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This article focuses on organizational agility, a useful concept for organizations having to cope with a complex, uncertain, and turbulent environment. Defined as an organization’s ability to adapt to meet the opportunities of change, organizational agility represents a promising line of research in theory and practice. Unfortunately, no measurement scale exists to reflect the complexity of this phenomenon. This paper is based on a qualitative and quantitative study. It presents and discusses the results of exploratory and confirmatory analyses of an organizational agility scale, which exhibits good psychometric qualities at this stage of its development.
Organizational agility is a firm’s ability to adapt continuously to a complex, turbulent and uncertain environment (Goldman, Nagel, & Preiss, 1995; Jorroff, Porter, Feinberg, & Kukla, 2003; Shafer, 1997). The concept is understood to be the capacity to react quickly to change, but also to act and “master” the latter thanks to broad capacities of anticipation, innovation and learning (Dove, 2001; Shafer, 1997). Many firms now consider organizational agility to be essential for their survival and competitiveness (Lin, Chiu, & Chu, 2006; Sharifi & Zhang, 1999) because it enables them to develop a set of distinctive capacities giving the opportunity to the firm to react in the face of rapid and continuous change and to seize new opportunities.
The managerial enthusiasm which has greeted organizational agility nevertheless comes up against relatively fragmented and limited literature. Certain authors complain of the lack of precision surrounding the construct, which is a source of ambiguity about its definition and components (Sherehiy, Karwowski, & Layer, 2007).
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