论文标题
实施组织敏捷性的转型计划的设计 - 一项实证研究
Design of Transformation Initiatives Implementing Organisational Agility -- An Empirical Study
论文作者
论文摘要
这项研究使用了总部位于德国，瑞士，法国和英国各种规模的公司的125个回应，以揭示对组织敏捷性驱动因素的看法。它进一步研究了对管理多个组织维度的管理原则的当前理解，例如文化，价值观，领导力，组织结构，流程和其他人，以实现更大的组织敏捷性。数据集分为敏捷组织的四个主要概况：落后，执行专家，实验者和领导者。每个概况都分析了敏捷转化的方法。尽管确认了一种更全面的方法的积极影响，但领导者倾向于将更多地关注过程和产品而不是项目工作。受访者认为，产品开发和研究是其组织中最敏捷的功能，而人力资源，金融和行政管理被认为不是敏捷的。此外，具有较高组织敏捷性的组织倾向于使用多个敏捷缩放框架。讨论了对敏捷转型和组织设计理论的影响。
This study uses 125 responses from companies of all sizes headquartered in Germany, Switzerland, France and UK to reveal perceptions of the drivers of organisational agility. It further investigates current understanding of managing principles of multiple organisational dimensions such as culture, values, leadership, organisational structure, processes and others to achieve greater organisational agility. The data set is disaggregated into four major profiles of agile organisations: laggards, execution specialists, experimenters, and leaders. The approach to agile transformation is analysed by each of those profiles. While the positive effect from a more holistic approach is confirmed, leaders tend to focus more on processes and products rather than project work. Respondents perceive that IT, product development and research are most agile functions within their organisations, while human resources, finance and administration are considered being not agile. Further, organisations with higher levels of organisational agility tend use more than one agile scaling framework. Implications on theories of agile transformations and organisational design are discussed.
