Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Agile manufacturing, a recently popularised concept, has been advocated as the 21st century manufacturing paradigm. It is seen as the winning strategy to be adopted by manufacturers bracing themselves for dramatic performance enhancements to become national and international leaders in an increasingly competitive market of fast changing customer requirements. This paper identifies the drivers of agility and discusses the portfolio of competitive advantages that have emerged over time as a result of the changing requirements of manufacturing. The need to achieve the competitive advantages of manufacturing in synergy and without trade-offs is fundamental to the agile paradigm. To further the understanding of agility, this paper reviews the meaning of agility from different perspectives and suggests a comprehensive definition which can be adopted as a working definition by practitioners. Four underlining concepts of agility has emerged from the working definition and the paper presents a representation of these concepts and their interactions. Finally, the paper highlights some of the key enablers of agility and identifies potential future research directions. <s> BIB001 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> AGILITY, RESPONSE ABILITY, AND CULTURE. Putting Agility in Its Place. Change-Enabling Structure and Culture. CHANGE PROFICIENCY: THE LANGUAGE OF AGILE ENTERPRISE. Frameworks for Change Proficiency. Response Situation Analysis. ADAPTABLE STRUCTURE: THE ENABLER OF AGILE ENTERPRISE. Enabling Response Ability. Response-Able Enterprise Systems. Systematic Design of Response-Able Systems. Intuitive Design of Response-Able Systems. KNOWLEDGE AND CULTURE: THE WAY OF THE AGILE ENTERPRISE. Waking Up the Enterprise. Becoming and Managing the Response-Able Enterprise. References. Index. <s> BIB002 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> The latter part of the twentieth century saw the lean production paradigm positively impact many market sectors ranging from automotive through to construction. In particular there is much evidence to suggest that level scheduling combined with the elimination of muda has successfully delivered a wide range of products to those markets where cost is the primary order winning criteria. However, there are many other markets where the order winner is availability. This has led to the emergence of the agile paradigm typified by “quick response” and similar initiatives. Nevertheless, “lean” and “agile” are not mutually exclusive paradigms and may be married to advantage in a number of different ways. This paper explores ways in which hybrid strategies can be developed to create cost‐effective supply chains and proposes an integrated manufacture/logistics model for enabling the essential infrastructure. <s> BIB003 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> The notion of the agile workforce has been discussed as central to creating the agile organization, which achieves superior environmental responsiveness in contexts of turbulence and change. Previo... <s> BIB004 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Executives make few moves more critical than their decisions about which technology-infrastructure investments will promote future strategic agility. ::: ::: To pinpoint best practices, three IT experts marshaled 10 years of data from 89 leading enterprises. One finding was that when companies describe their IT-infrastructure capabilities as services instead of equipment (say, the provision of a fully maintained laptop computer with access to all company systems and the Internet), they do a better job of putting a value on what they are buying. ::: ::: Understanding the 70 IT-infrastructure services that emerge consistently from the research can help executives identify which investments will make sense for which strategic business initiative. And understanding whether the contemplated initiative is supply-side, internally focused or demand-side can help managers decide whether to make the infrastructure investment on a business-unit level or enterprisewide. ::: ::: The authors find that leading companies are making regular, systematic, modular and targeted IT-infrastructure investments on the basis of overall strategic direction. If other companies can learn to recognize which IT-infrastructure capabilities are needed for which kinds of initiatives, they can have some assurance that the investments they make today will serve the strategies of tomorrow. <s> BIB005 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Organizational agility may be considered the integration of organizational processes, characteristics, and members with advanced technology. Agility enhances the organization’s ability to provide high quality products and services and is, therefore, crucial to organizational competitiveness. Integrates the production/operations, general management, and sociotechnical views to develop a model of organizational agility. Briefly reviews the literature in these fields and offers a model of agility based on suppliers, organizational members, and customers united through information technology. It is proposed that these connections rest on a foundation of leadership, organization culture, and employee reward systems that create a relationship between people and technology. These relationships include involving people in decision making, creating process and product quality by offering enriched jobs, training in technology, and providing a reward system which reinforces agility‐promoting efforts. <s> BIB006 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Agility is vital to the innovation and competitive performance of firms in contemporary business environments. Firms are increasingly relying on information technologies, including process, knowledge, and communication technologies, to enhance their agility. The purpose of this paper is to broaden understanding about the strategic role of IT by examining the nomological network of influences through which IT impacts firm performance. By drawing upon recent thinking in the strategy, entrepreneurship, and IT management literatures, this paper uses a multitheoretic lens to argue that information technology investments and capabilities influence firm performance through three significant organizational capabilities (agility, digital options, and entrepreneurial alertness) and strategic processes (capability-building, entrepreneurial action, and coevolutionary adaptation). We also propose that these dynamic capabilities and strategic processes impact the ability of firms to launch many and varied competitive actions and that, in turn, these competitive actions are a significant antecedent of firm performance. Through our theorizing, we draw attention to a significant and reframed role of IT as a digital options generator in contemporary firms. <s> BIB007 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> The objective of this study is to examine why and under what situations certain information technology resources can generate positive organizational outcomes. To achieve this, we adopt the organizational capability perspective. Based on this perspective, IT can be viewed as a functional capability that forms highlevel dynamic capability in the copresence of other functional capabilities and resources. A process-oriented view is used to examine how this capability-formation process happens inside organizations. For the high-level dynamic capability, we focus on organizational agility by considering the contemporary business environment. We propose a conceptual framework regarding the roles of IT capabilities in organizational agility building. In our framework, IT capabilities can create organizational agility through two paths: (1) capability building through process improvement or innovation and (2) capability creation through innovative adoption of new IT capabilities. As part of the framework development, we suggest a method to define organizational IT capabilities in multiple levels of analysis, which allows us to evaluate IT capabilities at the information systems strategy level as well as the functional technology level. The proposed conceptual framework serves as a theoretical foundation of further empirical studies. <s> BIB008 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Business processes are the central building blocks of how individuals, organizations, and industries participate with one another. In a dynamic environment, a firm’s ability to respond and adapt is dependent on the agility of its business processes. However, agility from a business process perspective has yet to be defined and measured. This paper refines the definition of operational agility from the IS literature and tests a conceptual model. A field study is used to evaluate a metric created for measuring business process agility and understanding the relationship between the firm’s system capabilities and management’s factors driving adoption of agile business processes. <s> BIB009 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> In this paper we have developed a research model that illustrates the role of IT and knowledge management in building an agile operation. Acknowledging that there is more than one dimension to business agility, we focus on operational agility as a catalyst to enforce quality, cost effectiveness, and delivery, thereby meeting organizational objectives. To develop our model of agility, we build on existing theoretical constructs and identify absorptive capacity and dynamic capabilities as enablers of operational agility. Further, we recognize major IT knowledge management capabilities that are instrumental in building absorptive capacity and thus enhancing dynamic capabilities. We will utilize surveys of key decision makers to validate our model and have provided a rough outline of the type of questions that we will employ. <s> BIB010 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> The current highly dynamic business environment requires businesses to be agile. Business agility is the ability to swiftly and easily change businesses and business processes beyond the normal level of flexibility to effectively manage unpredictable external and internal changes. This study reports on a cross-industry analysis of change factors requiring agility and assesses agility gaps that companies are facing in four industry sectors in the Netherlands. A framework was constructed to measure the perceived gaps between the current level of business agility and the required level of business agility. The questionnaire and in-depth interviews held reveal that today's businesses perceive to lack the agility required to quickly respond to changes, whose speed and requirements are difficult to predict. The paper presents rankings of generic and sector-specific agility gaps. These show that although some generic change factors requiring agility exist, the change factors requiring agility that cause agility gaps differ across industry sectors. Among the factors that enable or hinder business agility, the existence of inflexible legacy systems is perceived to be a very important disabler in achieving more business agility. A number of basic principles and directions are discussed to transform Information Technology from barrier into key enabler for increased agility in organizations and business networks. <s> BIB011 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Agile IT strategy, infrastructure, and project management are key elements for realizing agility in GDSD projects. <s> BIB012 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> In recent years, outsourcing has gained considerable management attention. However, the benefits of outsourcing are not without concessions. One major risk is losing the flexibility to change the extent, nature, or scope of the outsourced business services, and such flexibility is strategically imperative in today’s dynamic business environment. This paper seeks to clarify the multi-dimensional notion of flexibility in outsourcing by examining robustness, modifiability, new capability, and ease of exit. Adapting from Evans (1991), we also develop a framework to classify existing practices in managing outsourcing flexibility. We go beyond contractual provision to surface a portfolio of pre-emptive, protective, exploitive, and corrective maneuvers. These strategic maneuvers map well to traditional notions in coordination theory, both in advanced structuring through loose coupling and dependency diversification, and in dynamic adjustment through proactive sensing and reactive adapting. We put forward a set of propositions hypothesizing the relationships between the various strategic maneuvers and the different dimensions of outsourcing flexibility, and discuss the moderating impact of such maneuvers on outsourcing success. We hope the greater conceptual clarity will not only contribute to the effectiveness of outsourcing management but also spawn a new research agenda on outsourcing flexibility. <s> BIB013 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> In turbulent environments, enterprise agility, that is, the ability of firms to sense environmental change and respond readily, is an important determinant of firm success. We define and deconstruct enterprise agility, delineate enterprise agility from similar concepts in the business research literature, explore the underlying capabilities that support enterprise agility, explicate the enabling role of information technology (IT) and digital options, and propose a method for measuring enterprise agility. The concepts in this paper are offered as foundational building blocks for the overall research program on enterprise agility and the enabling role of IT. <s> BIB014 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> This study develops a research model of how the technical, behavioral, and business capabilities of IT personnel are associated with IT infrastructure capabilities, and how the latter are associated with IT-dependent organizational agility, which is conceptualized as comprising IT-dependent system, information, and strategic agility. Analysis of crosssectional data collected from 293 IT managers generally corroborates the hypothesized relationships, showing that the technical and behavioral capabilities of IT personnel have a positive effect on infrastructure capabilities. The analysis also provides evidence that the effect of infrastructure capabilities on IT-dependent strategic agility is direct, as well as mediated by IT-dependent system and information agility. The validity of the findings is strengthened by demonstrating that the hypothesized research model fits the data better than two alternative theoretically-anchored models describing different relationships between the same constructs. This study advances understanding of the interrelationships between two major subsets of IT capabilities, and their relationships with the agility afforded by IT. <s> BIB015 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Purpose – The purpose of this paper is to provide a theoretical model of supply chain agility and, based on that, develop a research framework for investigating linkages between supply chain agility and firm competitiveness.Design/methodology/approach – The conceptual model of supply chain agility introduced here is based on an inter‐disciplinary literature review, which concentrates on peer‐reviewed journal papers on agility published within the period 1990‐2007. Among a total of 583 papers, representative studies are chosen and analyzed to identify key elements of supply chain agility, and to point out issues that have yet to be addressed.Findings – He was found that even though there has been considerable research on the topic of agility, in general, there is relatively little examination of agility in the supply chain context. These few studies are not unified in their conceptualizations of agility and tend to adopt fairly limited views of supply chain dimensionality. This situation suggests that ther... <s> BIB016 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Recent innovations in utility computing, web services, and service-oriented architectures, combined with a growing array of IT skills, have improved firms' ability to be more agile in responding to change. Using the resource-based view of the firm, prior research suggests that IT resources, in isolation, are unlikely to yield superior performance and so as firms try to boost their agility, the question becomes how to configure IT resources to prepare for, or react to, change. In this paper, we posit that managerial IT capabilities based on IT-business partnerships, strategic planning, and ex-post IT project analysis lead to the development of technical IT capabilities associated with a flexible IT infrastructure which in turn drives agility or a firm's ability to react to change in its products and markets. Using data from matched surveys of IT and business executives in 241 firms, we find that managerial and technical capabilities affect agility. In further testing, we reveal that in a stable setting, technical IT capabilities are more important to agility than managerial IT capabilities, while in a dynamic setting, the opposite is true. Thus, for firms operating in volatile markets, effective models of managerial IT governance are essential for delivering superior agility or adaptiveness. <s> BIB017 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> An electroconductive laminated window having an electroconductive coating applied to one interior substrate surface with a pair of bus bars electrically connecting a source of electrical potential thereto. The bus bars include an electroconductive layer having volume resistivity less than about 10-2 ohm-cm interposed between and conformable to the surface configurations of the electroconductive coating and a flexible metallic current carrying member. The metallic current carrying member is preferably a mesh of thin copper foil which is substantially bendable in its own plane, and the electroconductive layer is preferably a metallic layer substantially free of non-metallic components, consisting of a mixture of finely divided electroconductive particles and finely divided metal alloy particles having a fusion temperature between about 70 DEG C. and about 150 DEG C. <s> BIB018 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Agility has become a key competency today as businesses face uncertain and volatile environment. Organizations operating in highly dynamic environments need agile processes. Existing information technology infrastructure and systems including enterprise systems with their ability to achieve organizational integration pose a serious challenge to process agility, even though they have made business processes cost efficient. With enterprise systems in most of the large and medium sized enterprises, this paper analyses the impact of enterprise system on business process agility. Using a case study approach, this study observes that the characteristics integration and standardization have a varying influence on the firm's ability to build agility. <s> BIB019 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> A new kind of Web-based application, known as Enterprise Mashups, has gained momentum in the last years: Business users with no or limited programming skills are empowered to leverage in a collaborative manner user friendly building blocks and to combine and reuse existing Web-based resources within minutes to new value added applications in order to solve an individual and ad-hoc business problem. Current discussions of the Mashup paradigm in the scientific community are limited on technical aspects. The collaboration and the peer production management aspects of the Mashup development have received less attention yet. In this paper, we propose a reference model for Enterprise Mashups which provides a foundation to develop and to analyse grassroots Enterprise Mashup environments from a managerial and collaborative perspective. By following the design science research approach, we investigate existing reference models and leverage the St. Gallen Media Reference Model (MRM). The development of Enterprise Mashups is structured by market transaction phases similar to electronic markets. The user roles, the necessary processes and the resulting services are modelled according to the views of the MRM. By means of the SAP Research RoofTop Marketplace prototype we demonstrate the application of the designed reference model for grassroots Enterprise Mashups environments. <s> BIB020 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> Understanding how IT contributes to a firm's competitive advantage has long been of interest. While managers have made significant investments in IT, inflexible legacy systems hinder their ability to respond quickly to market opportunities. Our study examined how the flexibility of an organization's IT infrastructure enhanced information generation and dissemination and that this increased their ability to respond to rapidly changing environments. Our discussion of these information building and information leveraging effects was grounded in the resource-based view of the firm. We empirically tested our model using data collected from senior executives of 105 manufacturing and service firms. We found that IT infrastructure flexibility was positively related to information generation and dissemination. Moreover, information generation was significantly related to organizational responsiveness. Finally, organizational responsiveness was positively related to the firm's competitive advantage. These results showed the importance of developing a flexible IT infrastructure that can be quickly adapted and reconfigured to meet information processing demands in dynamic environments. <s> BIB021 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> III. THE CONCEPT OF ORGANIZATIONAL AGILITY IN IS RESEARCH <s> This study examines the impact of RFID technology utilization on organizational agility in manufacturing firms. Data from a sample of 328 manufacturers were collected and the model was assessed following a structural equation methodology. Findings indicate that adoption of RFID technology utilization directly and positively impacts organizational agility which in turn directly and positively impacts both operational and logistics performance. Additionally, operational performance directly and positively impacts logistics performance. Data were collected during the growth stage of RFID technology adoption and were only collected from firms in the manufacturing sector. Respondents held operations-level positions in manufacturing organizations. Results should be interpreted with these limitations in mind. The implementation of RFID technology can result in improved organizational agility resulting in improved performance. Practitioners considering adoption of RFID technology should weigh potential benefits from increased agility and performance against the costs of technology adoption. <s> BIB022
As organizational agility is a research topic in various disciplines, there are many interpretations of what constitutes an agile organization and how it can be achieved BIB016 . The concept of organizational agility is derived from performance characteristics of an agile organization and is rooted in two related concepts-"organizational adaptability" and "organizational flexibility"  . Organizational adaptability focuses on how an organization's form, structure, and degree of formalization influence its ability to quickly adapt to its business environment  . Organizational flexibility represents an organization's capacity to adjust its internal structures and processes in a predetermined response to changes in the environment BIB002 BIB001 . Adaptability underlies the fit of organizational operations to their environment while flexibility emphasizes the readiness of organizational resources and the ease of resource mobilization. The "agility" concept encompasses both flexibility and adaptability BIB003 ]. An agile organization is not only "flexible" to cater to predictable changes, but also is able to respond and adapt to unpredictable changes quickly and efficiently BIB011 ]. An agile organization requires not only effective knowledge management and learning capability through data collection and analysis, but also efficient decision making and quick deployment of solutions in responding to changes. Thus, agility involves all aspects of an organization's architecture, such as technology, business processes, people, information, and strategy. Likewise, various studies have looked into organizational agility either from an organizational perspective or from a particular area of an organization such as workforce agility BIB004 BIB006 ], strategic agility  BIB005 , technology and business process agility BIB009 BIB019 BIB017 , and operational agility BIB020 . On the other hand, in identifying the various IT/IS antecedents of organizational agility, researchers typically draw from either one or more of the resource-based view (RBV), dynamic capability theory (DCT), knowledge-based view (KBV), and process-based view (PBV). (See Table 1 for a summary.)Some studies BIB015 BIB017 BIB021 seek the antecedents of organizational agility from a resource-based view (RBV). The resource-based view postulates that organizational resources that are rare, valuable, inimitable, and non-substitutable (VRIN) are able to create organizational competitive advantages  ]. The two leveraging mechanisms of resource picking (identifying or creating resources) and capability-building (building unique capabilities from the resources) transform organizational resources into capabilities that support organizational competitive advantage  . Arguably, agility is a type of organizational competitive advantage and involves all areas of organizational architecture. Thus the RBV allows organizations to identify the resources that enable agility from a holistic view of the overall organization. The two mechanisms of resource picking and capabilities explain how organizational agility can be obtained. Within the IS field, researchers argue that IS is one type of organizational resource that can be leveraged to enable organizational agility. They postulate that IS resources operate in synergy with other complementary organizational capabilities to enable organizational agility. Various types of IT-and IS-related resources that enable organizational agility are identified in the literature. These include the technical, behavioral, and business capabilities of IT personnel BIB015 , flexible IT infrastructure BIB021 , IT system characteristics and IT applications   , managerial IT capabilities (IT-business partnerships, strategic planning, and ex-post IT project) BIB017 , agile IT strategy and agile project management BIB012 . Extended from the resource-based view, other researchers BIB007 BIB008 ] took a dynamic capability-based view to explain how organizational agility can be achieved through IS. Instead of merely identifying the VRIN attributes, as in RBV, these studies argue that maintaining sustainable organizational agility requires a continuous process of resources identifying and leveraging. Thus, the dynamic capability view, which emphasizes the reconfigurability and renewability of resources in maintaining sustainable competitive advantage, can explain organizational agility more precisely. IT/IS resources can be leveraged to provide dynamic capabilities. To illustrate, digitization of business processes and knowledge provide digital options that enable organizations to adapt to changing requirements more quickly by changing information-based value propositions, forging value-chain collaborations with partners, and rapidly exploiting market niches BIB007 . The dynamic capability view implies that organization agility can be achieved through strategic foresight, systemic insight and organizational learning to generate IT-enabled capabilities that complement other organizational capabilities. The third group of studies explains organizational agility from a knowledge-based view BIB010  . Agility is possible only if an organization is capable of recognizing and assimilating changes rapidly. To do so, organizations need to maintain alertness to market changes, assess internal and external knowledge and exploit knowledge, and assimilate knowledge internally to relevant decision makers. Therefore, the process that obtains Finally, a number of studies develop models surrounding the definition of organizational agility as the ability of an organization to sense environmental changes and respond effectively to the changes from the process-based view. Three key processes are identified in pursuing agility. These are the process of sensing changes in the internal and external environment, the process of responding to changes effectively in a timely and cost efficient manner, and the process of learning from the experience to improve the competencies of an organization BIB018 . Sensing refers to an organization's ability to detect, capture, and interpret organizational opportunities BIB011 BIB018 . Proactively sensing through systematically scanning environment (i.e., looking for early indications of new ideas or trends, forecasting market movements) enables organizations to adjust to changes quickly BIB013 . Responding represents an organizational ability to mobilize and transform resources to react to the opportunities that it senses  BIB011 . Learning refers to the ability of organizations to acquire new knowledge based on the organization's experience  ]. In the IS field, IT/IS has been found to strongly facilitate the sensing and responding processes through the creation of a digital option, thus enabling organizational agility  BIB014 BIB007 . For example, the adoption of RFID technology provides current information of the product management (e.g., quickly detection of error in products), hence the technology directly and positively impacts organizational agility BIB022 . While the four theories have been extensively used, a single theory does not provide a complete framework that explains how organizational agility can be achieved. For instance, a knowledge-based view focuses only on an organization's ability to manage knowledge, whereas organizational agility refers to an organization's ability to manage change. The responding component of organizational agility needs to use the newly acquired and assimilated knowledge, it places emphasis on consequent actions and their effects rather than the input knowledge. The RBV and DC focuses on drivers and the factors influencing the implementation of agility. However, the leveraging process (resource picking and capability building) in RBV and DC is overly abstract to explain why certain capabilities make a substantial impact on the agility level of organizations. Likewise, the process-based view alone does not illustrate the drivers and factors influencing the implementation of agility.