Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> IV. PERSPECTIVES ON ORGANIZATIONAL AGILITY AND INFORMATION SYSTEMS <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> BIB001 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> IV. PERSPECTIVES ON ORGANIZATIONAL AGILITY AND INFORMATION SYSTEMS <s> . ::: This paper focuses on the benefits that organizations may achieve from their investment in enterprise systems (ES). It proposes an ES benefit framework for summarizing benefits in the years after ES implementation. Based on an analysis of the features of enterprise systems, on the literature on information technology (IT) value, on data from 233 enterprise systems vendor-reported stories published on the Web and on interviews with managers of 34 organizations using ES, the framework provides a detailed list of benefits that have reportedly been acquired through ES implementation. This list of benefits is consolidated into five benefits dimensions: operational, managerial, strategic, IT infrastructure and organizational, and illustrated using perceived net benefit flow (PNBF) graphs. In a detailed example, the paper shows how the framework has been applied to the identification of benefits in a longitudinal case study of four organizations. <s> BIB002
Agility is not a static resource and "does not come in a can" BIB001 . It must be developed by organizations when they combine different organizational resources. As information systems bring in benefits to organizational performance, including organizational flexibility BIB002 , the role of IS in OA has attracted some research attention. The literature on the link between IS and OA promotes three perspectives-the facilitating, inhibiting, and neutral perspectives. These three perspectives relate to the two distinctive views of IS infrastructure, that is, IS as a complex technical artifact versus IS as a leveragable digital platform. The inhibiting perspective comes mostly from the restricted scope of IS as an application artifact, while the neutral and facilitating perspectives are found in the research that integrate IS digital platforms along with complementary organizational capabilities. Table 2 provides a summary of these perspectives.