RISS 검색 - 국내학술지논문 상세보기

다국어 초록 (Multilingual Abstract)

Current business environments are increasingly hyper-competitive and rapidly changing due to globalization and the advancement of information and communication technologies. In order to identify opportunities and threats from such turbulent environments and respond to them appropriately, many companies are putting effort into developing dynamic capabilities. Organizational agility, as a type of dynamic capability of an organization that helps companies rapidly adapt to dynamic environment, plays an important role in sustaining competitive advantage and enhancing organizational performance. Despite the importance of organizational agility, however, there has been little empirical research on its antecedents and impacts. Based on the dynamic capability theory, this study proposes a theoretical research model that explains formation and consequence of organizational agility and tests it empirically. We propose information technology competency and organizational learning as formation factors of organizational agility, while suggesting organizational performance as its consequence factor. With this motivation, this study has three research objectives. First, this study proposes a role of dynamic capability that organizations can use to appropriately respond to changing business environments. In particular, we conceptualize organizational agility as being one of the most important dynamic capabilities of organizations and examine its role in an organizational setting. Second, this study introduces and tests a theoretical model accounting for the relationships among information technology competency, organizational learning, organizational agility, and organizational performance. In addition, this study examines a mediating role of organizational agility between its antecedents and organizational performance. Third, we aim to provide insights on how to create and improve organizational agility by analyzing the research findings. This suggests the direction for the management on how to deploy organizational resources. In order to test the proposed model, the overall approach employed was a field study using the structural equation model. We developed our data collection instrument by adopting existing validated questions wherever possible. Organization-level samples collected from 84 companies were used to empirically examine the proposed research model. We carried out data analysis using a twostep methodology with LISREL 8.7. The first step in the data analysis was to establish the convergent and discriminant validity of the constructs. In the second step, we examined the structural model based on the cleansed measurement model. The empirical results supported the proposed model and identified the mediation role of organizational agility. As a result of the analysis, the following findings were discussed. First, information technology competency significantly influenced both organizational agility and organizational learning. Second, it was revealed that organizational learning significantly influenced organizational agility. Third, organizational agility was found to have an impact on organizational performance. In conclusion, the theoretical and practical implications of this study were discussed, along with its limitations.

참고문헌 (Reference)

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