Organizational agility describes a firm’s dexterity in making necessary changes to sustain and enhance performance. This mixed methods study examined the nature of agility and the impacts of internal processes on agility within the human resources (HR) function of a telecommunications organization in the United States. Both survey and interview data were collected. Quantitative data were collected and statistically analyzed. Qualitative insights were coded to identify trends in the respective datasets. Study findings indicate the case organization had a moderate degree of agility and that its attunement to the external environment was variable. The data also suggested that leadership style, organizational culture, strategic planning, and communications were four key barriers to creating agility within the HR function. Recommendations to the case organization, organization development practitioners seeking to help HR organizations enhance agility, and researchers are offered.
|Commitee:||Worley, Christopher G.|
|School Location:||United States -- California|
|Source:||MAI 81/2(E), Masters Abstracts International|
|Subjects:||Organizational behavior, Organization Theory, Management|
|Keywords:||Agility, Change, Development, Human resources, Organization, Telecommunications|
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