• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.6
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• pp.27-37
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• 2016

Startup teams should be prompt to seize an business opportunity and handle various business problems with which they has not been faced before. This research examines and compares the hypotheses about the processes of communication media usage, knowledge sharing and team agility by the level of task conflict. In order for detailed investigation, each of antecedent was divided into sub-dimensions: communication media usage into synchronous and asynchronous media usage, and knowledge sharing into speed and quantity of knowledge sharing. Team agility, the dependent variable, was proposed as an important success factor of startup teams. The research model describes that the communication media usage affects knowledge sharing and consequently team agility. The differences of media usage and relationships among variables were proposed as the level of task conflict in teams. 230 data points were collected from startup teams under 5 years and statistically processed to test research model and hypotheses. From the total sample analysis, the results indicate that the knowledge sharing speed is positively associated with the quantity, and the knowledge sharing speed and quantity have positive associations with team agility. Both synchronous and asynchronous communication media usage also has significant positive associations with knowledge sharing speed. On the other hand, media usage did not show significant direct association with knowledge sharing quantity. From the group comparisons of task conflict, it was found that the higher task conflict, the higher in media usage, knowledge sharing speed and quantity, and team agility. The process of media usage, knowledge sharing, and team agility were found to be different between the high and low task conflict. From these results, the authors discussed and proposed some implications for startup team leaders.

• Journal of Digital Convergence
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• v.19 no.4
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• pp.103-118
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• 2021

The purpose of this study is to verify the effect of transformational leadership on innovative behavior and the mediating effect of learning agility and organizational commitment. We selected 271 practitioners from China's software industry. The results show that transformational leadership has a positive correlation with innovative behavior, learning agility and organizational commitment play a partial mediating role between transformational leadership and innovative actions. Therefore, this study presents the necessity of transformational leadership development and learning and immersion programs in the innovation behavior of the Chinese software industry.

• The Journal of the Korea Contents Association
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• v.20 no.6
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• pp.197-210
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• 2020

Learning agility is the will and ability to flexibly change thoughts and behaviors by quickly learning in new environments and experiences, and is a core competency to overcome crisis and solve organizational problems. It is a concept that can be used in the same organization group. Based on the previous research, a study was conducted to investigate how the job characteristics and personal learning agility of the army deputy officers influence learning satisfaction. After receiving a questionnaire survey of 216 business and yarn companies, SPSS 24.0 was used to verify the reliability and validity of the measurement variables, and the hypothesis was verified by regression analysis. It was found that some of the sub-categories of personal learning agility (self-awareness, active change pursuit) had a positive effect on learning satisfaction. This means that in order to enhance the effectiveness of military cyber education, measures should be taken to avoid overload in the field, and in order to increase performance in military organizations, personal learning agility pursuing positive change based on self-awareness and feedback must be developed.

• Journal of Service Research and Studies
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• v.14 no.3
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• pp.79-101
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• 2024

This study aims to investigate the impact of hotel marketing agility on employee job crafting and service innovative behavior in the context of the uncertainties faced by the Korean hotel industry amidst a rapidly changing business environment. In the post-COVID era, hotel companies need to quickly detect market trends and respond flexibly to secure a competitive advantage and promote sustainable growth. Given the high proportion of face-to-face services in the hotel industry, marketing agility is emerging as a core competency to effectively cope with changing customer demands and market dynamics. However, an organization's agile marketing capabilities only take on true meaning when frontline employees voluntarily redesign their jobs and lead service process innovations. In this regard, job crafting, which refers to employees' active redefinition and modification of their job boundaries, can serve as a link between organizational agility and individual innovative behavior. By empirically analyzing the structural relationship between marketing agility, job crafting, and service innovative behavior in the hotel context, this study applies the concept of agility to the field of human resource management and provides new insights into the antecedents and outcomes of job crafting. The results show that hotel responsiveness has a significant positive impact on all three dimensions of job crafting. In the case of speed and flexibility, they had a significant positive effect on task and relational crafting, but the effect of speed on cognitive crafting was not significant. The implications of the study suggest that hotels' rapid decision-making and execution may actually constrain employees' cognitive crafting activities, such as reflecting on and reinterpreting the meaning and identity of their work. Furthermore, it is expected to provide meaningful insights for hotel managers facing environmental upheavals to seek practical measures to enhance agility and innovativeness.

• Information Systems Review
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• v.15 no.3
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• pp.39-69
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• 2013

Business value of information technology has been the biggest interest of all such as practitioners and scholars for decades. Information technology is considered as the driving force or success factor of firm agility. The general assumption is that organizations making considerable efforts in IT investment are more agile than the organizations that are not. However, IT that should help the strategies of the firm that can hinder business or impede agility of the firm occasionally. In other words, it is still unknown if IT helps the agility of the firm or bothers it. Therefore, we note that contrary aspects of IT such as promotion and hindrance of firm agility have been observed frequently and theorize the relationships between them. In other words, we propose a rationale that firms should need to develop superior firm-wide IT capability to manage IT resources successfully in order to realize agility. Thus, this paper theorizes two IT capabilities, including technical IT capability and managerial IT capability as key factors impacting firm agility and firm performance. Further, we operationalize firm agility into two sub-types, including operational adjustment agility and market capitalizing agility. The data from 171 firms was analyzed using PLS approach. The results showed that technical IT capability has positive impact on firm agility and managerial IT capability had positive moderating effects between technical IT capability and firm agility. In addition, it was identified that top management championship positively moderates between agility and firm performance. Finally, it was indicated that firm agility was a very important causal variable of firm performance. Our study provides more exquisite and practical empirical evidences in the relationship between IT capability and firm agility by proposing applicable solution although IT has some contradicting effects on firm agility. Our findings suggest many useful implications to agility related researches in relatively primitive stage and working level officers in organizations.

• The Journal of the Korea Contents Association
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• v.20 no.10
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• pp.641-653
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• 2020

Research on the impact of the creating shared value (CSV) and organizational agility on management performance in research targeting financial institution workers is insufficient. The purpose of this study is to investigate the effect of CSV on business performance through social capital and the effect of organizational agility on business performance for employees of financial institutions. The results of the study are as follows. First, economic value had a positive effect on structural and relational capital, but social value had a positive effect on relational capital only. Second, organizational agility had a positive effect on financial and non-financial performance. Third, structural capital had a positive effect only on non-financial performance, and relational capital had a positive effect on financial and non-financial performance. In summarizing these findings, it was confirmed that although most of the variables had a positive effect, social value did not affect structural capital and structural capital did not affect financial performance. Based on such research results, the necessity of strengthening social value and structural capital was proposed to increase the management performance of financial institutions, and conclusions, implications, and future research directions were presented.

• Knowledge Management Research
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• v.21 no.3
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• pp.123-140
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• 2020

In call centers where customers contact a firm's customer service without face-to-face interaction, customer service representatives (CSRs) determine its service competitiveness. In other words, a firm's service excellence relies on its CSRs. Drawing on the concept of agility from service and information technologies studies, this study conceptualizes customer response capability as a variable consisting of customer response expertise and customer response agility, and further verifies its effects on customer service performance. Moreover, this study examines whether a firm's digital and human knowledge resources are related to CSRs' customer response capability. To empirically test the proposed hypotheses, the partial least squares analysis is conducted with a total of 371 responses collected on CSRs from two insurance call centers. The findings indicate that a firm's digital and human knowledge resources enhance CSRs' customer response expertise and customer response agility, thereby increasing customer service performance. The results draw the conclusion that CSRs' customer response capability is a key antecedent of superior customer service.

• Information Systems Review
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• v.12 no.1
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• pp.131-144
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• 2010

To survive in the rapidly changing business environment, it is very important for companies to respond to the changing environment effectively as well as agilely. As an approach to appropriately respond to the changing environment, companies have developed and exploited various business rules and related knowledge and attempted to implement them through information systems. However, most of legacy information systems used in companies have suffered from the limitations that do not properly utilize and systematically organize the business rules. This study proposes an introduction of BRE (business rule engine) as a solution to cope with the limitations and explores its effect on organizational agility based the case analysis of "W" Investment and securities Co., Ltd.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.1-23
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• 2024

This study empirically analyzed the factors affecting acceptance intention when introducing digital transformation in the passenger vehicle transportation business, and examined the moderating effect of corporate agility. Based on the technology acceptance model (TAM) and the technology-organization-environment (TOE) model, the study set introduction usability, ease of introduction, digital transformation capability, CEO support, customer demand, and competitive pressure as independent variables, and 316 effective samples were analyzed by setting corporate agility as a modulating variable. As a result of the analysis, ease of introduction, digital transformation capability, CEO support, customer demand, and competitive pressure all had a significant influence on the intention to accept digital transformation, and in particular, digital transformation capability had the greatest influence. This suggests that the ability of companies to effectively utilize digital technology is an essential factor in the success of digital transformation. On the other hand, the usefulness of introduction did not significantly affect the intention to accept, which means that concerns about costs and risks can have a greater impact on the introduction of digital transformation. In addition, corporate agility showed a positive moderating effect in the relationship between acceptance intention and independent variables, and it was shown that the more agile the company can effectively solve the challenges that arise in the process of introducing digital transformation. In particular, when corporate agility is high, the effect of usefulness of introduction changes positively. This study is the first attempt to systematically analyze digital transformation in the passenger vehicle transportation business, and in practice, it has great academic significance and confirmed the importance of digital transformation capabilities and CEO support. However, since the scope of the study is limited to the passenger vehicle transportation business, there is a limit to generalization, research expanded to various industries and fields is needed in the future.

• 한국IT서비스학회:학술대회논문집
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• 2007.11a
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• pp.230-235
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• 2007

현대의 조직은 급격한 업무 환경의 변화와 극심한 경쟁에 대응하기 위하여 정보기술에 상당부분 의존하고 있다. 업무 체계가 다양하고 복잡해지면서 이들 체계 간의 연계를 효과적으로 하여 조직의 전략들 달성하는 것이 중요하며, 또한 업무의 민첩성과 유연성을 확보할 수 있도록 정보체계를 구축하는 것이 필요하다. 이를 위하여 전사적 아키텍처(EA)와 서비스 지향 아키텍처(SOA)가 각광을 받고 있으나, 이들은 일회성 프로젝트로 추진하여서는 섬과를 얻을 수 없으며, 지속적인 관리가 필요하다. 이를 뭐하여 EA 거버넌스와 SOA 거버넌스가 필요하다. 이들 간의 어떤 관계가 있는지를 고려하며 어떻게 구축할 것인가를 설명하였다.