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The human side of organizational agility

The human side of organizational agility Organizational agility may be considered the integration of organizational processes, characteristics, and members with advanced technology. Agility enhances the organization’s ability to provide high quality products and services and is, therefore, crucial to organizational competitiveness. Integrates the production/operations, general management, and sociotechnical views to develop a model of organizational agility. Briefly reviews the literature in these fields and offers a model of agility based on suppliers, organizational members, and customers united through information technology. It is proposed that these connections rest on a foundation of leadership, organization culture, and employee reward systems that create a relationship between people and technology. These relationships include involving people in decision making, creating process and product quality by offering enriched jobs, training in technology, and providing a reward system which reinforces agility‐promoting efforts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management & Data Systems Emerald Publishing

The human side of organizational agility

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References (48)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0263-5577
DOI
10.1108/02635570310479963
Publisher site
See Article on Publisher Site

Abstract

Organizational agility may be considered the integration of organizational processes, characteristics, and members with advanced technology. Agility enhances the organization’s ability to provide high quality products and services and is, therefore, crucial to organizational competitiveness. Integrates the production/operations, general management, and sociotechnical views to develop a model of organizational agility. Briefly reviews the literature in these fields and offers a model of agility based on suppliers, organizational members, and customers united through information technology. It is proposed that these connections rest on a foundation of leadership, organization culture, and employee reward systems that create a relationship between people and technology. These relationships include involving people in decision making, creating process and product quality by offering enriched jobs, training in technology, and providing a reward system which reinforces agility‐promoting efforts.

Journal

Industrial Management & Data SystemsEmerald Publishing

Published: Aug 1, 2003

Keywords: Organizations; Agile production; Leadership; Human resource development

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