Research On The Building And Evolutionary Mechanism Of Organizational Agility Of Large Enterprises

Faced with the unpredictable changes in the environment,how can enterprises respond the changes flexibly and establish competitive advantages?Especially under the boost of the Internet,enterprises not only have to face more complex and changeable environment,but also have to bear the pressure of transformation,whether active or passive.Under these circumstances,enterprises can build organizational agility to meet these challenges by responding to customer needs more quickly and flexibly than their competitors.From organizational adaptation to flexible organization,organizational agility becomes the best solution for enterprises to quickly perceive and respond to changes and achieve good performance.Small enterprises may have natural advantages in establishing organizational agility,but large enterprises can also establish organizational agility.Based on the background described above,this study explores the building and evolutionary mechanism of organizational agility for large enterprises.Based on the theoretical background and literature review,this study establishes a theoretical basis for analyzing organizational agility driven by market orientation from the perspective of dynamic capability.There are still gaps in the existing research.Firstly,most of the existing research on organizational agility is based on empirical research using cross-sectional data,which fails to establish a long-term and dynamic observation study.Secondly,the research on the relationship between market orientation and organizational agility is relatively vague.In addition,the research of large enterprises organizational agility is not yet comprehensive.To sum up,this study not only supplements the theoretical research of organizational agility,but also brings inspiration to managers in practice.It is suggested that managers should pay attention to the relationship between market orientation and organizational agility and their dynamic characteristics when building them.In order to focus on the building and evolutionary mechanism of organization agility driven by market orientation,this study adopts a longitudinal single case study method and uses phased analysis.Considering the typicality and convenience of case study theory sampling,Inspur Group Co.,Ltd.is selected as the research object.The case is described and analyzed in stages according to the process of organizational change.This study uses multiple sources of information including in-depth interview,second-hand data and field observation to code and adopts a variety of strategies to ensure the reliability and validity of the study.Based on the research background,this study divides the organizational change process of Inspur Group Co.,Ltd.from 2004 to 2018 into three stages.In the first transformation stage(2004-2009),Inspur appears the customer-focused market orientation.Inspur establishes top-down one-way execution through centralization.Finally,Inspur establishes a single organizational agility,namely customer agility.In the second transformation stage(2010-2015),Inspur pays attention to both customers and competitors,which is a kind of external market orientation.At the same time,the extroverted organization agility is built through authorization and top-down two-way execution,that is,both customer agility and cooperative agility.At the transformation perfecting stage(2016-2018),Inspur changes the original execution mode after focusing on inter-functional coordination.Then Inspur establishes authorization and bottom-up multi-direction execution,establishing endogenous organization agility under the high market orientation,which includes customer agility,cooperation agility and operation agility.Based on data coding and analysis,the following conclusions are drawn:Firstly,the evolution of market orientation of Inspur is from market-driven to market-driving.In this process,technological innovation and policy environment are important factors to drive the market.Secondly,in the process of organizational agility construction,external factors of market orientation drive the external adaptability of organizational agility and guide internal factors,but the lag caused by this guidance process hinders the promotion of external adaptability of organizational agility.Internal factors of market orientation drive the internal adjustment ability of organizational agility,while the internal adjustment ability will also be driven by the external adaptability of organizational agility.Thirdly,the building and evolutionary path of the organizational agility driven by market orientation in Inspur is a kind of state change from external demand to endogenous demand.'This study not only supplements the dynamic research of organizational agility,but also clarifies the driving role of market orientation on organizational agility through case analysis,which improves the research on the relationship between them.At the same time,it pays attention to the research on organizational agility of large enterprises,providing suggestions for enterprise managers on building market orientation and organizational agility.