A MULTI‐INFORMANT ASSESSMENT OF ORGANIZATIONAL AGILITY MATURITY: AN EXPLORATORY CASE ANALYSIS

The paper provides a multi‐informant assessment of agility maturity from an organizational point of view. We applied the Organizational Agility Maturity Model (Wendler, 2014) within a case study of an oil company to determine whether and to what extent there was managerial/employee (informant) agreement between agility assessment across different hierarchical levels. A multi‐grade fuzzy method used inputs from three academic subject matter experts and 26 organizational informants to calculate response data–based weighted means. Empirical results indicate inconsistency in assessment ratings across agility dimensions and agile criteria; single‐informant scores significantly exceeded multi‐informant scores. Furthermore, we found that top managers, compared with other managerial layers as well as employees, are more pessimistic (or perhaps more realistic) when assessing the overall agility maturity of the company. In other words, data indicate that the more generalized the role of the informant, the more critically they assess agility attributes.

Abstract licence: CC BY-NC

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