• Asia pacific journal of information systems
• /
• v.24 no.4
• /
• pp.417-441
• /
• 2014

Organizations need to exhibit characteristics of agility to stay ahead of their competitors and to survive in dynamic environments. One major concern for organizations is how to implement Information Systems (ISs) to enhance their agility. Organizations tend to spend too many resources to change their entire IS instead of only the components that cause problems without exactly knowing whether it enables or suppress organizational agility. To address these shortcomings and practical issues, we provide a framework to assess organizational agility and to diagnose a problem related to IS. By applying this prototype of the Agility Framework, we were able to diagnose a problem that the department of Management Control and Information Systems at the Universidad de Chile had and planned actions for them to improve its organizational agility with a course scheduling system, eClasSkeduler. This action research, which took more than 25-month for the first cycle, further develops the Agility Framework, which not only provides a way to link IS with organizational functions but also illustrates how to use it to diagnose a situation and plan actions for improving organizational agility through an information system.

• Journal of the Korean Society of Clothing and Textiles
• /
• v.38 no.5
• /
• pp.718-732
• /
• 2014

This study investigates the effects of two organizational variables (market orientation and organizational innovativeness) and the interaction between these two variables on supply chain agility as well as examines the moderating effect of 1) firm size and 2) the extent of global sourcing. Employing a web-based e-mail survey method, the study issued 1,320 questionnaires to South Korea apparel manufacturing companies; data from 147 completed surveys were analyzed. Market orientation, organizational innovativeness, and the interaction between the two variables positively affect supply chain agility. Firm size and global sourcing do not have any significant moderating effects on the relationship between organizational characteristics and supply chain agility. Companies with high market orientation and high organizational innovativeness have more agile supply chains than companies with only market orientation or organizational innovativeness. Firms need to effectively enhance market orientation and organizational innovativeness simultaneously to enhance supply chain agility. The lack of a moderating effect from firm size suggests that all companies should promote a greater degree of market orientation and organizational innovativeness to enhance supply chain agility regardless of firm size.

• The Journal of Asian Finance, Economics and Business
• /
• v.8 no.2
• /
• pp.555-562
• /
• 2021

This study aims to understand the effect of millennial transformational leadership (MTL) on organizational performance in Indonesian Fishery startups. The population of this study included select fishery startups in Indonesia based on the data released by the Ministry of Marine Affairs and Fisheries of the Republic of Indonesia and Digital Fishery Network. This study used the statistical method of PLS-SEM to analyze the data. The findings show that the MTL has no direct positive relationship with organizational performance; MTL has a direct positive relationship with organizational agility; MTL has a direct positive relationship with IT capability; IT capability has a direct positive relationship with organizational agility; organizational agility has a direct positive relationship with organizational performance in fishery startups in Indonesia during this pandemic era. It is suggested that future researches use covariance-based-structural equation modeling which is able to test the research model's feasibility. Roles of mediating variables in addition to the main variables-for example, organizational agility as a mediating variable on the relationship between MTL and organizational performance - are also suggested to be examined. In spite of the limitations, the model developed is still interesting to investigate and is expected to enhance the literature on transformational leadership.

• Journal of Distribution Science
• /
• v.20 no.6
• /
• pp.57-66
• /
• 2022

Purpose: Business agility is an important key to survival for SMEs in Indonesia, especially during the COVID-19 pandemic. Indonesian local product distribution and service distribution are mostly served by SMEs. Agile businesses will be able to assist them in the proper distribution of products and services. This research examines how the direct and indirect influence of IT capabilities on business agility through organizational learning and business intelligence for small and medium enterprises in the distribution of Indonesian products and services. Research design, data and methodology: This research uses SEM method with SmartPLS tool. The sample of this research was conducted on small and medium enterprises in the distribution of Indonesian products and services. The sample obtained in this study was 202 SME owners or managers (strategic level). Results: Business intelligence plays a key role in improving business agility. The results of IT capability can directly and indirectly affect business agility through organizational learning. Conclusions: Business intelligence has the biggest role in increasing business agility in SMEs in Indonesia. IT capability has an indirect effect on business agility through organizational learning. The findings of this study prove that IT capabilities do not indirectly affect business agility through business intelligence.

• The Journal of Asian Finance, Economics and Business
• /
• v.7 no.11
• /
• pp.401-411
• /
• 2020

This study aims to analyze the agreement of service innovation using contingency approach (manager personality, organizational structure) moderated by leadership agility. The study has been carried out on Islamic banking companies' managers in Indonesia, from East Java and Yogyakarta region using purposive sampling technique with questionnaire and interviews as the method of data collection. The total number of respondents in the sample is 184. This sample is then analyzed using Euclidience Distance Simple Regression and Simple Regression Moderation method. The results prove that: (1) there is a partial fit between incremental strategy with reactive personality and mechanical organizational structure, which increases the service performance; (2) there is a partial fit between radical strategy with proactive personality and organic organizational structure, which increases the service performance; (3) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and reactive personality toward service performance; (4) leadership agility is able to strengthen the fit the relationship between radical innovation strategy and proactive personality toward service performance; (5) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and mechanical organizational structure toward service performance; and (6) leadership agility is able to strengthen the fit of the relationship between radical innovation strategy and organic organizational structure toward service performance.

• The Journal of Information Systems
• /
• v.21 no.3
• /
• pp.187-214
• /
• 2012

Supply chain management(SCM) helps firms in integrating their business by collaborating with other value chain partners to meet the unpredictable demand of the end user. Agility is the fundamental characteristic of a supply chain needed for survival in turbulent and volatile markets, which are becoming norms as product life cycles shorten and environmental forces create additional uncertainty resulting in higher risk in the supply chain management. Literature reviews reveals various factors that could affect the agility. The objective of this study is to derive interdependence, partnership, quality of information, joint problem solving, modelize the mutual influential relationship between them, and look into the influential relationship influencing the agility. To test the proposed model, we used a data set generated from survey. Date analysis was conducted using 122 respondents. We used structural equation model (SEM) implemented in partial least square(PLS). The results of this study can be summarized as follows. Interdependence had a significant impact on partnership. Partnership had a significant impact on quality of information and joint problem solving. Quality of information had a significant impact on joint problem solving. Quality of information and joint problem solving had a significant impact on agility. This study diagnoses that Inter-organizational relationship characteristics are important for supply chain agility. Inter-organizational relationship characteristics are considered as an essential factor for supply chain agility.

• Journal of Venture Innovation
• /
• v.7 no.1
• /
• pp.59-75
• /
• 2024

As the 4th Industrial Revolution progresses, the importance of startups was increasingly emphasized. Nevertheless, the five-year survival rate of Korean startups was lower than that of OECD countries. In this study, we analyzed the relationship between agile leadership, learning agility, and organizational performance of startups under the premise that organizational performance was most important for startups to achieve sustainable growth. For the empirical analysis, agile leadership was set as an independent variable, learning agility was set as a mediating variable, and organizational performance was set as a dependent variable. Data was collected from startup employees across the country, and 197 valid samples were selected for analysis. The empirical analysis used Process Macro 4.2. As a result of the empirical analysis, agile leadership was found to have a significant positive effect on startup organizational performance. Additionally, agile leadership had a positive (+) effect on learning agility, and learning agility had a positive (+) effect on startup organizational performance. As a result of analyzing the mediating effect of learning agility, learning agility was found to play a mediating role between agile leadership and organizational performance. Academically, these research results tested the usefulness of agile leadership suited to the startup culture among various leadership styles that can improve the organizational performance of startups. In practical terms, such agile leadership not only directly affects organizational performance, but also through the learning agility of startup employees. This means that by creating a culture of learning agility that encourages startup employees to continuously learn and adapt, startups can increase their chances of survival and success.

• The Journal of Asian Finance, Economics and Business
• /
• v.8 no.5
• /
• pp.897-911
• /
• 2021

This study aims to analyze the important role of business analytics capability, information quality, and innovation capability in influencing organization agility and organization performance during the Covid-19 pandemic. Data was collected from 76 companies from various sectors in Indonesia. Structural Equation Model-Partial Least Square (SEM-PLS) analysis was conducted to analyze the relationship between variables and test a series of hypotheses. Importance-Performance Matrix Analysis (IPMA), a useful analysis approach in PLS-SEM, is used, which extends the results of the estimated path coefficient (importance) by adding a dimension that considers the average values of the latent variable scores (performance). The IPMA approach examines not only the performance of an item but also the importance of that item. The results show that business analytics capability has a significant effect on information quality and innovation capability which then affects organization agility. Organizational performance is influenced by organizational agility. IPMA results show that organizational agility has the highest level of impact on organizational performance. This study will assist companies in planning business analytics, improving information quality, increasing innovation capability, and ultimately increasing agility and performance during the Covid-19 pandemic. This study will add to existing knowledge about previous literature, especially in the Covid-19 pandemic situation.

• Journal of Distribution Science
• /
• v.22 no.6
• /
• pp.23-32
• /
• 2024

Purpose: Trade in small and medium businesses must improve innovation performance before and after the COVID-19 pandemic. The requirement for rapid innovation is being able to compete and survive post-pandemic. This research attempts to investigate the influence of organizational forgetting, knowledge management, and business agility in distributing innovation performance improvementsto SMEs in Tasikmalaya, Indonesia. Research design, data and methodology: In this research, a structural equation modeling approach with SmartPLS was applied. This research used 221 Tasikmalaya SMEs as samples. The findings of this study show that SMEs are still underrepresented in technological advancement. Results: Organizational forgetfulness does not have a significant impact on innovation performance, nor does it have an indirect impact through knowledge management. Business agility, on the other hand, has a significant indirect effect on innovation performance. Knowledge management does not have a significant and direct impact on innovation performance, but business agility has a significant impact. Conclusions: Efforts to enhance SMEs' trade must be willing to challenge the status quo or abandon knowledge that is no longer relevant to current developments to improve business agility and innovation. Technology-oriented SMEs can quickly become agile by implementing organizational forgetting. SME owners must be willing to adapt to technological advances to adopt organizational forgetfulness.

• International Journal of Advanced Culture Technology
• /
• v.9 no.1
• /
• pp.152-161
• /
• 2021

We study is to confirm the influence of the manager's learning support leadership perceived by the organizational members of small and medium-sized ICT companies on the learning agility and job satisfaction of the organizational members. In addition, this study was to confirm the relationship between learning agility and job satisfaction and the mediating effect of learning agility. To this end, the statistical package program SPSS 24.0 and SPSS PROCESS Macro Model were used for 352 copies. In other words, the results of analysis through frequency analysis, reliability analysis, factor analysis, regression analysis, and bootstrapping method to verify the established research hypothesis are as follows. First, the leadership of the manager's learning support showed a positive effect on job satisfaction. Second, the leadership of the manager's learning support showed a positive effect on learning agility. Third, learning agility was statistically significant in job satisfaction. Fourth, learning agility showed a mediating effect between learning support leadership and job satisfaction. As shown in the results of this study, it was shown that in order to improve the job satisfaction of organizational members, the learning support leadership of the manager and the learning agility of the members can be systematically improved. In other words, in terms of strategic human resource management and strategic human resource development, the organization was required to establish systematic systems and continue to implement them. In particular, there was a need for the development and operation of programs that could develop and improve competency for learning support leadership and learning agility.