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Design of Transformation Initiatives Implementing Organisational Agility – An Empirical Study [article]

Ivan Kovynyov and Axel Buerck and Ralf Mikut
2020 arXiv   pre-print
This study uses 125 responses from companies of all sizes headquartered in Germany, Switzerland, France and UK to reveal perceptions of the drivers of organisational agility. It further investigates current understanding of managing principles of multiple organisational dimensions such as culture, values, leadership, organisational structure, processes and others to achieve greater organisational agility. The data set is disaggregated into four major profiles of agile organisations: laggards,
more » ... ecution specialists, experimenters, and leaders. The approach to agile transformation is analysed by each of those profiles. While the positive effect from a more holistic approach is confirmed, leaders tend to focus more on processes and products rather than project work. Respondents perceive that IT, product development and research are most agile functions within their organisations, while human resources, finance and administration are considered being not agile. Further, organisations with higher levels of organisational agility tend use more than one agile scaling framework. Implications on theories of agile transformations and organisational design are discussed.
arXiv:2006.00048v1 fatcat:ewtm3gi6ivfpbfbiyw2h4hlb2q

Digital technologies in airport ground operations

Ivan Kovynyov, Ralf Mikut
2019 Netnomics  
Financial pro- cess Integrated invoicing * Kovynyov et al. [86, 36] Management process Integrated KPI report- ing * Schmidberger et al. [87] IT process Digital workplace and virtualization  ... 
doi:10.1007/s11066-019-09132-5 fatcat:2t246677yrehhkbnrn4fbp77ri

Design of transformation initiatives implementing organisational agility: an empirical study

Ivan Kovynyov, Axel Buerck, Ralf Mikut
2021
Finally, some scholars argue that agility supports generating value from digital technologies (Kovynyov and Mikut 2019; Ghezzi and Cavallo 2020) .  ... 
doi:10.5445/ir/1000135103 fatcat:rqd4uilftjayvoflbkgagfsxwy