We used a novel approach by extending the resource-based view with dynamic capabilities to capture relationship between IT governance and organizational agility. Results from our survey of senior managers suggest that innovation fully mediate on They show strong impact both capability agility high market turbulence, whereas highly impacts low turbulence.

“The Enterprise Capability Organization: Future of IT” by Mark McDonald rightly emphasizes the need for managing enterprise capabilities for organizational maturity and agility. The proposed organization structure does bring together necessary resources to plan, implement, and maintain desired enterprise capabilities. The paper articulates that it requires senior management sponsorship, support...

Drawing on the emerging perspective of IT-enabled organizational capability, we suggest that operational agility and strategic flexibility in tandem with IT competency have a significant effect on firm performance in fast-cycle industries. We identify specific IT competencies and present a model that describes operational agility and strategic flexibility as mediating variables in the relations...

Partnerships have been adopted by most organizations as a major technique to manage technological turbulence and dynamic market environments. The paper aims to investigate four key organizational capabilities in partnerships that are proposed to contribute to the improvement of the organization’s agility—a dynamic capability for managing capricious environments. The role of trust between partne...

This study investigates the organizational value of IT-enabled strategic capabilities in specific industry settings. We propose a theory-based model of positive relationships among IT resources, strategic-level agility, and firm performance. The model also proposes the relative values of the strategic-level agility in service and manufacturing industries. Survey data of medium to large-size ent...

The paper is focused on changes occurred in military organizations in Information Age. During Industrial Age the military structure of forces evolved according with principles of decomposition, specialization, hierarchy, optimization, deconfliction, centralized planning, and decentralized execution. But now the solutions based upon Industrial Age assumptions and practices will break down and fa...

Scholars have proposed that IT enables organizational agility by extending the reach and richness of firm knowledge and processes. However, this relationship is still open to debate. Based on the dynamic capabilities perspective, this paper proposes a model to investigate how employee competence (i.e., IT competence of business people and business competence of IT professionals) affects organiz...

The impact of enterprise systems (ES) on organisational agility (OA) is an under-researched area. Given the trends that most large organisations are moving towards ES and investing heavily on ES infrastructure and the increasing demand for agility, lack of research on ES and OA is a critical oversight. Using insights from the resource based view and dynamic capability theories; this paper argue...

To remain competitive in the present dynamic environment, ‘governance for agility’ has become a key solution. Past literature paid little attention to understanding how governance for agility, particularly in regard to the delivery of Information Technology (IT) implementation. Using agile organisation and IT-governance theory as lenses to analyse data from a hospital case study, a strategic pr...

Despite the popularity of agile methods in software development and increasing adoption by organizations there is debate about what agility is and how it is achieved. The debate suffers from a lack of understanding of agile concepts and how agile software development is practised. This paper develops a framework for the organization of agile software development that identifies enablers and inh...