Collaboration in agile enterprises

Agile enterprises are organizations designed to reconfigure their people, processes, and partnerships quickly in response to shifting markets, and a growing body of research examines how deliberate collaboration—across internal teams, supply chains, and loosely coupled virtual partners—makes that reconfiguration possible. Scholars in this area map the structural relationships among workforce capabilities, manufacturing systems, and inter-firm networks, often using formal methods such as interpretive structural modeling to reveal which factors drive agility and which merely follow from it. The stakes are practical: firms that cannot coordinate rapidly across organizational boundaries tend to absorb disruption rather than absorb opportunity. Open questions include how to sustain trust and knowledge-sharing in transient virtual enterprises that dissolve once a project ends, and how workforce agility at the individual level scales into genuine organizational agility rather than remaining a collection of isolated competencies.

Works

62,112

Total citations

238,127

Keywords

Collaborative NetworksAgile ManufacturingVirtual EnterpriseInterpretive Structural ModelWorkforce AgilityOrganizational Agility