Antecedents of Organizational Agility During Business Uncertainty in Noninformation Technology Sectors

Dinesh Batra

OAI: oai:igi-global.com:309433 • DOI: 10.4018/JDM.309433

The prolonged COVID-19 pandemic, economic stress, and geopolitical tensions have caused market disruptions and other forces that have likely increased organizational agility. This article focuses on the antecedents of organizational agility under such business uncertainty in the noninformation technology (IT) sectors. The research model stems from the uncertainty reduction theory and the following three frameworks: (1) dynamic capabilities; (2) decision making; and (3) business intelligence and analytics (BI&A) competitive advantage maturity model. It considers intelligence (risk and opportunity) and aligned decision making as agility predictors. It lists employee capability and IT flexibility as antecedents of intelligence, aligned decision making, and organizational agility. The results indicate that employee capability affects agility through the mediating variables of intelligence and aligned decision making. IT flexibility impacts agility only through intelligence. Both intelligence and aligned decision making have significant direct effects on agility.