Here are a few items of new agility-related research that popped up on our radar this week.
Review: Organizational Intelligence and Organizational Agility
By: Elham Nekahi and Ahmad Mehrabian
The creation of the world and its over time has shown that everything is in motion and the motion in the nature of phenomena. Necessary to adapt this changing of world is that man can make changes to fit it in. Acceptance of the changes is necessary for innovation, invention and improvement of life, improves the organization and in general is human evolution. Hence, the growing acceptance of any changes required for human life and an integral part of any organization and is recognized as a sustainable phenomenon. The aim of this study was to evaluate the results of research and models that have been done in the field of organizational intelligence and organizational agility. Based on these studies, it can be argued that the theoretical foundations of organizational intelligence and organizational agility communicate with each other.
Breakin’ the Project Wave: Understanding and avoiding failure in project management
By: Dirk Nicolas Wagner
For business in particular but also for society in general, temporary organizational forms become more and more relevant. This sign of the times is increasingly reflected in academic writing dealing with questions related to temporary organizational forms (Bakker, 2010, 466). One omnipresent issue with temporary organizational forms is that they appear to often fail in meeting their communicated objectives. This becomes highly evident and measureable when it comes to successful completion of projects. Irrespective of the industry or the even sector concerned, projects are regularly intended to be on time, on budget and on scope.
Transition Thinking and Business Model Innovation Towards a Transformative Business Model and New Role for the Reuse Centers of Limburg, Belgium
By: Leen Gorissen, Karl Vrancken, and Saskia Manshoven
The current dynamics of change, including climate change, resource depletion, energy transition, internet of things, etc. will have substantial impacts on the functioning of contemporary business models. Most firms and companies, however, still largely focus on efficiency strategies leading to sub-optimal solutions (reducing bad impact), rather than radically changing their business model to develop new transaction models more appropriate for today’s world (doing better things). In this paper, we present a transformative business model innovation approach inspired by transition theory combining elements of systems thinking, value-inspired envisioning, reflexive design and co-creation that was pioneered for a consortia of reuse centers in the province of Limburg, Belgium.
Review of the Effect of Enterprise systems on Agility in the Organization
By: Mohammad Mahmoudi Meymand, Davoud Vahdat, and Samaneh AliAkbar Nazari
Agility is considered as the ability to respond quickly to changes and the main factors of success and survival of modern enterprises and integrated information systems are one of the most important enablers to achieve agility. Due to the several dimensions of organizational agility in management science and the prominent role of enterprise systems in its development, this study is seeking to evaluate the impact of enterprise systems on agility capabilities in the organizations and determine its relationship with the organizational agility in the automobile industry of Tehran; so that with determining the level of organizational agility due to this impact, organizations would be enabled to recognize the right solutions for maximizing their returns on investment and to exploit information technology further to achieve agility and improve competitive advantage. The present study is an applied research in terms of objective, and is a descriptive correlational research in terms of nature and method.
This study aimed to investigate the relationship between knowledge management and emotional intelligence with organizational agility among Tehran Shahed University employees in 2014. Simple random sampling proportional to population size of 498 people was used and 217 university employees were selected as sample. The data were collected using questionnaires; in knowledge management based on Probest, Raub and Rumhart, in emotional intelligence based on Mayer, Salovey and Caruso, and in organizational agility based on Raymond Kiwi and Luc Van Kampenhud. To analyze the data and test hypotheses Pearson correlation, multiple regression and ANOVA were used. Final results showed the effect of knowledge management and its aspects with a correlation coefficient of (0.882), emotional intelligence and its aspects with a correlation coefficient of (0.776) at 99% confidence level with the organizational agility in university employees.
About Elizabeth Patterson
Elizabeth Patterson likes to swim, bike and run really long distances as fast as possible. An Ironman triathlete and strategic planning officer in the U.S. Army National Guard, she continually tests her own agility while managing projects, improving processes and implementing Lean Six Sigma. A certified Project Management Professional, she holds a master’s degree in industrial/organizational psychology and is currently pursuing her Ph.D. in the field. Learn more about Elizabeth.