Match!

Organizational agility: kicking the culture "crutch"

Published on Nov 2, 2003
· DOI :10.1109/IEMC.2003.1252256
E. Hermansen1
Estimated H-index: 1
,
J.-P. Caron1
Estimated H-index: 1
Abstract
The fundamental thesis of this paper is "an agile organizational culture is only enabled when a holistic enterprise understanding, typically held implicitly by a select few, is rendered explicit for the benefit of the whole organization". The paper briefly examine the assumptions that constitute our current understanding of organizational culture and its perceived lethargic predisposition to change. From this assessment, an agile enterprise management framework is presented, whose underpinning methodology alters the paradigm of organizational based management by recognizing and leveraging corporate capabilities.
  • References (5)
  • Citations (5)
📖 Papers frequently viewed together
3 Citations
5 Citations
1997
1 Author (M. G. Reyes)
78% of Scinapse members use related papers. After signing in, all features are FREE.
References5
Newest
#1Pervaiz K. AhmedH-Index: 33
#2Ann Y. LohH-Index: 1
Last. K.K. LimH-Index: 3
view all 3 authors...
From the Publisher: Learning Through Knowledge Management provides an insightful overview of the main issues integrating learning and Knowledge Management. It offers a rich resource of case examples that highlight Knowledge Management in practice. The text explores and defines learning and Knowledge Management concepts, and deals with the elements that play an important part in determining implementation success in the organization. The case studies encompass a diverse and broad range of sectors...
112 Citations
#1Azad M. MadniH-Index: 17
#2Weiwen LinH-Index: 3
Last. Carla C. MadniH-Index: 5
view all 3 authors...
An organization's ability to achieve and sustain competitive advantage in the face of continual change depends, to a large extent, on the adaptability, interoperability, and maintainability of its enterprise management approach and supporting software implementation. In this regard, the major challenges facing organizations are: (a) achieving seamless integration of enterprise design, management and control processes and supporting applications; (b) ensuring interoperability between new and lega...
36 CitationsSource
#1Edgar H. ScheinH-Index: 43
Preface. The Author. PART ONE: THE STRUCTURE AND CONTENT OF CULTURE. Chapter One: Why Bother? Chapter Two: What Is Culture Anyway? Chapter Three: What Are the Elements and Dimensions of Organizational Culture? Chapter Four: Deeper Assumptions. Chapter Five: When and How to Assess Your Culture. PART TWO: THE DYNAMICS OF CULTURE FORMATION, EVOLUTION, AND CHANGE. Chapter Six: Cultural Learning, Unlearning, and Transformative Change. Chapter Seven: Culture Creation, Evolution, and Change in Start-Up...
627 Citations
#1Don TapscottH-Index: 18
#2Art CastonH-Index: 1
This easy-to-read, non-technical book examines and synthesizes the lessons of leading edge companies grappling with seven revolutionary IT changes. According to the authors, these changes have combined to create an entirely new paradigm for competitive information processing - now and for the future. This book zeros in on changes such as the shift from proprietary to open systems, from host-based to network-based systems, and stand-alone to integrated software applications.
342 Citations
#1Daniel R. Denison (UM: University of Michigan)H-Index: 20
Corporate Culture and Organizational Effectiveness Studying Culture and Effectiveness The Comparative Research Design The Quantitative Results The Qualitative Results: Introduction and Overview Medtronic People Express Airlines Detroit Edison Procter and Gamble Texas Commerce Bankshares.
1,330 Citations
Cited By5
Newest
Organisational agility (OA) refers to an organisation’s ability to compete and thrive in an unstable business environment by quickly detecting and seizing opportunities. A number of previous researchers have investigated the factors, processes and str
#1Thao Trinh-PhuongH-Index: 2
#2Alemayehu MollaH-Index: 27
Last. Konrad PeszynskiH-Index: 7
view all 3 authors...
The impact of enterprise systems (ES) on organizational agility (OA) is an under-researched area. Given that most organizations are heavily investing on ES infrastructure and the increasing demand for agility, the lack of research on ES and OA is a critical oversight. This article reviews previous literature on information systems in general and ES in particular and organizational agility. The article offers a comprehensive and deepened perspective toward the existing discourses on ES-enabled or...
28 CitationsSource
#1P TrinhH-Index: 1
#2A MollaH-Index: 1
Last. K PeszynskiH-Index: 1
view all 3 authors...
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 argues that organisations can exploit the power of ES to improve their agility in three significant ways - b...
5 Citations
#1Tanja YlimäkiH-Index: 4
First published in the Journal of Enterprise Architecture, Vol. 2, No. 4, 2006 pp. 29-40. Republished with the kind permission of the Journal of Enterprise Architecture
43 Citations
To attain a mission capability perspective of network-centric warfare, some pre-requisite steps must be performed. The first step is to adopt a holistic capability management posture, which effectively installs the intellectual and management underpinnings essential for an effective capability transformation campaign. The next step is to discern and document the network centric warfare capability in terms of an enterprise model. This enterprise model is broken out into four views: business, oper...