Fink & Neumann (2007)Fink, L., & Neumann, S. (2007). Gaining agility through IT personnel capabilities: the mediating role of IT infrastructure capabilities. Journal of the Association for Information Systems, 8(8), 440-462. http://dx.doi.org/10.17705/1jais.00135.
http://dx.doi.org/10.17705/1jais.00135...
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Present a model for analyzing how technical, behavioral, and business resources are associated with IT infrastructure resources and how they are associated with IT-dependent organizational agility. |
(1) IT staff capabilities |
(1) Quantitative Approach |
(1) The IT staff's behavioral and technical resources have a positive effect on infrastructure capabilities. |
(1) Address the time dimension in studying the strategic value of shared IT capabilities, preferably using qualitative methodologies. |
| • business ability |
(2) Survey |
(2) The effect of infrastructure resources on IT-dependent strategic agility is straightforward, as well as mediated by IT-dependent system and information agility. |
| • behavioral ability |
(3) Structural equation modeling |
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| • technical ability |
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| (2) IT Infrastructure Capabilities |
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| (3) IT-dependent organizational agility |
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| • Strategic Agility |
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| • System Agility |
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| • Information Agility |
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Tallon & Pinsonneault (2011)Tallon, P. P., & Pinsonneault, A. (2011). Competing perspectives on the link between strategic information technology alignment and organizational agility: insights from a mediation model. Management Information Systems Quarterly, 35(2), 463-486. http://dx.doi.org/10.2307/23044052.
http://dx.doi.org/10.2307/23044052...
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Present a model in which organizational agility is seen as a mediating factor between IT strategic alignment and organizational performance. And IT flexibility is seen as moderating this relationship. |
(1) IT's strategic alignment |
(1) Quantitative Approach |
(1) Positive and meaningful relationship between IT strategic alignment and organizational agility and business agility. |
(1) Understand how IT strategic alignment enables agility over time and how success or lack of agility contributes to future alignment decisions. |
| (2) IT Flexibility |
(2) Survey |
(2) Flexibility of IT infrastructure has a major positive and significant effect on agility. |
| (3) Organizational agility |
(3) Confirmatory Factor Analysis |
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| • responsiveness to consumers |
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| • agility in relationships with business partners |
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| • operational agility |
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| (4) Organizational performance |
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| (5) Environmental volatility |
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Lu & Ramamurthy (2011)Lu, Y., & Ramamurthy, K. (2011). Understanding the link between information technology capability and organizational agility: an empirical examination. Management Information Systems Quarterly, 35(4), 931-954. http://dx.doi.org/10.2307/41409967.
http://dx.doi.org/10.2307/41409967...
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(1) Does IT capacity increase or hinder agility? (2) How does IT capability complement other organizational resources, ie IT spending, to increase organizational agility? |
(1) Organizational agility |
(1) Quantitative Approach |
(1) Significant positive relationship between IT capability and both types of organizational agility. |
(1) Extend this research and examine how other elements such as culture, structure, process, or people interact with IT, enabling agility. |
| • market capture agility |
(2) Survey |
(2) While more IT spending does not lead to greater agility, spending it to enhance and nurture IT capabilities can improve organizational agility. |
| • operational adjustment agility |
(3) Exploratory and confirmatory factor analysis. |
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| (2) IT capability |
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| • IT infrastructure |
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| • Business scope |
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| • Proactive IT Positioning |
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Chakravarty et al. (2013)Chakravarty, A., Grewal, R., & Sambamurthy, V. (2013). Information technology competencies, organizational agility, and firm performance: enabling and facilitating roles. Information Systems Research, 24(4), 967-997. http://dx.doi.org/10.1287/isre.2013.0500.
http://dx.doi.org/10.1287/isre.2013.0500...
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Understand how information technology skills shape organizational agility and company performance while considering environmental dynamism. |
(1) IT competencies are addressed through two roles: |
(1) Quantitative Approach |
(1) The enabling and enabling effects of IT skills vary according to the dynamism of the environment. |
(1) Consider the role of sourcing capabilities as another competency. |
| • Enabler |
(2) Survey |
(2) Associations between IT competencies, organizational agility, and company performance are not uniformly applicable to all companies. |
| • Facilitator |
(3) Latent class regression analysis. |
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| (2) Organizational Agility |
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| • Adaptive Agility |
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| • Entrepreneurial agility |
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Lee et al. (2015)Lee, O.-K. D., Sambamurthy, V., Lim, K. H., & Wei, K. K. (2015). How does it ambidexterity impact organizational agility? Information Systems Research, 16(2), 398-417. http://dx.doi.org/10.1287/isre.2015.0577.
http://dx.doi.org/10.1287/isre.2015.0577...
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(1) Examine the process of building a company's capabilities facilitated by IT ambidexterity, which leads to organizational agility. How does IT ambidexterity increase organizational agility within a company? |
(1) Organizational Agility |
(1) Quantitative Approach |
(1) IT ambidexterity increases organizational agility through the mediated effects of operational ambidexterity. |
(1) Study the role of IT for different business conditions. |
| (2) Examine the specific environmental conditions of the underlying mechanisms for IT-enabled agility building. How does the company's business environment affect the enabling processes between IT ambidexterity and organizational agility? |
• Proactivity |
(2) Survey |
(2) The dynamism of a company's environment affects this relationship. |
(2) Study other moderating or mediating factors as characteristics of senior management and entrepreneurial perception. |
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• Radicality |
(3) Structural equation modeling |
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• Responsiveness |
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• Adaptability |
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(2) IT Ambidexterity |
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• Simultaneously explore new IT resources and practices (IT exploitation) as well as exploit your current IT resources and practices (IT exploitation) |
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(3) Operating Ambidexterity |
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Felipe et al. (2016)Felipe, C., Roldán, J., & Leal-Rodríguez, A. (2016). An explanatory and predictive model for organizational agility. Journal of Business Research, 69(10), 4624-4631. http://dx.doi.org/10.1016/j.jbusres.2016.04.014.
http://dx.doi.org/10.1016/j.jbusres.2016...
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(1) Does information system capability affect organizational agility directly or through an indirect relationship? |
(1) Organizational agility |
(1) Quantitative Approach |
(1) This study finds support for the direct relationship between information systems capabilities and organizational agility. |
(1) Explore further how other cultural typologies can influence the level of organizational agility. |
| (2) Are information system capacity and absorptive capacity capable of generating accurate predictions of organizational agility levels? |
• organizational adaptability (a reactive aspect) |
(2) Survey |
(2) This study also provides evidence of an indirect effect of CSI on organizational agility through CA. |
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• organizational flexibility (a proactive aspect) |
(3) Partial Least Squares (PLS) |
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(2) Information Systems Capabilities (CSI) |
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(3) Absorption Capacity (AC) |
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