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Organizational agility: Exploring im...

Latham, Lisa J.

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Organizational agility: Exploring impact of adoption on team performance from the human resource perspective.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Organizational agility: Exploring impact of adoption on team performance from the human resource perspective./
Author:	Latham, Lisa J.
Description:	151 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.
Contained By:	Dissertation Abstracts International75-07A(E).
Subject:	Sociology, Organizational. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3616285
ISBN:	9781303831119

Organizational agility: Exploring impact of adoption on team performance from the human resource perspective.
Latham, Lisa J.

Organizational agility: Exploring impact of adoption on team performance from the human resource perspective. - 151 p.

Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.

Thesis (Ph.D.)--Capella University, 2014.

How organizations deal with unpredictability and ever changing business environments continues to be a dominant topic for human resource and business leaders. This exploratory qualitative inquiry was conducted utilizing individual, in-depth, semi-structured interviews with 15 volunteer participants. The primary research question was: What is the human resource professionals' perspective of the adoption of organizational agility characteristics, flexibility and responsiveness, on work team performance? The research participants described a high-performing team as one that is a strong performer with high achieving team members who do what they do best and execute at a high level. The team has clearly articulated and is aligned on team purpose and goal(s). The team is aware of and capitalizes on the strengths of other team members and finally, the team has mutual trust. An agile organization was described by participants as one that is flexible to meet the requirements of the team and organization and embraces change, which is happing all of the time. A lack of trust was clearly represented as an attribute which would keep a team from becoming high-performing. Finally, flexibility was an emergent theme when describing an agile organization but was not an emergent theme when participants were asked to describe a high-performing team. The agile characteristic of responsiveness did not surface as an emergent theme in the data representing characteristics of a high-performing team or characteristics describing an agile organization. The findings of this study address challenges for human resource professionals transforming organizations in response to today's changing business environment with organizational agility as a core differentiator.

ISBN: 9781303831119Subjects--Topical Terms:

1018023
Sociology, Organizational.

Organizational agility: Exploring impact of adoption on team performance from the human resource perspective.
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020 $a 9781303831119
035 $a (MiAaPQ)AAI3616285
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100 1 $a Latham, Lisa J. $3 2100708
245 1 0 $a Organizational agility: Exploring impact of adoption on team performance from the human resource perspective.
300 $a 151 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.
500 $a Adviser: Maudie Holm.
502 $a Thesis (Ph.D.)--Capella University, 2014.
520 $a How organizations deal with unpredictability and ever changing business environments continues to be a dominant topic for human resource and business leaders. This exploratory qualitative inquiry was conducted utilizing individual, in-depth, semi-structured interviews with 15 volunteer participants. The primary research question was: What is the human resource professionals' perspective of the adoption of organizational agility characteristics, flexibility and responsiveness, on work team performance? The research participants described a high-performing team as one that is a strong performer with high achieving team members who do what they do best and execute at a high level. The team has clearly articulated and is aligned on team purpose and goal(s). The team is aware of and capitalizes on the strengths of other team members and finally, the team has mutual trust. An agile organization was described by participants as one that is flexible to meet the requirements of the team and organization and embraces change, which is happing all of the time. A lack of trust was clearly represented as an attribute which would keep a team from becoming high-performing. Finally, flexibility was an emergent theme when describing an agile organization but was not an emergent theme when participants were asked to describe a high-performing team. The agile characteristic of responsiveness did not surface as an emergent theme in the data representing characteristics of a high-performing team or characteristics describing an agile organization. The findings of this study address challenges for human resource professionals transforming organizations in response to today's changing business environment with organizational agility as a core differentiator.
590 $a School code: 1351.
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Sociology, Organization Theory. $3 1669248
650 4 $a Business Administration, Management. $3 626628
690 $a 0703
690 $a 0635
690 $a 0454
710 2 $a Capella University. $b School of Business and Technology. $3 1673949
773 0 $t Dissertation Abstracts International $g 75-07A(E).
790 $a 1351
791 $a Ph.D.
792 $a 2014
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3616285