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Dissertation/Thesis Abstract

The effect of change capability, learning capability and shared leadership on organizational agility
by Najrani, Majed, Ed.D., Pepperdine University, 2016, 149; 10141724
Abstract (Summary)

Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment.

Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) “Agility and Organization Design: A Diagnostic Framework”. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables.

This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.

Indexing (document details)
Advisor: DellaNeve, James R.
Commitee: Mallette, Leo, Schmieder-Ramirez, June
School: Pepperdine University
Department: Education
School Location: United States -- California
Source: DAI-A 77/11(E), Dissertation Abstracts International
Subjects: Organization Theory, Organizational behavior
Keywords: Change capability, Flexible resources, Learning capability, Organizational agility, Shared leadership, Shared purpose
Publication Number: 10141724
ISBN: 978-1-339-97076-9
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