Impact of Organizational Culture Values on Organizational Agility
By Carmen M. Felipe, José L. Roldán, Antonio L. Leal-Rodríguez. 2017
228 citations recorded by the source corpus.
To remain competitive within the current, uncertain business scenario, it is vital for firms to develop capabilities that lead them to adapt and offer quick responses to market changes. Under the dynamic capabilities view of the firm, this paper proposes a model that presents an exhaustive analysis of two relevant research gaps: (i) the underlying relationships that determine the impact exerted by each of the four organizational culture typologies, comprised in Cameron and Quinn’s Competing Values Framework on organizational agility and, (ii) the contingency effect exerted by a key environmental factor, the industry’s technology intensity. An empirical study is performed to test the relationships proposed, using data collected from 172 Spain-based companies. To examine the contingency effect of technology intensity, the sample is divided into two subsamples, high and medium tech companies. This work uses partial least squares path-modeling, a variance-based structural equations modeling technique, in order to test and validate the research model and hypotheses posited. In addition, thorough analyses are carried out to assess the predictive performance of our model.
Subfields: Management of Technology and Innovation, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/1bd8961575b2bde5339f1b38b33cc0c2e63954e4
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In Management of Technology and Innovation
In Strategy and Management
Citations in the corpus
- Mastering digital transformation: The nexus between leadership, agility, and digital strategy (2022, background): “…exploratory in nature (Al Humdan et al., 2020; Shashi et al., 2020) or focused only on resources and capabilities, such as organizational behavior (Felipe et al., 2017; Li et al., 2021), IT capabilities (Irfan et al., 2019; Pattij et al., 2020), flexibility (Ghase-maghaei et al., 2017),…”