Building and Validating a Theoretical Framework for Understanding Organizational Agility

Abstract

Organizational agility has become a critical success factor in today's dynamic and turbulent business environment. However, despite its increasing importance, there is a lack of consensus on the theoretical underpinnings of agility. This article addresses this gap by proposing a comprehensive theoretical framework for understanding organizational agility. The framework draws on existing literature from various disciplines, including strategic management, organizational theory, and complexity science. It identifies four key dimensions of organizational agility: strategic agility, operational agility, cultural agility, and technological agility. The article then presents an empirical study that validates the framework using data from a sample of Pakistani organizations. The findings confirm the significance of the four identified dimensions and provide insights into their interrelationships. Finally, the article discusses the implications of the framework for research and practice.