In this conceptual paper, we describe how IT and knowledge strategies, resources and capabilities coevolve and collectively influence firm agility. We briefly examine links between business strategy and IT and knowledge strategies, and also between agility and firm performance. To do so, we conduct a comprehensive literature review. Using the resource-based view of the firm and a dynamic capabi...

Information technology is generally considered an enabler of a firm’s agility. A typical premise is that greater IT investment enables a firm to be more agile. However, it is not uncommon that IT can also hinder and sometimes even impede organizational agility. We propose and theorize this frequently observed but understudied IT–agility contradiction by which IT may enable or impede agility. We...

This study develops a research model of how the technical, behavioral, and business capabilities of IT personnel are associated with IT infrastructure capabilities, and how the latter are associated with IT-dependent organizational agility, which is conceptualized as comprising IT-dependent system, information, and strategic agility. Analysis of crosssectional data collected from 293 IT manager...

Information systems (IS) development is becoming increasingly more geographically dispersed. Although process rigor, process standardization, and process agility are generally believed to have a positive impact on software development, it has not been well understood how these process capabilities affect distributed IS development. More important, no prior research has investigated their intera...

Business agility has been studied by researchers since the beginning of 1990s. With the increased diffusion of information technology (IT) in business, IT is often been brought up as a factor pushing for agility as well as being a potential enabler for agility. As a result, IT organisations need not only to better understand business agility but also their own agility and their role in promotin...

Nowadays, in turbulent and violate global markets an Agile Supply Chain (ASC) network is frequently considered as a dominant competitive advantage for survival. To achieve the competitive advantage, companies must align with suppliers and customers to streamline operations, as well as agility beyond individual companies. There are many definitions and models about agile supply chain and most of...

Although the relationship of information technology (IT) capability and knowledge capability with organizational agility has been documented, limited information is available on the extent to which these two capabilities affect organizational agility. Attempts to understand the effect of IT and knowledge capability on organizational agility in the presence of contextual factors have also been f...

Nowadays, in turbulent and violate global markets, agility has been considered as a fundamental characteristic of a supply chain needed for survival. To achieve the competitive edge, companies must align with suppliers and customers to streamline operations, as well as agility beyond individual companies. Consequently Agile Supply Chain (ASC) is considered as a dominant competitive advantage.  ...

By reflecting on the polymorphous aspects of firms’ strategic responses to environmental dynamics, we differentiate two distinctive types of agility, namely, entrepreneurial agility (anticipating and proactive) and adaptive agility (sensing and reactive). In this light, we investigate how and why firms’ IT and operational capabilities can enable these two types of agility, thereby leading to su...

Organizational agility has recently received a great deal of attention as it is seen as a significant business capability which allows firms to respond flexibly to today’s rapidly changing business environment. However, it is still unclear as to how and why specific information technology (IT) investments can enable organizational agility and thus lead to a firm’s long-term competitive success....