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Entrepreneurial team and strategic agility: A conceptual framework and research agenda

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Abstract

To be agile, responsive and innovative seems to have become prerequisites for long-term growth and success for any organizations operating in an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. This paper argues that such prerequisites, in turn, are dependent on the organization's abilities to harness team-level entrepreneurial behaviours, talents and activities as drivers of continuous strategic agility and innovation through an effectively managed HRM process. It illustrates this argument by conducting a synthesized review of the literature streams of entrepreneurial team and strategic agility and developing a conceptual framework that links them together. Rooted in the micro-foundational perspective, this review examines the relationship between key conceptual dimensions of entrepreneurial team and strategic agility, and explores the connections between these two literature streams. Our findings suggest the potential value from a cross-fertilization approach, and points out the future research directions through which these literature streams might be advanced collectively and effectively. Our research sheds some important light on the relationship between strategic agility and HRM through the lens of managing effective entrepreneurial teams in differing contexts.

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... Strategic agility demonstrates it focuses on dynamically adapted strategic approaches for changing environments. The process of quick response modification occurs frequently by using alternative approaches as per Sajdak (2017) [37] and Xing et al. (2020) [47] . Strategic agility directly correlates to strategic entrepreneurship success according to Sajdak (2017) [37] and Xing et al. (2020) [47] . ...
... Strategic agility demonstrates it focuses on dynamically adapted strategic approaches for changing environments. The process of quick response modification occurs frequently by using alternative approaches as per Sajdak (2017) [37] and Xing et al. (2020) [47] . Strategic agility directly correlates to strategic entrepreneurship success according to Sajdak (2017) [37] and Xing et al. (2020) [47] . ...
... The process of quick response modification occurs frequently by using alternative approaches as per Sajdak (2017) [37] and Xing et al. (2020) [47] . Strategic agility directly correlates to strategic entrepreneurship success according to Sajdak (2017) [37] and Xing et al. (2020) [47] . Strategic sensitivity along with flexibility and strong leadership combined with strategic decision-making abilities constitute the four core dimensions of strategic agility which explain this connection. ...
... Research on female entrepreneurship has highlighted the unique challenges women face when starting and running businesses, such as limited access to information, finance, and networks . Entrepreneurial performance (EP), which measures the outcomes of entrepreneurial activities (Aboramadan et al. 2020), is significantly influenced by factors like digital ability (DA), opportunity development (OD), team heterogeneity (ETH), work (entrepreneurship)-family conflict (WFC), and gender stereotypes (GS) (Ramos and Casado-Molina 2021; Huang et al. 2022a;Xing et al. 2020;Chen et al. 2022;Cowden and Karami 2023). However, there is a lack of systematic empirical research on how the digital economy specifically affects FEP in China, despite its rapid digital development (Luo and Chan 2021;Ughetto et al. 2020). ...
... By examining the relationship between the variation in education, work experience of team members, and team productivity, Hambrick and Mason (1984) found a positive relationship between education and work experience heterogeneity and team performance. By examining entrepreneurial teams and strategic agility, Xing et al. (2020) found that highly heterogeneous management teams can provide multifaceted information to a firm and help it make sound decisions in a complex, competitive environment, which produces good performance. Zhang and Zhu (2021) found that different team members have different knowledge and skills. ...
... Second, at the meso level, we used ETH as a predictor of FEP. Our findings align with previous research (Xing et al. 2020) and suggest that ETH positively influences FEP, suggesting that ETH is a facilitator of FEP; in addition, we confirmed the mediating role of OD in ETH and FEP, which is consistent with previous studies (Ostmeier and Strobel 2022;Lubatkin et al. 2006). At the macro level, we used EFC and GS as predictors of FEP, and our results indicated that EFC negatively affects FEP, which is consistent with the findings of Basco (2015); GS had a negative effect on FEP, but the effect was not significant. ...
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This study not only illuminates the complex interplay of factors affecting the entrepreneurial performance of 558 Chinese female entrepreneurs but also significantly contributes to the burgeoning literature on gender dynamics in entrepreneurship. By employing a gender-aware framework and mixed methods, including Partial Least Squares Structural Equation Modeling (PLS-SEM) and Fuzzy Set Qualitative Comparative Analysis (fsQCA), it breaks new ground in understanding the unique challenges and opportunities faced by female entrepreneurs. The identification of digital ability, opportunity development, entrepreneurial team heterogeneity, work-family conflict, and gender stereotypes as pivotal elements offer valuable insights for crafting targeted support strategies and policies to enhance female entrepreneurial performance (FEP). Furthermore, the study’s revelation of two distinct pathways to enhance FEP not only provides practical guidance for aspiring female entrepreneurs but also lays the groundwork for future research to explore the nuanced interactions between these factors.
... For instance, strategic agility (SA) is thought to be a way for businesses to change, reinvent, adapt and eventually survive (Doz and Kosonen 2010). According to recent research, SA influences the relationship between EO and digitalization in SMEs (Satar, Shibani, and Alarifi 2024a) and acts as a moderator of the EO-organizational performance interaction (Xing et al. 2020). Thus, we can contend that when SA is combined with other organizational capabilities such as DCs, the strength with which DCs affect the GE could be maximized. ...
... According to the literature on classical entrepreneurship, a firm's organizational settings either support control or restrict its capacity for entrepreneurial endeavours (Covin et al. 2006). For example, SA modifies the interaction between organizational performance and EO (Xing et al. 2020) and affects the relationship between EO and digitalization in Saudi Arabian SMEs (Satar et al. 2024a). Therefore, we can argue that the degree to which DCs impact GE performance may be maximized when SA is coupled with other organizational features like DCs. ...
... Moreover, SA was seen moderating the DCs-GE relationship as well. The results contents with the fact that SA as a dynamic capability moderates the relationship between different organizational capabilities and firm performance (see Xing et al. 2020), and enables the firms to make the most of new market and digital opportunities in dynamic situations (Battistella et al. 2017). Concurrently, the results of this study support the use of SA in organizational settings (Alt et al. 2020), describing how it interacts with GE and how it modifies the DCs-GE relationship in SMEs (see Troise et al. 2022). ...
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Globally, businesses are required to develop capabilities that enable them to respond to sustainability demands. In the current context of the digitally evolving entrepreneurship scenario, the study investigates the role of digital capabilities (DCs) for the green entrepreneurship (GE) potential of small and medium enterprises (SMEs) while considering the underlying effects of an organization's strategic agility (SA). The study's data came from a survey of 136 SMEs in Saudi Arabia, where digitalization and sustainable development-are positioned as twin transitions for transforming the SME sector. The data analysis results from partial least square structural equation modelling (SmartPLS 3.0) revealed that DCs have no direct impact on the GE potential of SMEs. However, the findings support SA as both directly influencing the GE and positively moderating the DCs-GE relationship in SMEs. As a result, the study produces new theoretical and practical implications underpinning digitization and GE in the contemporary sustainability context.
... In other words, how peoples react to individual support depends on the support from their organization. Entrepreneurial activities rely on organizations to operate (Xing et al., 2020). Ng and Kee (2013) have suggested that the factors, such as organizational resources and cultural climate, may change the effectiveness of entrepreneurial operations and competencies. ...
... Entrepreneurial activities in nature are the interaction among different behavioral agents, that relied on the social environment to operate (Xing et al., 2020). As social support theory suggested, the more social support an individual owns, the better an individual can overcome challenges in adversity (Thoits, 1982). ...
... Entrepreneurial co-founder, one of the most important business partners for founders, plays a key role in the initial stage of an entrepreneurial team (Xing et al., 2020). The cooperation between two parties drives the development of entrepreneurial activities (Mai et al., 2022). ...
Article
Entrepreneurial resilience is of great significance for founders to recover from setbacks and advance the entre-preneurial process. Prior studies of resilience have explored the antecedents from the perspective of founders' characteristics, ignoring the entrepreneurial co-founders. Entrepreneurial co-founders, the founders' closest partners, influence the construction of entrepreneurial resilience. Based on social support theory, this study explored the effects of entrepreneurial co-founders' support (i.e., emotional support and instrumental support) on founders' entrepreneurial resilience. Through 103 co-founder and founder dyad samples in the high-tech industry , the results showed that: (1) compared with instrumental support from co-founders, emotional support from co-founders had a more significant effect on founders' entrepreneurial resilience; (2) perceived digital technology moderated the relationship between co-founders' support and founders' entrepreneurial resilience. Compared with low-level perceived digital technology, high-level perceived digital technology strengthened the influences of co-founders' support (i.e., emotional support and instrumental support) on founders' entrepre-neurial resilience; and (3) perceived failure-tolerant climate moderated the relationship between co-founders' instrumental support and founders' entrepreneurial resilience, but not the linkage between co-founders' emotional support with founders' entrepreneurial resilience. Compared with a low-level perceived failure-tolerant climate, a high-level perceived failure-tolerant climate reinforced the influence of co-founders' instrumental support on founders' entrepreneurial resilience. From the perspective of entrepreneurial co-founders, we identified the driving mechanisms of entrepreneurial resilience in the digital era, and provided theoretical and practical references for entrepreneurs to construct entrepreneurial resilience.
... Strategic agility (SA), for example, is regarded as a means by which organizations transform and reinvent themselves, adapt, and ultimately survive (Doz and Kosonen 2010). The recent research proposed SA as a moderator of the EO-organisational performance interaction (Xing et al. 2020). This idea contends that when SA is combined with other organizational characteristics that support an organization's entrepreneurial activities, the strength with which SA favorably effects organisational performance is maximized (Eshima and Anderson 2017). ...
... SA, for example, is regarded as a means by which organizations transform and reinvent themselves, adapt, and ultimately survive (Doz and Kosonen 2010). The recent research proposed SA as a moderator of the EO-organisational performance interaction (Xing et al. 2020) because it fosters this relationship through its aspects of strategic sensitivity (Niemand et al. 2021), resource fluidity (Wang et al. 2020) and collective commitment (Ferreira, Coelho, and Moutinho 2021). These factors allow businesses to get the most out of pursuing new possibilities under challenging circumstances (Battistella et al. 2017). ...
... Nevertheless, EO is only one part of the equation because its connection to organizational performance is conditional (Lechner and Gudmundsson 2014). For example, the existing literature establishes that the EO-organizational performance link is moderated by dynamic capabilities like SA (Xing et al. 2020). Concurrently, the current study's findings reinforce the applicability of SA in organizational contexts (Alt et al. 2020), specifying its interactions with EO and overall function of moderating the EO-DT relationship in SMEs (see Troise et al. 2022). ...
Article
The study investigates the effects of firm-level entrepreneurship orientation (EO) dimensions of innovativeness, risk-taking, and proactiveness on digital transformation (DT) in small and medium enterprises (SMEs) while considering their interactions with the organization’s strategic agility. The study hypothesizes that all three firm-level EO dimensions are positively associated with DT within SMEs and that strategic agility positively moderates this effect. The study’s data came from a survey of 122 Saudi SMEs, where digitalization has recently emerged as a potential approach to transforming SMEs. The data analysis results from Smart PLS 3.0 provide complete support for the hypotheses. The study is one of the first to investigate the firm-level EO in the context of DT and provides implications for strategizing the SME’s DT by capitalizing on the firm’s EO intensity. As a result, the study contributes to entrepreneurship and management research vis-à-vis the current digitalization discourse.
... This study examines the available literature regarding VUCA conditions from several differing perspectives including technology, leadership, innovation and learning. As existing research specific to small and medium sized enterprises (SMEs) is limited [12], this method was chosen to identify areas of convergence to provide an evidencebased set of principles upon which to base future research. Therefore, a literature review has been conducted to clarify a practical definition of VUCA and the forces the acronym describes and their potential impact on the sustainability of SMEs to identify areas of convergence upon which to base future research, in order to inform both the development of more effective tools for SMEs and generate a step change in the way Enterprise tuition and support is designed, configured, and delivered to SMEs. ...
... Organisational agility needs to be designed into businesses in terms of creating systems that integrate currently disparate functions, enabling faster iterations [8] facilitating more rapid data processing to make quicker decisions [9] [12]. ...
... By increasing diversity, in terms of culture, age and education levels a leader can increase whole team performance [12]. Leaders should invest in a culture that empowers people to feed information back into the business [11] as front-line employees can often provide customer specific information that can be especially helpful in sensing future VUCA impact. ...
Chapter
The necessity for businesses to have to deal with and manage change is far from new or novel. However, a convergence of forces due to the ever-increasing interconnectedness of digitisation, globalisation, environmental crisis, demographic shifts, individualisation and technology have created an interconnected and dynamic set of forces that have become increasingly less predictable and difficult to prepare for This study examines the available literature regarding Volatile, Uncertain, Chaotic and Ambiguous (VUCA) conditions from a number of differing perspectives including technology, leadership, innovation and learning specific to the small and medium sized enterprises (SMEs) to identify areas of convergence and provide an evidence-based set of principles upon which to base future research into the sustainability of SMEs. Specifically, the paper provides useful perspectives and insights for the development of practical tools and methods to help the business leaders of SMEs to increase their sustainability in a context best defined by reference to VUCA.
... It refers to individual and organizational set of actions intended to secure and enlighten present without conceding dreams of upcoming nations. The researcher used lens of 'theory of sustainable development' to explain the connection of agility, innovation and sustainability in ever dynamic business environment of ITenterprises as Xing et al. (2020) claimed that IT-industry is one of the most dynamic industries that can only get sustainability through agility and business model innovation. Therefore, based on his claim, author developed moderated mediation framework (comprised of specific constructs) to test in context of IT-enterprises of Pakistan. ...
... Agility is the process of continuous iteration and perpetual collaboration to anticipate unforeseen challenges existed in the market and devise immediate strategy to cope with it ‫صفری(‬ & Bagheri, 2022). Agility is the key characteristics of an entrepreneurial venture that makes them distinctive from traditional organizations (Xing et al., 2020). Agility is characterized as organizational trait or individual trait, but can't be sustained without the continuous collaboration of strategy and agile leadership. ...
... Unpredicted threats and challenges faced by entrepreneurial ventures urge them to innovate their existing business model irrespective of nature of industry either manufacturing or service (Xing et al., 2020). Today's business situation specifically IT-sector is considered as most dynamic and vigorous in which client's requirements are continuously changing that requires business transformation from traditional business working to agile practices (Palazzo et al., 2023). ...
Article
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Entrepreneurial agility is an emerging phenomenon that circumambient over the last two decades. It refers to an individual or organizational capability to anticipate, visualize, and exploit unforeseen entrepreneurial challenges and opportunities existed in market. The study is intended to determine the role of entrepreneurial agility inn creating sustainable business performance among IT-enterprises through the mediation of business model innovation. Additionally, the study also tested the moderation of environmental dynamism between a) entrepreneurial agility and sustainable business performance and b) entrepreneurial agility and business model innovation. Overall, the study established moderated mediation framework about creating sustainable business performance in IT-enterprises via key of ‘entrepreneurial agility’. In this study, quantitative research approach is adopted to gather data from 215 respondents of IT-enterprises across Pakistan by using self-administered close-ended questionnaire. For sample selection, convenience sampling is used. Moreover, SPSS-24 (PROCESS macro) is used to test the moderated mediation framework about role of entrepreneurial agility in creating sustainable business performance through mediation of business model innovation and moderation of environmental dynamism. The empirical findings demonstrated that entrepreneurial agility has statistical significant effect on business model innovation and sustainable business performance. Likewise, business model innovation is also evidenced as antecedent of sustainable business performance. Moreover, mediation of business model innovation and positive moderation of environmental dynamism is also proved. This study is purely unique as it presented the moderated mediation framework of entrepreneurial agility, business model innovation, and sustainable business performance under the umbrella of environmental dynamism that were never tested and presented by anyone in context of IT-enterprises of developing countries like Pakistan. The study is enriched with certain theoretical and practical implications for body of knowledge, researchers, policy makers and practitioners. Current study highlighted the need and significance of entrepreneurial agility for IT-enterprises to get sustainable business performance. Moreover, this study is limited with cross-sectional empirical research in context of IT industry of Pakistan that created opportunities for upcoming researchers.
... They discovered this during their research. Xing et al. (2020) and Golgeci et al. (2020) studied the relationship between organisational agility and entrepreneurial activity. Research contributions were made. ...
... This was decided. According to Xing et al. (2020), Golgeci et al. (2020), and Saha, Gregar, and Sáha (2020, organisational agility and entrepreneurial orientation positively affect organisational success. This association is beneficial. ...
Article
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This article explores the role of organizational agility as a mediator between entrepreneurial orientation and business success. The research delves into the definitions and significance of entrepreneurial orientation, organizational agility, and corporate performance, providing a thorough literature review to understand the interactions among these components. Employing a comprehensive review of existing literature and empirical investigations, the study presents evidence that organizational agility significantly impacts both entrepreneurial orientation and company success. Specifically, it mediates the positive effects of entrepreneurship on performance. The findings emphasize the importance of understanding these elements to grasp the intricate relationship between entrepreneurial orientation and business success. The research offers valuable insights for firms aiming to enhance their management practices and strategic decision-making, particularly in adapting to a rapidly changing business environment. It establishes a robust theoretical foundation for understanding the interplay between entrepreneurial orientation, organizational agility, and corporate performance, offering practical guidance for businesses seeking to refine their strategic management approaches. Future research should continue to explore the effects of organizational agility on entrepreneurial orientation and corporate success, with a particular focus on contextual factors that might influence this mediation.
... Entrepreneurship helps students become independent and develop personally (Nurcholida et al., 2022;Yuliana, 2021) . In running a business, students must take their own initiative, overcome challenges, manage resources, and be responsible for their actions (Febrianto et al., 2021;Sang &;Lin, 2019;Xing et al., 2019) . This helps develop students' independence and reinforces the understanding of hard work, perseverance, and perseverance in achieving goals. ...
... While real progress has been made in certain institutions, particularly those that embrace a progressive educational ethos, the broader picture shows a spectrum of implementation and priorities across boarding schools. This diversity underscores the complex interactions between factors that shape the status quo of entrepreneurship education in this environment (Pihie, ZAL, & Akmaliah, 2016;Shepherd et al., 2020;Wang & Huang, 2019;Xing et al., 2019) . The main challenge that hinders the integration of entrepreneurship learning is the continued priority of religious education over secular education in many Islamic boarding schools. ...
Article
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This research explores the role of entrepreneurial learning in increasing entrepreneurial interest in Islamic boarding schools. In the context of economic and social challenges, entrepreneurship among students can be a sustainable solution. The Systematic Literature Review method is used to analyze previous research. The results show that entrepreneurial learning has a positive impact, with factors such as learning methods, motivation, and social environment playing an important role. The implications are for the development of more targeted and effective learning programs in Islamic boarding schools, which can increase the skills and entrepreneurial interests of students and have a positive impact on the economic and social development of the pesantren community
... Resource fluidity is the firm's capability to rapidly reconfigure its competences and redeploy its resources (Doz & Kosonen, 2010). This entails the realignment of existing tangible and intangible assets to swiftly make decisions and promptly translate them into actionable measures (Xing, Liu, Boojihawon, & Tarba, 2020). To this aim, flexible management structures and minimal constraints from rigid commitments can be leveraged by firms to foster resource fluidity (Doz & Kosonen, 2008). ...
... In a rapidly evolving business landscape, decisive actions are paramount and leadership unity ensures that the organization and its members can swiftly align with emerging market changes (Prange, 2020). To reach this goal, firms can strengthen effective teamwork and open dialogue, and sustain a commitment to collective success (Xing et al., 2020). ...
... They are objects of interest due to their ability to create high-quality employment, generate knowledge, make innovations, and energize industries thanks to their disruptive technologies (Colombo & Grilli, 2005;Song et al., 2008). They are characterized by being agile and having the ability to operate in a world with a volatile, uncertain, complex and ambiguous context (Xing et al., 2019), facing the uncertainty of both potential demand and technology (Sommer et al., 2009). ...
... Chandler et al. (2005), affirm that operating in complex, dynamic and uncertain conditions imposes a greater demand for work on the venture team of new firms, with a direct influence on performance. Jin et al. (2016) carried out the first meta-analysis to examine the relationship between the composition characteristics of the venture team and the performance of the TBFs; affirming that higher levels of human capital (in terms of education, experiences, According to Xing et al. (2019), the effectiveness of venture teams has a high incidence on the success of their firms. In their study on technology-based firms and observing the effect of the characteristics of venture teams on their good performance, they found that it is important to analyze the skills, personality and needs of the business team at different stages of the process; in such a way that they can exploit their competitive advantage and focus on effective results, especially in a dynamic context. ...
Article
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Purpose: Due to its growing impact on the economic development of countries, research on venture teams in new technology-based firms - TBFs has been increasing in recent years, seeking to identify the success and failure factors of this type of firms, given their high mortality rates. This paper ana-lyzes the changes that have occurred in the intellectual structure of this discipline. Methodology: The bibliometric method was used to analyze the theme of venture teams in the new TBFs. The information collected was extracted from the main collection of the Web of Science (WoS) and SCOPUS databases from 1987 to 2020. The Nvivo and VOSviewer softwares are used to perform the initial analyzesas well as the analysis of citations, co-citations, co-authorship, etc. Findings and Conclusion: The advances associated with the main authors, sources and countries, the general citation structure and the development of this field are presented. The results show a growing publication trend as of 2009, seeing a higher production of articles between 2014 and 2019. USA is the most influential country, followed by China and Italy. The"Research Policy" and " Strategic Entrepreneurship Journal"are the most influential sources. Originality/Value: The main contribution of this work is to show the evolution of this theme, so that researchers can use it in the future in their theoretical and research frameworks.
... Thus, firms' strategic agility can play an essential role in their product development and increase product development speed and performance, which could be further compounded in the context of Türkiye. It streamlines firms' internal operations with external conditions, enabling timely responses to market changes and customers [2], [66]. ...
... While the interest in strategic agility has recently skyrocketed [4], [36], [66], thanks to the unprecedented levels of volatility and complexity the world currently faces, less attention has been paid to how firm-level strategic agility influences individual capabilities. Thus, our findings complement the literature by revealing that firms' strategic agility affects how employees develop and apply their capabilities and can help employees foster their resilience and self-efficacy. ...
Article
While strategic agility is increasingly acknowledged as a critical source of innovation and product development performance (PDP), little attention has been paid to the micro-individual capabilities that translate strategic agility into greater PDP. This study examines the mediating roles of employee resilience and self-efficacy as key dynamic micro-level (individual) capabilities that connect firms' strategic agility to their PDP in the emerging market of Türkiye. We draw on dynamic capabilities theory, adopt a microfoundations approach, and run a multilevel analysis using data from 758 managers working in 185 firms to test our hypotheses. We draw on the microfoundations of PDP and provide important insights into how individual capabilities enable attaining higher PDP in emerging markets. In particular, the findings suggest that strategic agility is positively associated with PDP. Also, the impact of strategic agility on PDP-both examined at the organizational level-is conveyed through individual-level capabilities of employee resilience and self-efficacy. Our study makes significant theoretical contributions to innovation and product development, operations management, and strategic agility research and draws managerial implications.
... Furthermore, Agile HR practices support the development of a responsive and innovative organizational culture. Xing et al. (2020) emphasize the importance of agility, responsiveness, and innovation for long-term growth and success in today's volatile business environment. By promoting adaptability, collaboration, and continuous learning, Agile HR practices help build a culture that supports long-term organizational success and employee retention. ...
Article
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This paper provides a comprehensive literature review on Agile HR, examining its principles, implementation strategies, and benefits. The review highlights key agile principles such as iterative progress, continuous feedback, and cross-functional collaboration, which have been shown to enhance HR efficiency and employee engagement. Through the analysis of current research and case studies, this paper identifies significant gaps in the literature, particularly regarding the application of Agile HR in small and medium-sized enterprises (SMEs) and the long-term effects on organizational culture and employee retention. By addressing these gaps, this study aims to provide new insights into the strategic implementation of Agile HR practices. The findings suggest that Agile HR not only improves operational efficiency and workforce satisfaction but also fosters a more innovative and adaptable organizational culture. This review underscores the necessity for further empirical research to validate these benefits across diverse organizational settings and over extended periods. The paper concludes with recommendations for HR practitioners seeking to adopt agile methodologies, emphasizing the importance of a cultural shift, strong leadership, and continuous training to ensure successful implementation.
... For instance, ML may assist HR in making more informed recruiting choices by analyzing historical data. [9] Human resources departments may also benefit from AI and ML by monitoring staff performance, assessing work satisfaction, and even predicting employee turnover. Because of this, HR is able to make better and quicker judgments. ...
Article
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The use of technology has caused a dramatic shift in Human Resource Management (HRM). Human resources (HR) technology has come a long way, baby, from simple payroll systems to cutting-edge AI and ML-powered applications. By automating mundane processes and offering data-driven insights, modern HR solutions streamline personnel management, training, performance assessment, and recruiting. The training and development of employees is being transformed by new technologies like Augmented Reality (AR) and Virtual Reality (VR). Nevertheless, difficulties continue to exist in tandem with these developments. There are a number of potential downsides to using technology in human resource management, including worries about data protection, expensive implementation costs, ethical quandaries, and reluctant employees. Organizations must resolve these concerns to preserve confidence and guarantee justice, according to the evaluation. The human aspect is still crucial in creating an inclusive and supportive workplace, even when technology is changing HR practices.
... There is no evidence that decisions are made by a powerful coalition (Ocasio, 1997) like the entrepreneurial team for example. We rather stress a crucial and positive role of the entrepreneurial team (Teece et al., 2016;Xing, Liu, Boojihawon, & Tarba, 2020). Together with the approach to structural flexibility, the ventures prevent future tensions between centralized and decentralized design, at home and at a nationalinternational level. ...
Article
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Organizational agility (OA) is a prominent strategic goal considered to be a key to success, especially in conditions of volatility, uncertainty, complexity, and ambiguity. In this paper, we flip the dominant research focus, that is, how to build or how to transform towards OA, to the under-investigated topic of how to maintain and weave it into the fabric of an organization. We draw on data from eight fast-growing B2B ventures that operate internationally. These companies may be considered revelatory for the study of OA, given that they outperform despite the inherent uncertainty and the liabilities of their new business, the complexity arising from a volatile international environment, and the internal turbulence resulting from their fast growth. We build on a paradoxical lens to understand whether and how OA assists in engaging with alternative strategic demands – e.g. stability and change, local and global demand, short- and longer-term horizons, and respective resource allocation- that arise from their external and internal environment. Theoretical contributions lie in a reconceptualization of OA that is ‘future-fit’ and supports fast growth over the long term, in a better understanding of growth drivers in entrepreneurial ventures, and with the identification and resolution of paradox in a new – fast-growth - context. For management practice, we offer advice regarding where and how to develop agility to continuously benefit from the ability to respond to internal and external change and avoid tensions in the future.
... The only way that companies can face this rapid turnover is to prioritize an understanding of organizational agility. Organizational agility adapts to new knowledge and responds to increasing and continuous changes in the combined environment (Xing et al., 2020). In today's complicated and ever-changing business environment, organizational agility has become essential for businesses worldwide to remain competitive and generate value (Joiner, 2019). ...
Article
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The hotel sector has started to recover after the post pandemic. The sudden change has forced hotel management to respond quickly to market changes. Since the hotel sector interacts directly with consumers, it needs to be extremely flexible in order to enhance product management and improve productivity. Organizational agility enables it to respond to the constantly shifting integrated environment and adapt to new knowledge. The research aims the study of motivation, entrepreneurial orientation, and leadership as factors to increase organizational agility are significant in the hotel industry. The population in this study was hotel employees in Batam, Indonesia. The data collection method used in the research was to create a questionnaire as a medium for collecting data obtained from respondents. In total, 268 responses were collected. The sample selection method used in this research was purposive sampling. This research was tested using the partial least squares with structural equation model. Result of the research shows that both entrepreneurial orientation and leadership has positive effect on motivation and organizational agility. However, motivation has no significant effect on organizational agility. The relationship between entrepreneurial orientation and leadership which motivation as the mediator, doesn’t has a significant effect on organizational agility.
... It is crucial to enrich the pool of innovative talent within the organization, enhance training methods and refine evaluation systems for these individuals to improve knowledge acquisition and integration. Additionally, firms should create reward systems that align with the needs and aspirations of innovative talents, thereby motivating and inspiring their passion and commitment to a more vigorous knowledge management process (Nieto-Aleman et al., 2023;Xing et al., 2020). ...
Article
Purpose This study aims to use the knowledge management perspective to examine the mechanism through which entrepreneurship drives firms’ technological innovation in the digital age. The objective is to develop a multi-stage integrated theoretical model to explain how entrepreneurship exerts its influence on firms’ technological innovation with a particular focus on the knowledge management perspective. The findings can be used for the cultivation of entrepreneurship and for the promotion of continuous technological innovation activities. Design/methodology/approach This study uses a case-based qualitative approach to examine the relationship between entrepreneurship and technological innovation. The authors first analyze the case of SANY and then explore the mechanism of how entrepreneurship can promote a firm’s technological innovation from the perspective of knowledge management based on the technology-organization-environment framework. An integrated theoretical model is then developed in this study. Findings Based on a case study, the authors propose that there are three main processes of knowledge management in firms’ technological innovation: knowledge acquisition, knowledge integration and knowledge creation. In the process of knowledge acquisition, the joint effects of innovation spirit, learning spirit, cooperation spirit and global vision drive the construction and its healthy development of firms’ innovation ecosystem. In the process of knowledge integration, the joint effects of innovation spirit, cooperation spirit and learning spirit help complete the integration of knowledge and further the accumulation of firms’ core knowledge resources. In the process of knowledge creation, the joint effects of mission spirit, learning spirit and innovation spirit encourage the top management team to establish long-term goals and innovation philosophy. This philosophy can promote the establishment of a people-oriented incentive mechanism that helps achieve the transformation from the accumulation of core knowledge resources to the research and innovation of core technologies. After these three stages, firms are passively engaged in the “reverse transfer of knowledge” step, which contributes to other firms’ knowledge management cycle. With active knowledge acquisition, integration, creation and passive reverse knowledge transfer, firms can achieve continuous technological innovation. Research limitations/implications This study has important theoretical implications in entrepreneurship research. This study helps advance the understanding of entrepreneurship and literature on the relationship between entrepreneurship and technological innovation in the digital age, which can broaden the application of knowledge management theories. It can also help better understand how to develop healthy firm-led innovation ecosystems to achieve continuous optimization of knowledge and technological innovation in the digital age. Originality/value This study proposes an integrated theoretical model to address the issues of entrepreneurship and firms’ technological innovation in the digital age, and it is also one of few studies that focuses on entrepreneurship and innovation from a knowledge management perspective.
... As a transformative mediator, strategic agility is vital for organizations to navigate dynamic environmental pressures and achieve strategic renewal (Cunha et al., 2020). This capability enables rapid adaptation, resource reconfiguration, and cost reduction, which in turn ensures organizational health (Humaidan and Sabatier, 2017;Xing et al., 2020). Framed within institutional theory, strategic agility serves as the central conduit for organizations to transform structures and actions in response to dynamic environmental forces. ...
Article
This research investigates the role of institutional pressures, dynamic managerial capabilities, strategic agility and digital readiness as mediating factors in the gap of the healthcare sector's post-pandemic digital transformation. This study employed strategic and managerial questionnaires involving 308 medium-sized private hospitals in Indonesia and LISREL 6.0 was used for the analysis. Findings indicated that strategic agility did not mediate dynamic managerial capability for strategic renewal. Moreover, the private healthcare sector was found to be influenced by pressures to imitate other hospitals and competitors, and digital readiness had a stronger mediating effect than strategic agility. The study enriches organization theory by investigating institutional pressures driving strategic renewal. It also enhances the literature on strategic management by exploring the mediating role of strategic agility and digital readiness in strategic change. Lastly, it highlights the association between digital readiness and managerial and organizational aspects resulting from strategic change and further emphasizes the need for integrated teams and digital health services in hospitals to achieve strategic renewal.
... Additionally, business owners must concentrate on staff engagement strategies for higher performance in a volatile, uncertain, complex, and ambiguous (VUCA). Being agile, responsive, and innovative has evolved into a requirement for long-term growth and success for any organisation that is becoming more volatile, uncertain, complex, and ambiguous (VUCA), according to Xing et al. (2019). Entrepreneurs capable of engaging in corporate entrepreneurship and with an entrepreneurial mindset are motivated to work tirelessly and energetically, improving staff performance and fostering innovative service behaviour. ...
... Dunia bisnis adalah dunia yang terus mengalami perubahan atau dinamis. Bahkan, menurut (Randolph-Seng et al., 2020;Xing et al., 2020) perubahan dalam dunia bisnis merupakan suatu keniscayaan yang tidak dapat dihindarkan oleh para wirausahawan (pelaku bisnis). Saat ini terdapat beberapa tantangan eksternal dalam menjalankan kegiatan bisnisnya yang menurut Irwansyah et al. (2021) dan meliputi: (i) Pandemi Covid-19; (ii) Revolusi Industri 4.0, dan (iii) VUCA-Volatility (volatilitas), Uncertainty (ketidakpastian), Complexity (kompleksitas), Ambiguity (ambiguitas). ...
... By bringing computational capabilities closer to end-users, MEC facilitates the seamless integration of digital resources within the educational domain [2] Within this context, MEC terminals act as intelligent hubs which capture valuable teaching data in real-time. Team competition strategy [3,4], serving as motivational mechanisms, has found extensive adoption in various educational tiers. As a supplement to traditional classroom instruction, team competition in college English teaching is often used to enhance student engagement, teamwork, and language proficiency. ...
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Mobile edge computing (MEC) has revolutionized the way of teaching in universities. It enables more interactive and immersive experiences in the classroom, enhancing student engagement and learning outcomes. As an incentive mechanism based on social identity and contest theories, team competition has been adopted and shown its effectiveness in improving students’ participation and motivation in college classrooms. However, despite its potential benefit, there are still many unresolved issues: What type of students and teams benefit more from team competition? In what teaching context is team competition more effective? Which competition design methods better increase student academic performance? Mobile edge computing provides the ability to obtain the data of the teaching process and analyze the causal effect between team competition and students’ academic performance. In this paper, the authors first design a randomized field experiment among freshmen enrolled in college English courses. Then, the authors analyze the observation data collected from the online teaching platform, and predict individual treatment effects of academic performance in college English through linear and nonlinear machine learning models. Finally, by carefully investigating features of teams and individual students, the prediction error is reduced by up to 30%. In addition, through interpreting the predictive models, some valuable insights regarding the practice of team competition in college classrooms are discovered.
... Many SMEs operate in highly dynamic and turbulent environments characterised by volatility, uncertainty, complexity, and ambiguity (VUCA) (Xing et al., 2020). The proximity of SMEs to these external environmental conditions leaves them particularly vulnerable and unable to exert significant power or influence (Psychogios et al., 2019). ...
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The formality-informality dynamic represents an interesting yet underexplored tension in the SME employment relationship. Much HRM research plays formality and informality off against each other, where the former is seen a progressive and natural and the latter is dismissed as backward or deficient. Informality is considered an inevitable consequence of a lack of formality and a direct function of scale, rather than as a legitimate approach in its own right. This chapter explores this tension, arguing that HRM research, by definition, must acknowledge the operation of degrees of (in)formality in all types of firms if it is to capture the reality of workplace relations. This emphasises the importance of understanding the logic underpinning the practices in use by paying greater attention to issues of context. We suggest that formal and informal HRM can be simultaneously complementary and substitutive within SMEs. However, current understanding and operationalisation of informality needs to be more nuanced and considered if this feature of SMEs is to be accommodated and appropriately researched. The result is a research agenda to further progress our understanding of the dynamics of informality and its relationship to formality.
... Relatedly, in terms of relevant organizational dimensions, it is likewise not surprising that not many specificities for EFs are found if the organizational profile of EFs is assessed along the classic linear variables. For example, it has been shown that EFs organization can vary on the degree of formalization, centralization, standardization (Colombo & Rossi-Lamastra, 2013;Foss et al., 2015), on the degree of professionalization and specialization of tasks within entrepreneurial teams (Burton et al., 2019), on the degree of diversity in the composition of top teams (Xing et al., 2020), or the degree of ownership concentration (Lai et al., 2022), on the degree of "proactiveness" and "competitive aggressiveness and autonomy" (Lampe et al. (2020)-but any organization can. Not only these dimensions can be combined, but they are not derived from any specific trait of the EF, so they are unlikely to be highly specific to it. ...
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Everyone uses—but no one defines—the term “entrepreneurial firm.” Nobel laureate Oliver Williamson described the entrepreneurial firm as “a special challenge” to the theory of the firm. Organization scholars struggle with the “evergreen problem” of whether “entrepreneurial organizations are distinct from established organizations.” Building on a rarely used distinction in early transaction cost economics between “capitalist,” “entrepreneurial,” and “collective” enterprises, an entrepreneurial governance mode is here dimensionalized and distinguished from other modes of governing an enterprise. The critical dimension is the allocation of property rights, whereby entrepreneurial governance can be characterized as a hybrid between capital governance and labor governance. This notion is then used to derive the conditions that other relevant legal and organizational traits of the entrepreneurial firm should satisfy to be compatible with this hybrid character. The conclusions indicate three main trails for a new research agenda in a structural view of entrepreneurship: new organizational dimensions and forms; the design of ownership structures; and entrepreneurship and law.
... As a result, perceived business environmental impacts (threats or opportunities) help unite top management and employees around common objectives in the business. Awareness of environmental changes, effective communication, information sharing, flexibility, proactive decision-making, and implementation processes associated with strategic sensitivity strengthen the collective commitment of businesses, enhancing their ability to respond more effectively to changing environmental conditions and opportunities [38]. Based on these reasons, we propose hypothesis H 8 . ...
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This article aims empirically to assess the indirect effect of two critical environmental factors, technological turbulence (TT) and research and development (R&D) incentives on corporate performance through strategic agility and business model innovation. Based on Dynamic Capabilities Theory, this study explains how business environmental factors trigger a chain of events by initially influencing strategic agility that further drives the renewal of the business model, ultimately leading to an increase in performance. The data from 410 Turkish companies are analyzed through the structural equation modeling method, giving details of the causality relationships related to the sequential effects according to a firm's sector. Findings highlight that the impact of R&D incentives remains relatively low compared to the impact of technology turbulence, and the observed effects change according to the industry in which a firm operates. After discussing detailed results and summarizing contributions, this article concludes by suggesting future research topics.
... Ante un creciente panorama de adaptación organizacional, diversas firmas han robustecido su relacionamiento personal para entregar soluciones de negocios específicas de mayor creación de valor y, de esta forma, estar mejor preparadas para responder con superior eficacia a los desafíos del entorno competitivo y de sus clientes (Xing et al., 2020). Como respuesta a este fenómeno y desde la perspectiva de Evans et al. (2006), estudios anteriores han resaltado la relevancia de sustentar nuevos "pilares de influencia" (p.93), para consolidar la confianza y credibilidad de las firmas y organizaciones por medio de las respectivas habilidades sociales de sus miembros. ...
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Propósito: Proveer una visión informativa de la producción en la investigación de la habilidad política, cuyo potencial corresponde a la competencia de refinar la influencia social y generar redes de negocios. Diseño-metodología: Revisión sistemática de literatura cuantitativa con técnicas bibliométricas de las publicaciones en habilidad política en Web of Science (WoS), desde 1975 a la fecha. Resultados: Se exponen autores, publicaciones, artículos y journals más significativos en la habilidad política, brindando un entendimiento de su producción como recurso de efectividad social. Implicancias: Resaltar en el mundo empresarial el valor proveniente de la investigación en la habilidad política, para promover el desarrollo de competencias en representantes comerciales de las firmas, un relacionamiento más robusto con clientes y una mayor comprensión del escenario competitivo. Originalidad: Contribuir de manera inédita con una guía que resume y orienta respecto de la investigación en la habilidad política y alienta a incorporar este recurso en el desempeño futuro de las firmas.
... En un mundo caracterizado por la volatilidad, la incertidumbre, la complejidad y la ambigüedad (VUCA), la agilidad y la innovación se han vuelto esenciales en el éxito a lo largo de los años por emprendedores exitosos destacando la importancia de abordar principalmente la agilidad estratégica y la gestión del recurso humano (Xing et al., 2020). ...
... Posteriormente, la agilidad se definió como la velocidad y flexibilidad con la que la organización responde a las cambiantes necesidades del mercado (Ganguly et al., 2009). Hoy en día, la agilidad desempeña un papel altamente relevante como impulsor del rendimiento empresarial, siendo un factor crítico en la digitalización (Appelbaum et al., 2017) y el emprendimiento (Xing et al., 2020). nicación y autoridad a través del conocimiento en lugar de un estatus jerárquico. ...
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El objetivo de esta investigación es examinar cómo las empresas de gran tamaño pueden transformar su estructura organizativa jerárquica hacia una más ágil. Se detectan patrones y desafíos inherentes a esta transformación, empleando la teoría de contingencia como marco conceptual. El sector financiero se selecciona como campo de estudio, y se realiza un análisis cualitativo mediante cinco casos de estudio, utilizando a los gerentes de transformación como principales entrevistados. Esta investigación contribuye a la identificación de factores de éxito clave para las empresas durante el proceso de transformación de su estructura organizacional. Los resultados revelan que las grandes empresas pueden reducir el número de niveles en la jerarquía, pero no pueden abandonar por completo su estructura, pueden incorporar grupos interdisciplinarios que fomenten la colaboración y la toma de decisiones ágiles. Asimismo, se destaca que no existe una única forma de llevar a cabo esta transformación, ya que su implementación depende del contexto específico de cada empresa. Este estudio amplía el entendimiento sobre cómo las empresas de gran tamaño pueden adaptar su estructura organizativa jerárquica hacia una mayor agilidad. Los hallazgos resaltan la importancia de la adaptación de estrategias según el contexto empresarial. Estos factores de éxito identificados pueden guiar a otras organizaciones que enfrentan desafíos similares en su proceso de transformación, impulsando prácticas empresariales más flexibles y eficientes en el actual entorno de negocios.
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El artículo plantea una aportación al debate académico sobre las respuestas a desarrollar desde el sector público a un entorno en el que las crisis, de diversa naturaleza y alcance, se van enlazando hasta cobrar un carácter estructural. La caracterización de las respuestas a las crisis, desde la resiliencia estática o la dinámica, a la robustez, permiten identificar diferentes equilibrios entre estabilidad y cambio. El concepto de gobernanza robusta como paradigma para afrontar un entorno de turbulencia parte de la integración de componentes propios de paradigmas precedentes, asentándose sobre un nuevo equilibrio entre estabilidad y cambio que permite potenciar las capacidades de adaptación de las instituciones públicas. El desarrollo del concepto, de cara a su eventual aplicación en la realidad latinoamericana, se plantea a través de cinco estrategias de carácter complementario que inciden tanto en las organizaciones públicas como en los modelos de relación de la red de actores implicados en la gobernanza. Con los conceptos, estrategias y evidencias aportadas, el trabajo contribuye al debate sobre un nuevo modelo de gestión y de relaciones del gobierno y la administración con su entorno. Un debate que permita ordenar las dinámicas innovadoras en la gestión pública frente a las nuevas exigencias del contexto que surgen de manera espontánea y escasamente articuladas. El paradigma de gobernanza robusta puede contribuir a lograr este objetivo.
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The contemporary supply chain management landscape is marked by increasing complexity and uncertainty, sparking discussions among practitioners. A central theme in these discussions is the pivotal role of agility in future supply chains, offering substantial competitive advantages. This paper focuses on the relationship between agility, digitalisation, and supply chain performance, emphasising the apparel industry. Through an extensive literature review, it sheds light on the dynamic interplay between competitive supply chain performance and the integration of digital technologies and agile practices. The study highlights the significance of recognising and effectively addressing the challenges and opportunities arising from these technological advancements and capabilities. Furthermore, the paper introduces a novel theoretical model that conceptualises how supply chain performance and agility interact. By synthesising the literature on agility, digitalisation, and competitive performance, this research provides valuable insights for apparel industry professionals, assisting in strategic supply chain planning. Additionally, it establishes a theoretical framework for researchers to anticipate the evolving role of digital technologies in supply chain management.
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Purpose The purpose of this paper is to explore practices of Territorial-HRM within a network of shoemakers characterized by informal activities. Design/methodology/approach Territorial-HRM is a relatively new topic in management sciences, hence a qualitative methodology has been conducted for better exploration. The methodology relies on the development of two series of semi-structured interviews conducted with several members of the network. Data were collected and analyzed based on the thematic analysis method. Findings Results show a type of Territorial-HRM that stands out from that of the formal territorial networks largely described in the literature in management sciences. This form of Territorial-HRM is characterized by the following specific practices: Territorial Based Recruitment (TBR), External Mobility, Labor Loan, Inter-Boss Training and Collective Learning. Research limitations/implications This study relies on a single research method with a relatively small number of interviews within an informal network in the Senegalese context. The authors recommend replicating the study in other contexts and developing representative samples in order to test or measure the relationships between grounded concepts of Informal Territorial-HRM. Originality/value These results reveal a quite different dynamic of the emergence of Territorial-HRM due to the specificity of the network, its informal nature and its socio-cultural anchorage. The paper adds strong enrichment to the Territorial-HRM field of research by laying out its foundation both in Informal Territorial Networks and in the English speaking academic world.
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Micro, Small, and Medium Enterprises (MSMEs) have a very important role in socio-economic development in Indonesia. But the problem that often occurs is its vulnerability to changes that result in losses. This is because MSMEs have limited resources. In fact, MSMEs have proven to be a safety valve for the national economy and are able to survive and become economic drivers, especially during times of economic crisis. The results showed that the resilience of MSMEs in terms of their competitive advantage is easily replicated and replaced at any time, depending on their ability to manage and run a business. So it takes resources and capabilities to achieve core compatibility. The resilience of MSMEs in facing uncertain crisis conditions must be supported by the application of Islamic Entrepreneurship, this is because resilience is influenced by two factors, namely Internal and External. These internal factors cannot be eliminated by humans in running life, namely spirituality, faith, and optimism. Because sharia refers to the command of Allah Swt.
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Purpose This paper aims to identify the archetypes of business models and illustrate how firms create, deliver and capture value by juxtaposing the firm’s aspired value emphasis with its strategic agility. Design/methodology/approach The two-by-two matrix is constructed based on an analysis of existing literature and conceptual development. Findings We advance a conceptualization of strategic agility to emphasize speed and flexibility as the main drivers, along with attention toward stakeholder expectations. Additionally, we unveil four different archetypes of business models based on the firm’s aspired value emphasis (economic vs plus social/environmental) and the type of strategic agility (defensive vs proactive). Research limitations/implications Studies that empirically corroborate the proposed conceptualization of strategic agility are needed. In addition, empirical investigations on the evolutionary paths underlying the development of firms’ business models are requested. Practical implications Managers learn about aspects and actions that they should pursue to shift from one business model archetype to another. Originality/value We identify the features – in terms of focus on all the components of the triple bottom line (or not) and in terms of strategic agility – that firms need to face or even anticipate environmental and social transformation.
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Enterprises must optimize resource allocation to achieve their strategic objectives in the context of international competition. This paper proposes a comprehensive index to measure the strategic agility of small and medium-sized enterprises (SMEs) using the basic data of online surveys based on multiple indicators and Likert scale. Then, the paper constructs an econometric model to conduct empirical analysis with representative sample data from the SEMs in the computer, communication, and other manufacturing industries in China. The paper demonstrates the nature and measurement of strategic agility and the matching of resources with strategic agility and advances a theoretical framework that enterprises’ strategic agility determines the joint allocation of non-financial resources to support strategies. The results indicate that enterprises must jointly allocate their resources according to their strategic agility, only in this way can they achieve their strategic goals and outperform their competitors. The paper further develops the concept and idea of strategic agility level zone of effective zone, inert zone, and hyper-power zone, so that enterprises may adopt different strategic decision-making based on different zones. The paper contribute to the literature on interdependencies between strategic agility and resource allocation.
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Organizational excellence represents a goal pursued by public institutions, while strategic agility, given the external environment's pronounced rapid change and uncertainty, is a necessary requirement to be effectively employed across various contemporary institutions, including public ones, if they intend to satisfy their audience, meet their evolving and diverse needs, and achieve organizational excellence. This is corroborated by the current study, which aimed to explore the impact of strategic agility on organizational excellence in the Palestinian government sector, specifically within a sample of ministries of the Palestinian National Authority, as perceived by senior supervisory employees. The study employed a descriptive-analytical approach and used a questionnaire as the data collection tool. The stratified sampling method was utilized, involving approximately (403) respondents who received the questionnaire. The study found a high level of strategic agility and its dimensions, as well as a high level of organizational excellence. Furthermore, the study identified a positive and significant impact of strategic agility and all its dimensions on organizational excellence. Shared responsibility had the highest impact, followed by intrinsic capabilities, vision clarity, and strategic sensitivity, in that order. The key recommendations derived from this study emphasize the need to enhance the principle of shared responsibility, which entails the importance of strengthening the relationships between the ministry and its external audience. This can be achieved through organizing joint meetings to facilitate active interaction and listening to everyone's opinions.
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This concluding chapter of the book “Strategic Agility in Dynamic Business Environments: Unveiling Foundations, Current Perspectives, and Future Directions” synthesizes the journey of strategic agility through different periods, emphasizing its centrality in the contemporary and future business landscape. It accentuates the key factors and aspects relevant to strategic agility. It also identifies three aspects—entrepreneurial orientation, uncertainty management, and absorptive capacity—that, despite their importance, have been marginally featured in strategic agility by the selected firms. Based on various cases, the chapter underscores its relevance for all industries and markets. The chapter concludes by asserting the need for further research and academic dialogue to better understand and integrate these elements into strategic agility frameworks.
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The aim of this chapter is to discuss the recent evolution of the academic debate on strategic agility. Adopting a two-step approach, we identify and select highly influential contributions to the strategic agility literature from the 1990s onward. This temporal demarcation has been selected to spotlight the modern advancements and the escalating relevance of strategic agility in today’s volatile and complex business environment. The analysis revealed that the concept of strategic agility constantly evolved. In the 1990s, scholars focused on the importance of implementing agility to cope with change and ultimately survive. In the 2000s, a number of contributions were published in journals at the borders between theory and practice, exploring how strategic agility can enhance business success. In the 2010s, the proliferation of studies on strategic agility led to significant theoretical advancements on the topic. Strategic agility is conceptualized as dynamic and based on a series of organizational meta-capabilities. In more recent times, characterized by high environmental turbulence, many scholars emphasized the importance of bridging the strategic agility literature with other academic debates (especially the human resource management literature), putting at the center the role of individuals and capabilities for cultivating strategic agility inside organizations. The chapter ends with some authors’ considerations on the future of strategic agility in theory and practice.
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The aim of this study is to make a bibliometric analysis of scientific studies on "VUCA" in the fields of business and management between 2013 and 2023. In this context, first, the data to be used in the research were taken from the Web of Science (WoS) database and then analyzed using the VOSviewer software program. As a result of the analysis, it was determined that there were 393 studies on the concept of VUCA, and it was found that 154 of these studies were in the business and management category. The findings of the analysis indicate that the highest number of studies on VUCA were conducted in the management category and the most studied document type was the article. According to the results of the analysis, which revealed that the interest in the subject had been increasing, especially after 2016, the most cited author was “Bennett and Lemoine (2014)”; the most productive country was the USA and the most used keyword besides “VUCA” was "leadership". It is belived that the findings obtained will guide the studies to be carried out on the subject and contribute to the researchers about the research areas that are growing in the field of VUCA and the topics that will be the focus of research activities in the near future.
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Today’s world requires new approaches to innovation that leverage continuous testing and pivoting. Speed and the ability to respond to exogenous shocks are becoming increasingly important in both theory and practice. Following the introduction of the Agile Manifesto in 2001, a wide range of industries have adopted agile approaches, which differ from other ways of managing innovation projects by promoting flexibility and the rapid development of new solutions. Despite the proliferation of agile approaches across industries, the literature lacks a systematic understanding of their underlying elements. Therefore, we conduct a systematic literature review using a text mining technique to longitudinally explore the evolutionary dynamics of the field. Analyzing the results through the dichotomous lens of contingency and configuration theories, we show that the agile literature can be systematized into two perspectives: agile-as-a-tool in the contingency perspective, and agile-as-a-culture in the configuration perspective. Our review reveals underexplored intersections in the field of innovation and provides interesting insights into these two perspectives. We also propose a research agenda to shed light on these emerging perspectives in the agile innovation and management literature.
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يسعى البحث إلى التعرف على مدى الاهتمام بالرشاقة الاستراتيجية في شركات الاتصالات زين وآسيا سيل بمحافظة بغداد، والتعرف على مدى قوة الابتكار التنظيمي في هذه الشركات، وتحديد مدى أثر الرشاقة الاستراتيجية في الابتكار التنظيمي في شركات الاتصالات زين وآسيا سيل بمحافظة بغداد. وتم الاعتماد على المنهج الوصفي والاستبيان في جمع بيانات البحث، وشمل مجتمع البحث الحالي في العاملين في شركات الاتصالات زين وآسيا سيل بمحافظة بغداد، وتم اختيار عينة للبحث والتي تبلغ (315) عامل. توصل البحث إلى أن هناك اهتمام عالي بالرشاقة الاستراتيجية في شركات الاتصالات زين وآسيا سيل بمحافظة بغداد. كما توصل البحث إلى أن هناك درجة عالية من الاهتمام بالابتكار التنظيمي في شركات الاتصالات زين وآسيا سيل بمحافظة بغداد. وتوصل البحث إلى أن هناك ارتباط بين متغير (الرشاقة الاستراتيجية)، والابتكار التنظيمي، وأن هناك أثر ذو دلالة إحصائية لأبعاد الرشاقة الاستراتيجية (الحساسية الاستراتيجية، القدرات الجوهرية، سرعة الاستجابة)، في الابتكار التنظيمي بشركات الاتصالات زين وآسيا سيل بمحافظة بغداد. ولا يوجد أثر ذو دلالة إحصائية للمسئولية المشتركة في الابتكار التنظيمي. وأوصى البحث بأهمية العمل على دعم سرعة الاستجابة لتحقيق الهدف من الرشاقة الاستراتيجية بالشركات، من خلال إجراء التعديلات على الخدمات المقدمة لتتكيف مع حاجات السوق ومتطلبات الزبائن.
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Purpose of the article The paper aims to identify approaches to understanding CSR, emphasizing the importance of strategic Corporate Social Responsibility (CSR) in the context of sustainable innovation performance. The paper answers two main questions: what is strategic CSR, i.e. what does a system integrating a strategic approach to CSR look like and when is the right moment to change the way of management, align the interests of stakeholders and take steps to change (to introduce or develop a selected concept, system, model, etc.)? Methodology/methods Based on the analysis of publications, studies, managerial methods and tools, the article proposes a possible procedure for an framework linking corporate responsibility with innovations, which can be beneficial for aligning the interests of all stakeholders in an organization. The contribution is based also on the relationship between quality and CSR, also because CSR is the part of quality management concepts based on continuous improvement and increase efficiency and effectiveness of business operations. Scientific aim The intention is to raise awareness and develop the application of the strategic -based CSR concept as the compliance model in order to ensure an effective system in organizations. The task is to identify a performance tool that can be used by SMEs for the benefit of harmonizing requirements, interests and expectations within the framework of developing business activities. Findings CSR as a model for aligning the interests and strategic activities of a company is an ideal concept even for smaller companies. Companies without systematic application of management tools in their processes, such as self assessment, will not be competitive. The article presents a proposal for a concept of developing system and informs about the self assessment as the method of sustainable model of compliance management. A framework has been constructed that allows identifying when an SME should take action and change its approach in managing its activities, i.e. where he is on the path of reconciling interests and requirements. Conclusions (limits, implications etc.) The compiled CSR maturity grid has the potential to strengthen the economic, social and environmental cohesion of SMEs, to strengthen continuous improvement, and last but not least, it contributes in a fundamental way to the sustainability of the system, i.e. it is understood as a method of managing the sustainable development of a competitive business. The contribution has certain limitations and for this reason it is also desirable to develop a self-assessment tool for effective compliance management of companies and also to carry out studies on the possibilities of applying strategic CSR in companies of various industries.
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Chinese mergers and acquisitions (M&A) practice has witnessed a series of reforms since the 1980s, with considerable impact on human resource management (HRM) practices, acquisition types and working conditions. This study examines the sociocultural integration in M&A and HRM involvement in the acquisition of state-owned enterprises (SOEs) by privately owned enterprises in China using qualitative data from three M&A case studies. The research explores issues relating to firm ownership structure, party committee, leadership and value orientation using a comparative perspective to highlight the role of various factors in shaping the sociocultural integration process in M&A. The authors deploy identity theory to elucidate leaders' identity work in linking HRM activities, existing or emerging, that underpin this integration process. The findings shed important light on the influence of SOEs in private Chinese firms' M&A endeavours and the role of leaders' identity work and HRM involvement from a microfoundational perspective.
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This article proposes a framework to address a central conundrum in strategic management: How can firms transcend the trade-off between the momentum that results from the strong strategic commitments needed to gain industry leadership with the need for strategic agility in the face of strategic discontinuities? The article develops an analysis of the meta-capabilities underlying strategic agility, which is clustered around strategic sensitivity (both the sharpness of perception and the intensity of awareness and attention), resource fluidity (the internal capability to reconfigure business systems and redeploy resources rapidly), and leadership unity (the ability of the top team to make bold decisions fast, without getting bogged down in "win-lose" politics at the top). Based on an in-depth study of Nokia's evolution over the past twenty years, this article shows how these three meta-capabilities interact over time and proposes a framework to enable a firm to maintain and regain strategic agility as it matures.
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This study explores organizational growth in technology-based ventures. We relate characteristics of the founding top-management team, strategy, and environment to the sales growth of newly founded U.S. semiconductor firms. The results indicate significant main and interaction effects for the founding top-management team and market stage on firm growth. In contrast, the technical innovation of firm strategy and marketplace competition were not significant. Finally, the founding top-management team and market-stage effects were increasingly large over time. Overall, these results indicate that both environmental determinism and strategic choice operate on young firms. These findings also suggest chaos-theory linkages to positive-feedback models and sensitive dependence of organizational growth on founding conditions.