Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> ES-enabled Responding Capability <s> Foreword by Adrian J. Slywotzky Introduction 1. The Premise and Promise of Sense-and-Respond 2. Unpredictability: The Only Sure Thing 3. Strategy: Past and Future 4. The Sense-and-Respond Alternative 5. Adaptiveness: Finding Meaning in Apparent Noise 6. The Role of Leadership in Sense-and-Respond Organizations 7. Building Organizational Context 8. Coordination: Keeping Track of Who Owes What to Whom 9. Managing by Wire 10. Managing the Transformation: A Case Study 11. Changing the Corporate DNA Appendix A: Creating the Modular Organization Appendix B: A Collaborative Decision-making Process for Adaptive Enterprises Appendix C: Putting the Commitment Management Protocol to Work Notes Acknowledgments Glossary Bibliography Index About the Author <s> BIB001 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> ES-enabled Responding Capability <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> ES-enabled Responding Capability <s> Fashion markets are synonymous with rapid change and, as a result, commercial success or failure is largely determined by the organisation's flexibility and responsiveness. Responsiveness is characterised by short time‐to‐market, the ability to scale up (or down) quickly and the rapid incorporation of consumer preferences into the design process. In this paper it is argued that conventional organisational structures and forecast‐driven supply chains are not adequate to meet the challenges of volatile and turbulent demand which typify fashion markets. Instead, the requirement is for the creation of an agile organisation embedded within an agile supply chain. <s> BIB003 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> ES-enabled Responding Capability <s> In recent years there has been a shift towards the inclusion of agile processes in the development of manufacturing strategies. This work explores the agility of operations in four SMEs in high‐tech manufacturing and the impact made by information systems to agile performance in those companies. The study demonstrated that information systems are relegated behind other enablers of agility. Although information systems are often used to support agility, information systems in themselves are not sufficient to achieve agility in business processes. Furthermore, the case studies demonstrate that companies rely upon non‐IT attributes to improve the agility of their manufacturing operations. The results of the study suggest that information systems play a more significant role for enhancing agility. <s> BIB004 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> ES-enabled Responding Capability <s> The concept of the agile enterprise emerged in the early 2990s from a Department of Defense/National Science Foundation-sponsored industry-collaborative study at Lehigh University. The intent was to forecast the competitive environment of 2005 and beyond. The accuracy of that work is evident in today’s emerging business strategies, practices, and technology-infrastructure support. In general, however, agility is creeping into the business environment with compelling spot applications, such as outsourcing and business process management initiatives. This paper examines new risk-management value-understandings, the nature of reality confronted by agile enterprise, and updates previously published agile-enterprise system-engineering concepts. The purpose of this paper is to illuminate requirements for those who would design and build the necessarily agile IT infrastructure support. <s> BIB005 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> ES-enabled Responding Capability <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> BIB006 </s> Enterprise Systems and Organizational Agility: A Review of the Literature and Conceptual Framework <s> ES-enabled Responding Capability <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> BIB007
Response capability is an essential and distinguishing feature of an agile organization BIB003 BIB002 . Responsiveness, along with knowledge management and value proposition, is the cornerstones of agility BIB005 . While sensing capability generates knowledge of the business environment, responding capability transforms that knowledge into action effectively  BIB001 . Responding capability is thus reflected by the change-enabling capabilities that are embedded in organizational processes BIB007 . BIB003 suggest that short time-to-market, the ability to scale up (or down) quickly, and the rapid incorporation of consumer preferences into the design process are typical characteristics of responsiveness. Response acts are the result of a range of operating and strategy capabilities that organizations develop. BIB006 suggest four fundamental responding capabilities: (1) production development capabilities to facilitate a firm's ability to embark on new ventures; (2) systems development capabilities to quickly and efficiently implement change to existing systems such as reusable service, SOA; (3) supply-chain and production capabilities to adjust existing ventures by shifting production to match a pending change in demand such as high supply chain visibility; and (4) flexible resource utilization to shift resources to areas of need to embark on new ventures or adjust existing ventures. Based on the above understanding of responding capability, we postulate that ES as valuable resources can be deployed as a source of responding capability building mechanisms. We name this construct as ES-enabled responding capability and define it as follows, with Table 5 summarizing the concept matrix: Conceptual X X X X Organizations can exploit their various ES to excel in their responding capabilities.  suggest that organizations can employ ES to access markets, reengineer business processes, and develop new products or services. ES provide background information that can be used to design competitive response initiatives BIB004 . ES also provide shared values between different business units (sales, manufacturing, human resource, etc.) inside organizations and across their business partners. Shared values enable collaboration in designing or implementing changes ]. Standardization and integration, which are the fundamental outcome of ES, create simplicity and facilitate faster decision making and action and, thus, enable response capability  .