure. Hardly any executive gets past this topic. Yet in many places this topic is nothing more than a buzzword. Unfortunately - because agile leadership is a valuable tool that can be acquired and applied by every manager.

What does agile leadership mean in the context of digital transformation? How does it change leadership responsibility and style? How can agile leadership competence be developed in everyday life? How do you become an agile leader driving transformation?

Puckett and Neubauer`s book provides answers to these questions. It looks beneath the surface and shows evidence-based which competencies and personality traits distinguish agile leaders, and how they can be acquired. This is complemented by the perspective of how agile leadership can be successfully implemented. Agile leadership must be authentic and connect. It all too often fails due to the existing environment or resistance from others. Pragmatically, the book shows how this resistance can be overcome and how the transformation of the organization can succeed.

This book is based on decades of work with leaders and organizations, and a scientifically substantiated behavior-oriented competency model.

It focuses on how learning agile leadership helps to use our existing strengths, competencies and experiences to become fit for the future.

“I consider this book a ‘Must Have’ for all current and future leaders.”
Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation

The importance of employing different kinds of leadership to improve organizational health will vary according to a company’s starting point. This study used employee survey data from 165 organizations including over 375,000 individuals to develop a contingency approach to enterprise-wide leadership. The model prescribes a differentiated set of leadership behaviors to emphasize contingent on situation, as defined by quartile of organizational health on the McKinsey & Co.'s Organizational Health Index (OHI). The prescribed set is complemented with a set of non-contingent leadership behaviors, e.g., "Do these always."

‫ﺳﺎل‬ ‫ﺻﻨﻌﺘﻲ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ ‫ﻣﻄﺎﻟﻌﺎت‬ ‫ﭘﮋوﻫﺸﻲ‬ ‫ـ‬ ‫ﻋﻠﻤﻲ‬ ‫ﻓﺼﻠﻨﺎﻣﻪ‬ ‫ﻫﺸﺘﻢ‬ ‫ﺷﻤﺎره‬ ، 21 ، ‫ﺗﺎﺑﺴﺘﺎن‬ 90 ‫ﺻﻔﺤﺎت‬ 85 ‫ﺗﺎ‬ 106 ‫ارﺗﻘﺎي‬ ‫ﻓﺎزي‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﻋﻤﻠﻜﺮد‬ ‫ﺗﻮﺳﻌﻪ‬ ‫روﻳﻜﺮد‬ ‫ﺑﺎ‬ ‫ﺳﺎزﻣﺎﻧﻲ‬ ‫ﭼﺎﺑﻜﻲ‬ ‫ﭼﻜﻴﺪه‬ ‫ﭼﺎﺑﻜﻲ‬ ‫اﻣﺮوز،‬ ‫ﺗﺠﺎري‬ ‫دﻧﻴﺎي‬ ‫در‬ ‫از‬ ‫ﻳﻜﻲ‬ ‫ﻣﻬﻢ‬ ‫وﻳﮋﮔﻲ‬ ‫ﺗﺮﻳﻦ‬ ‫ﻫﺎ‬ ‫ﻣﻲ‬ ‫ﻗﻠﻤﺪاد‬ ‫رﻗﺎﺑﺘﻲ‬ ‫ﺻﻨﺎﻳﻊ‬ ‫در‬ ‫ﺷﻮد‬ . ‫در‬ ‫اﻳﻦ‬ ‫در‬ ‫ﺳﺎزﻣﺎﻧﻲ‬ ‫ﭼﺎﺑﻜﻲ‬ ‫ارﺗﻘﺎي‬ ‫راﺳﺘﺎي‬ ‫در‬ ‫ﻧﻮﻳﻦ‬ ‫روﻳﻜﺮد‬ ‫ﻳﻚ‬ ‫اراﺋﻪ‬ ‫ﺑﻪ‬ ‫ﺣﺎﺿﺮ‬ ‫ﭘﮋوﻫﺶ‬ ‫راﺳﺘﺎ‬ ‫ﺷﺮﻛﺖ‬ ‫ﻣﻲ‬ ‫ﻣﻮﺳﺴﺎت‬ ‫و‬ ‫ﻫﺎ‬ ‫ﭘﺮدازد‬ . ‫روﻳﻜﺮد‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﻋﻤﻠﻜﺮد‬ ‫ﺗﻮﺳﻌﻪ‬ ‫ﺗﻜﻨﻴﻚ‬ ‫ﺑﺮاﺳﺎس‬ ‫ﻣﺬﻛﻮر‬ ) QFD ( ‫ﻛﻴﻔﻴﺖ‬ ‫ﺧﺎﻧﻪ‬ ‫دو‬ ‫ﺗﺪوﻳﻦ‬ ‫ﺑﺎ‬ ‫و‬ ‫اﺳﺖ‬ ‫ﺷﺪه‬ ‫ﺑﻨﺎ‬ ) HOQ ( ‫ﻣﻲ‬ ‫ﺻﻮرت‬ ‫ﭘﺬﻳﺮد‬ . ‫ﻣﻬﻢ‬ ‫ﻧﺨﺴﺖ،‬ ‫ﮔﺎم‬ ‫در‬ ‫ﺗﺮﻳﻦ‬ ‫ﭘﺎﻳﻪ‬ ‫رﻗﺎﺑﺘﻲ‬ ‫ﻫﺎي‬ ‫ﻣﻲ‬ ‫ﺷﻨﺎﺳﺎﻳﻲ‬ ‫ﺻﻨﻌﺖ‬ ‫ﺷﻮد‬ . ‫ﺗﻮاﻧﻤﻨﺪي‬ ‫از‬ ‫دﺳﺘﻪ‬ ‫آن‬ ‫ﺗﻘﻮﻳﺖ‬ ‫و‬ ‫ﺷﻨﺎﺳﺎﻳﻲ‬ ‫ﺑﻪ‬ ‫دوم‬ ‫ﮔﺎم‬ ‫ﻫﺎي‬ ‫ﭼﺎﺑﻜﻲ‬ ‫ﭘﺎﻳﻪ‬ ‫ﺑﻪ‬ ‫رﺳﻴﺪن‬ ‫ﺑﺮاي‬ ‫ﻛﻪ‬ ‫دارد‬ ‫اﺧﺘﺼﺎص‬ ‫اﺳﺖ‬ ‫ﺳﺎزﻣﺎن‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫ﻣﺬﻛﻮر،‬ ‫رﻗﺎﺑﺘﻲ‬ ‫ﻫﺎي‬ . ‫ﮔﺎم‬ ‫در‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﭼﺎﺑﻜﻲ‬ ‫ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎي‬ ‫ﺳﻮم‬ ‫ـ‬ ‫ﺗﻮاﻧﻤﻨﺪي‬ ‫ﺑﻪ‬ ‫رﺳﻴﺪن‬ ‫اﺑﺰار‬ ‫ﻛﻪ‬ ‫ﻫﺎي‬ ‫ﻣﺬﻛﻮر‬ ‫ﭼﺎﺑﻜﻲ‬ ‫اﺳﺖ‬ ‫ـ‬ ‫ﺑﻬﺮه‬ ‫ﻣﻮرد‬ ‫و‬ ‫ﺷﺪه‬ ‫ﺷﻨﺎﺳﺎﻳﻲ‬ ‫ﻣﻲ‬ ‫ﻗﺮار‬ ‫ﺑﺮداري‬ ‫ﮔﻴﺮد‬ . ‫ﻣﻲ‬ ‫ﺳﺎزﻣﺎن‬ ‫ﻧﺘﻴﺠﻪ‬ ‫در‬ ‫ﺑﻪ‬ ‫اﺗﻜﺎء‬ ‫ﺑﺎ‬ ‫ﺗﻮاﻧﺪ‬ ‫ﻣﺠﻤﻮﻋﻪ‬ ‫اي‬ ‫ﭘﺎﻳﻪ‬ ‫ﺑﻪ‬ ‫ﺧﻮد،‬ ‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺣﻮزه‬ ‫ﺑﺎ‬ ‫ﻣﺘﻨﺎﺳﺐ‬ ‫ﭼﺎﺑﻜﻲ‬ ‫ﺗﻮاﻧﻤﻨﺪﺳﺎزﻫﺎي‬ ‫از‬ ‫دﺳﺖ‬ ‫ﺑﺎزار‬ ‫رﻗﺎﺑﺘﻲ‬ ‫ﻫﺎي‬ ‫ﻳﺎﺑﺪ‬ . ‫ﺑﻪ‬ ‫ﺗﺤﻘﻴﻖ،‬ ‫اﻳﻦ‬ ‫در‬ ‫ﻗﻀﺎوت‬ ‫ﺑﺮﮔﺮداﻧﺪن‬ ‫ﻣﻨﻈﻮر‬ ‫ﻛﻠﻲ‬ ‫ﭼﺎرﭼﻮب‬ ‫ﻋﺪدي،‬ ‫ﻣﻘﺎدﻳﺮ‬ ‫ﺑﻪ‬ ‫اﻓﺮاد‬ ‫ﻛﻼﻣﻲ‬ ‫ﻫﺎي‬ ‫اﺳﺖ‬ ‫ﺷﺪه‬ ‫ﻧﻬﺎده‬ ‫ﺑﻨﺎ‬ ‫ﻓﺎزي‬ ‫ﻣﻨﻄﻖ‬ ‫ﺑﺴﺘﺮ‬ ‫در‬ ‫ﻃﺮح‬ . ‫اﻃﻼﻋﺎت‬ ‫اﺳﺎس‬ ‫ﺑﺮ‬ ‫ﮔﻮﻳﺎ‬ ‫ﻣﺜﺎﻟﻲ‬ ‫ﭘﮋوﻫﺶ،‬ ‫درﭘﺎﻳﺎن‬ ‫ﮔﺮد‬ ‫آﻣ‬ ‫ﺑﻪ‬ ‫روﻳﻜﺮد‬ ‫و‬ ‫ﺷﺪه‬ ‫اراﺋﻪ‬ ‫ﺗﺤﻘﻴﻖ‬ ‫ﭘﻴﺸﻴﻨﻪ‬ ‫از‬ ‫ﺪه‬ ‫اﺳﺖ‬ ‫ﮔﺮﻓﺘﻪ‬ ‫ﻗﺮار‬ ‫ﺑﺮرﺳﻲ‬ ‫ﻣﻮرد‬ ‫ﺗﺤﻠﻴﻠﻲ‬ ‫ﺻﻮرت‬ . ‫ﻛﻠﻴﺪي‬ ‫واژﮔﺎن‬ : ‫ﻓﺎزي‬ ‫ﻣﻨﻄﻖ‬ ‫ﻛﻴﻔﻴﺖ،‬ ‫ﺧﺎﻧﻪ‬ ‫ﻛﻴﻔﻴﺖ،‬ ‫ﻋﻤﻠﻜﺮد‬ ‫ﺗﻮﺳﻌﻪ‬ ‫ﺳﺎزﻣﺎﻧﻲ،‬ ‫ﭼﺎﺑﻜﻲ‬ . * ‫اﻳﺮان‬ ‫ﻳﺰد،‬ ‫داﻧﺸﮕﺎه‬ ‫ﺻﻨﻌﺘﻲ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ ‫ﮔﺮوه‬ ‫اﺳﺘﺎدﻳﺎر‬ * * ‫اﻳﺮان‬ ‫ﻳﺰد،‬ ‫داﻧﺸﮕﺎه‬ ‫ﺻﻨﻌﺘﻲ،‬ ‫ﻣﺪﻳﺮﻳﺖ‬ ‫ارﺷﺪ‬ ‫ﻛﺎرﺷﻨﺎس‬ ) ‫ﻣﻜﺎﺗﺒﺎت‬ ‫ﻣﺴﺌﻮل‬ (

This research has several purposes such as analyze the effect of leadership behavior's factors on organizational performance and analyze the right leadership behavior which is proper to apply in organizational performance’s improvement at Palm Oil Mill (POM) Sei Galuh PTVN V, Kampar, Riau. This research used the explanatory survey as research design and purposive sampling as technique sampling from 60 respondents. The purpose of that survey is to measure the leadership behaviour at POM Sei Galuh PTPN V. Questionnaire of this research adopted from three-dimensional leadership model by Yukl. Multiple regression used as the method. Data processed and analyzed using SPSS.The result shows that task oriented leadership duty, relationship and change’s behaviour have a stimulant effect on organizational performance. Partially, task oriented leadership behavior
has no significant effect, relationship oriented leadership behavior has a positive and significant effect, and change oriented leadership behavior has a negative and significant on organizational performance. Future research was expecting to complete this research with qualitative data through in-depth interview and focusing on doing some discussion with staffs starting from operator until top management.

Keywords: change-oriented behavior, relationship-oriented behavior,  palm oil mill, performance management, state-owned company

The business success of Micro, Small, and Medium Enterprises (MSMEs) is determined by capital assets and capabilities to adopt innovation of social media technology to formulate digital marketing strategy improving organizational agility. The vastly developing content of social media becomes an opportunity ensuring more agile organizations in the accessibility of target markets. Problems of this research proposal are formulated (a) to propose a new research model on influences of innovation adoption of social media technology on digital marketing strategy in improving organizational agility of MSMEs and (b) to design hypothetical tests to cognize the influence of each latent variable. The research aims to identify and analyze to what extent digital marketing strategy can improve organizational agility of MSMEs in Pontianak, Indonesia. The combination of a convergent triangulation model and a follow-up, explanatory design is used. The sample including 55 MSMEs is determined by using Slovin Formula and a simple random sampling technique. 5 informants are selected at a sampling site by using a purposive sampling technique. The novelty of this research is on influences of antecedent variables aiming to improve organizational agility of businesses of MSMEs digitally.

Keywords—Digital Marketing Strategy, Innovation Adoption of
Social Media Technology, Organizational Agility.

It is an organization`s culture that provides the biggest challenge and at the same time, the biggest lever to form an agile organization.

So how can we grasp the concept of organizational culture in an actionable way? What is the essence of an agile culture? What are the elements? How is this culture formed and developed? Where are the levers and pitfalls? What does work hands-on?

Puckett`s book delivers answers to those questions and explains how organizational culture can be created and formed. Insights from organizational psychology are translates into practical advice. Based on analysis of agile organizations and those in transition, the agile culture code is decoded.  The core elements of agile organizational cultures are defined and elaborated. The book is filled with field-proven culture hacks, tips, tools and methods, and illustrated with many examples.

Puckett provides a new perspective on organizational culture. For it is in our hands to shape the culture: As individual, as team, as leader. We are organizational culture.

This atlas invites to experiment and create, and shows how organizations can master the agile transformation.

“An extremely useful tool for anyone struggling to navigate the tricky world of cultural change in organizations.” Michael Wade, Professor at IMD, Director of the Global Center for Digital Business Transformation

“This book uncovers what is needed to build agility and provides very valuable guidance.” Audrey Clegg, Group Talent Director at Coca-Cola HBC

Reveals the underlying messages and associations of language use (especially metaphors) in academic strategic planning. Specifically investigates the use of "agile/nimble," "agility/nimbleness," and "unleash" to explain often unconscious bias of administrative leaders against faculty.

This publication gives practicable advise on how to implement agility in a communications department. The publication is conceptualized
around five major steps needed to transform a communication department in order to make it more agile. Our findings are based on almost 100 interviews with employees from 38 companies, including in-depth case studies in ten of them. The experience of leading corporate communication teams provided us with valuable insights on how to approach this challenge.

Agile mode projects are increasingly popular among IT Department, including the most complex organizations. The deployment of agility on a larger scale fits over a long period because the motivations are part of a persistent setting. The deployment of large-scale agility is therefore based on a deep and lasting transformation of the organization. In order to support transformational business changes, IT must streamline the top-down process of new IT processes. The success of an IT service and asset management depends on innovation, agility, and efficiency to accompany the transformation of the organization from a traditional vision to a digital vision. The aim of this article is to propose a practical agile framework to improve IT service and asset management ITSM/ITAM processes through a case study in the organization. The finding will help organizations to assess their capabilities and to address the procedural, technical and human aspects of IT service and asset management.

As a consequence of never-ending changes occurs in the business environment, organisations must ensure that they own proficient people who could adapt themselves to development. An agile organisation is one that possesses the ability to face changes and succeed with the support of competent staff and strategies. This research article emphasises the competitive advantage which organisation offer in turbulent scenario. However,  This study presents a comprehensive literature review to create an apparent link between organisational agility and HRM practices. It provides an abstract landscape that acknowledges rule the people in building of organisations responsive.

Purpose
The contributions proposed in this paper are motivated by principles of incompatibility, and non‐equilibrium states, existing between the continuous growth in the level of environmental complexity and the insufficient cognitive capacity of the organization. From such a view, the purpose of this paper is to ask: what are the core competencies of the new industrial organization in the twenty‐first century?
Design/methodology/approach
First, the paper examines the characteristics and limitations of past and current industrial organizations; second, it contributes by extending their frontiers and by proposing technological, managerial and organizational core competencies of the new enterprise.
Findings
From such analyses, this paper introduces the features of customer‐centric systems (CCS) which represent new industrial organizations in the pursuit of high degrees of organizational cognition, intelligence and autonomy, and consequently, high degrees of agility and flexibility, in order to manage high levels of environmental complexity and uncertainty, to operate through intensive mass customization, and to provide customers with immersiveness.
Research limitations/implications
For further research, this paper suggests the investigation of practical implementation of the features of the new enterprise of CCS. In such a direction, it recommends additional reading on the concept and design of computational organizational management networks.
Practical implications
This paper emphasizes that CCS are firm types which strategically organize their resources and competencies around customers' values and needs, in order to involve customers into their business. By involving customers into their task environments and business, CCS‐based firms have the chance to understand their clients' real needs and to produce the appropriate goods and services.
Originality/value
The uniqueness of this paper lies in its attempt to master, analyze and integrate technological, managerial and organizational perspectives of past and current manufacturing organizations, which contribute to illuminate features and to identify core competencies of future industrial firms, which are in the pursuit of innovation and sustainable competitive advantage in the twenty‐first century.

In this context and for helping to manufacturing industries in this research an attempt has been made to provide a method to managers of evaluating and ranking of agility strategies by using of a fuzzy inference system which is a branch of artificial intelligence. This research has been performed in three sequential phases. Firstly, some variables, as factors of agility drivers, agility capabilities and agility strategies, have been extracted from literature of research. Agility driver factors of industry, based on importance of attention and responsibility, have been ranked by using fuzzy TOPSIS technique and key drivers have been selected. Secondly, agility capabilities, based on the effect of capability to overcome the key drivers, have been ranked with the use of fuzzy TOPSIS technique and then essential capabilities have been selected. Lastly, the strategies, based on the effect of strategies to improve the essential capabilities, have been evaluated by planning and using a fuzzy inference system.

As being one of the prominent phenomenon in ecology, engineering and psychology studies for more than thirty years, resilience has started to gain attraction and attention in management and organization fields in the last decade. The concept is accepted as an antidote of invulnerability , adaptive functioning against risk hazards and ability to cope with multiple changes . Resilience is either defined as set of available and accessible behaviours over time that reflects growth or as the maintenance of positive adjustment under challenging conditions , it fosters the strength and the survival of the organism. Resilience could be accepted in its infancy in management and organization studies, however, it has a great potential to understand how employees in organizations endure ongoing changes, challenges and uncertainty that reveal through innovation and its potential effects on innovation performance. Due to lack of any measurement scale in employee innovation resilience, in this study, we aim at proposing a model that presents innovation resilience as a second order multidimensional construct that consists of three dimensions and three sub-dimensions of each observable variables. Keywords: Employee innovation resilience, emotional resilience, physical resilience, cognitive resilience, innovation performance Jel Codes: M100, M120

The purpose of current study is to analyze the status of organizational intelligence and agility at Tehran University of Medical Sciences. Research population is all of the employees of Tehran University of Medical Sciences. The sample size was estimated 164 people using Morgan table. Data was collected using questionnaire and based on a convenience sampling plan. Additionally, Agility Model of Yusuf et al. (1999) and Albrecht's (2003) organizational intelligence model were used to examine the relationship between two construct. Data were analyzed by confirmatory factor analysis and onesample t-test using SPSS, and AMOS. Results showed that the status of organizational intelligence is not suitable except for in the dimensions of tendency to change, spirit, and consistency. Organizational agility was in a middle level except for the dimensions of quality and changes in Tehran University of Medical Sciences.

This article intended to emphasize and explicate the conceptual framework of organizational agility that discusses organizational spirit, capability, flexibility, nimbleness, and speediness. Whereas, the key activities of HR specialists involved in operational matters are progressively observed as a source of competitive advantage in today’s severely competitive and fast changing markets. Similarly, it has been a competitive marketplace expansion; thus, nowadays, the situation is really difficult to enhance sustainable growth for the firms’ side. Hence, the purpose of this article is to reveal that HR strategy enables organizations or firms to understand the value of internal and external customers, knowledge of competitors, products, technology, and sources of competitive advantage. It is all important to ascertain that the success of a business is founded along the belief that an organization achieve competitive advantage by making use of its people adequately and efficiently. Therefore, this article exemplifies some research propositions that how firms can respond rapidly and flexibly to the changing environment without facing market turbulence. Following this, the research aims to understand whether organizational agility and value of HR can really create a difference and influence on business performance. Finally, the result of this study highlights the importance of organizational agility and human resource’s effectiveness which have an influence on enhancing organizational performance and competitive abilities.

This study aimed to investigate the relationship between organizational intelligence and organizational agility of employees of Payame Noor University of Sari. This paper was an applied research adopting a descriptive-correlational method and survey design.  The statistical population of this study consisted of all 60 employees of Payame Noor University of Sari which are working since 2015. Due to the limited size of the target population, the total population was considered as the sample. Two questionnaires were used in order to collect data and information. Karl Albrecht’s standard questionnaire with 49 items with five-point Likert  scales which included seven dimensions or components of organizational intelligence namely strategic vision, shared fate, appetite for change, alignment and congruence, spirit, knowledge deployment, and performance pressure. Cronbachs alpha was used as an estimate of reliability. The second questionnaire contains 16 items that assess specific organizational agility. To analyze the data, descriptive statistics, inferential statistics, and Pearsons product moment correlation coefficient were used. The results of the study showed that there was a linear relationship between two variables of organizational intelligence and organizational agility of employees in Payame Noor University of Sari.

Over the past decade, we've studied the impact of a wide range of management practices on different dimensions of organizational health. This analysis, based on surveys of more than two million respondents at over 1,000 companies, has become a stable baseline for understanding the incremental contributions of specific organizational and leadership characteristics to the health, positive and negative, of the companies in our sample. We've long inquired into the processes and structures that reinforce organizational stability. But from November 2013 to October 2014, we added questions, for the first time, on speed and flexibility. Our goal was to discover how often leaders and managers moved quickly when challenged and how rapidly organizations adjusted to changes and to new ways of doing things. Taken together, these two sets of questions, old and new, provided the foundation for a simple matrix, comprising a speed axis and a stability axis. The matrix turns out to be a surprisingly strong predictor of organizational health and, ultimately, of performance. We describe companies that combine speed and stability as agile. No one would expect sluggish companies to thrive. It's equally reasonable to assume that success achieved through breakneck speed, without stabilizing processes and structures underfoot, will be hard to sustain over the long term. Yet some executives might not only reasonably maintain that speed and stability pull in opposite directions but also hypothesize that they may be negatively correlated. Our latest research, however, confirms that the opposite is true. Why agility pays New research shows that the trick for companies is to combine speed with stability. We define health as an organization's ability to align, execute, and renew itself faster than the competition does and thus to sustain exceptional performance over time.

This study was inspired by the notion that quality must be an antecedent of agility. Hearsay has it that agility not only includes quality-related ideas, but actually needs them solid in place before the journey toward agility can begin. The present case study explores how enterprises that begin the pursuit of agility by building first a competence in quality eventually measure up in overall market responsiveness. Indeed, the attributes of agility are now well-documented. But little seems to have been affirmed about the milieu surrounding the acquisition of agility at the micro level. This study shows that the steps toward agility are distinct and are analogous to those that help one acquire a true competence in quality. The philosophies, approaches, and viewpoints in the two are equivalent. Moreover, their attainment is strongly correlated with the organization's tendency for autonomous behavior, which is to " go beyond rules. " INTRODUCTION How do successful organizations approach their challenges and their opportunities, and how do they nurture and actualize their strategies? What is unique, for instance, about an enterprise that can compete effectively to supply parts and components to discriminating customers in the rapidly altering auto, electronics, consumer and other industry sectors? Questions like these are now being asked frequently as business goes global and manufacturing—both high tech and conventional—re-evaluates conventional wisdom and considers moves toward mass customization and agility.