In literature, there is increasing attention in trying to comprehend the concept of Agility. The changing nature of global competition, which requires organizations to quickly adapt and respond, is emphasizing the relevance of this concept, considered the differentiator between successful organizations and those who flounder. Hence, a comprehensive understanding of what factors make an organization agile is required. In this direction, having an agile workforce has recently emerged as a key element to succeed. Therefore, it become essential to comprehend what makes the workforce agile and which organizational levers play the key role in enhancing it. However, currently there are no structured studies on the impacts of Business Agility on people attitudes and behaviors. The present explorative research aims at fulfilling one major gap: the lack of academic literature on the relationship between the Business Agility and the (Smart) Attitude of people. Particularly, this investigation has the aim to study these concepts with a higher level of detail, identifying the most powerful organizational levers to be implemented to enhance the Smart Attitude of people and its constituent elements. To accomplish these objectives, three theoretical frameworks have been developed and tested through statistical techniques (data collected from a survey Doxa on a representative sample of 1000 professionals in Italy), deepening step by step the level of detail, to properly reflect the real world behavior. The results indicate that Business Agility positively impacts the Smart Attitude of people, but this impact is limited by the negative contribution of the lever Structure, which negatively affects each element of Smart Attitude. These findings contribute to develop new insights both from theoretical and managerial perspective, highlighting the key role played by the cultural lever and confirming the importance of a synergic approach. In conclusion, it has been proved that the essence of Business Agility does not stand in a new organizational model or new processes or practices, but it stands in the cultural and managerial model.
In letteratura, vi è una crescente attenzione nel cercare di comprendere il concetto di Agilità. La natura mutevole della competizione globale, che richiede alle organizzazioni di adattarsi e rispondere rapidamente, sta enfatizzando la rilevanza di questo concetto, visto come il discriminante tra organizzazioni di successo e non. È quindi necessaria una maggiore comprensione dei fattori che rendono agile una organizzazione. In questa direzione, è emerso come l’avere una forza lavoro agile sia l’elemento chiave per avere successo. È pertanto essenziale comprendere cosa rende agili le persone e quali leve organizzative hanno un ruolo chiave in questo. Tuttavia, ad oggi non esiste uno studio completo sugli impatti della Business Agility su attitudini e comportamenti delle persone. La presente ricerca esplorativa mira a colmare questa lacuna: la carenza di letteratura accademica sulla relazione tra Business Agility e (Smart) Attitude delle persone; in particolare, ha lo scopo di studiare questi concetti con un maggior livello di dettaglio, identificando le principali leve organizzative per migliorare la Smart Attitude e ciascuno dei suoi elementi costitutivi. Per raggiungere questi obiettivi, tre modelli teorici sono stati sviluppati e testati tramite tecniche statistiche (dati collezionati da una survey Doxa su un campione rappresentativo di 1000 professionisti in Italia), approfondendo passo dopo passo il livello di dettaglio per riflettere adeguatamente il comportamento del mondo reale. I risultati indicano che la Business Agility ha un impatto positivo sulla Smart Attitude delle persone, ma questo impatto è limitato dal contributo negativo della leva Struttura, che influisce negativamente su ciascun elemento della Smart Attitude. Questo lavoro contribuisce a sviluppare nuove conoscenze sia dal punto di vista teorico che pratico, evidenziando il ruolo chiave della leva culturale e confermando l'importanza di un approccio sinergico tra le varie leve. In conclusione, è stato dimostrato che la vera essenza della Business Agility non sta in un nuovo modello organizzativo o in nuovi processi o pratiche, ma si trova nel modello culturale e manageriale.
Assessing the impact of business agility model on smart attitude of people : an empirical analysis
PINCIROLI, MARCO
2018/2019
Abstract
In literature, there is increasing attention in trying to comprehend the concept of Agility. The changing nature of global competition, which requires organizations to quickly adapt and respond, is emphasizing the relevance of this concept, considered the differentiator between successful organizations and those who flounder. Hence, a comprehensive understanding of what factors make an organization agile is required. In this direction, having an agile workforce has recently emerged as a key element to succeed. Therefore, it become essential to comprehend what makes the workforce agile and which organizational levers play the key role in enhancing it. However, currently there are no structured studies on the impacts of Business Agility on people attitudes and behaviors. The present explorative research aims at fulfilling one major gap: the lack of academic literature on the relationship between the Business Agility and the (Smart) Attitude of people. Particularly, this investigation has the aim to study these concepts with a higher level of detail, identifying the most powerful organizational levers to be implemented to enhance the Smart Attitude of people and its constituent elements. To accomplish these objectives, three theoretical frameworks have been developed and tested through statistical techniques (data collected from a survey Doxa on a representative sample of 1000 professionals in Italy), deepening step by step the level of detail, to properly reflect the real world behavior. The results indicate that Business Agility positively impacts the Smart Attitude of people, but this impact is limited by the negative contribution of the lever Structure, which negatively affects each element of Smart Attitude. These findings contribute to develop new insights both from theoretical and managerial perspective, highlighting the key role played by the cultural lever and confirming the importance of a synergic approach. In conclusion, it has been proved that the essence of Business Agility does not stand in a new organizational model or new processes or practices, but it stands in the cultural and managerial model.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/151793