Fifteenth International Conference on Interdisciplinary Social Sciences

Abstract

Responsive organizations are able to capitalize on change and survive disruption in order to thrive. The speed of information is resulting in the transformation of organizations causing a need for fundamental shifts in corporate structures (Dulgerler, 2015) and information systems to survive (Arauz, 2016). The hallmark of responsive organizations is approaching the process of organizing differently. Hiles (2014) argues that there are several shifts that distinguish responsive organizations from others, such as moving away from a focus on efficiency to responsiveness and eliminating hierarchies and establishing employee networks. Responsive organizational strategy has three components: (a) identifying via analytics and intelligence opportunities within the organization and the market/industry; (b) capturing the opportunities via flexible deployment of available resources; and (c) transforming the way the organization can constantly reconfigure its internal and external competencies to identify and capture opportunities (AppCentrica, 2014). Successful organizations foster quick adaptation enabling the learning of how to do new things rather than being consistent in doing a specific thing (Reeves & Deimer, 2011). Agility is seen as on overall business strategy that dynamic organizations endorse. The purpose of this study is to review and extend the literature in order to better understand what makes an organization responsive as well as the consequences of such a strategic approach.