文献类型：期刊文献

英文题名：Understanding Organizational Agility Development for a Government: A Process Model of Resource Configuration

作者：Chen, Jin[1];Wang, Deliang[2];Chen, Jing[2]

机构：[1]East China Univ Sci & Technol, Sch Business, Shanghai 200237, Peoples R China;[2]Natl Univ Singapore, Sch Comp, Singapore 117418, Singapore

年份：2014

卷号：8

期号：1

起止页码：73

外文期刊名：FRONTIERS OF BUSINESS RESEARCH IN CHINA

收录：WOS:【ESCI(收录号:WOS:000219879200004)】；

基金：This research was supported by the Ministry of Education Project of Youth Fund of Humanities and Social Sciences (No. 13YJC630008), the Fundamental Research Funds for the Central Universities (No. WN1323005), and the Shanghai Pujiang Program (No. 13PJC021). We are grateful to Dr. Shan-Ling Pan for his helpful comments. We also acknowledge help with data collection from Dr. Srith Sathish, Dr. Adela J. W. Chen, and Dr. Wayne Huang.

语种：英文

外文关键词：organizational agility; process model; resource configuration; IT resources; institutional resources

摘要：Organizational agility, the ability to sense and respond to changes quickly, has been regarded as an important index of organizational performance in rapidly changing environments. However, research on agility has largely overlooked the dynamics of the resource configuration process, which includes resource selection, acquisition, development, and management. Prior studies have mostly taken for granted a set of organizational resources deemed sufficient for developing agility, and overlooked the efforts required to render the resources ready for agility development. Adopting the resource- based view, this study aims to close such a theoretical gap by conceptualizing a dynamic resource configuration process. Based on a case study of the Shanghai Social Security Card System (SSSCS) project, we inductively develop a process model for resource configuration in agility development. This model demonstrates the configuration process of IT resources and institutional resources to create agility. Simultaneously, it stresses that IT resources may serve in initiating corresponding institutional resources, assist in the molding and shaping of new institutional resources, and also serve in sustaining institutional resources. Our research contributes to the organizational agility literature by elaborating on the dynamic resource configuration process embedded in the agility development process. Our findings offer suggestions to governments and guide them in configuring IT and institutional resources to develop organizational agility.