In dynamic business environments, the ability to adapt is highly important for organizations in order to best their competition. This is necessary because throughout the years of doing business, organizations have experienced but one constant factor: change. The concept of enterprise agility is designed to counter this phenomenon. In this regard, IT is perceived to play a vital role in enterprise agility, most often viewed as an enabler. However, IT can be an inhibitor of enterprise agility as well because of its potentially restricting nature, structural thinking, bureaucracy, rigor, etc. This especially becomes apparent in information systems (IS) that have been operational in organizations for several years. This research aims at discovering processes of IT management that empower or obstruct enterprise agility. We identify processes on the one hand and aspects of enterprise agility on the other and relate them to each other using propositions. We conclude with the identified contribution of IT management to enterprise agility, propose directions for optimization as well as offer suggestions for additional research.
In dynamic business environments, the ability to adapt is highly important for organizations in order to best their competition. This is necessary because throughout the years of doing business, organizations have experienced but one constant factor: change. The concept of enterprise agility is designed to counter this phenomenon. In this regard, IT is perceived to play a vital role in enterprise agility, most often viewed as an enabler. However, IT can be an inhibitor of enterprise agility as well because of its potentially restricting nature, structural thinking, bureaucracy, rigor, etc. This especially becomes apparent in information systems (IS) that have been operational in organizations for several years. This research aims at discovering processes of IT management that empower or obstruct enterprise agility. We identify processes on the one hand and aspects of enterprise agility on the other and relate them to each other using propositions. We conclude with the identified contribution of IT management to enterprise agility, propose directions for optimization as well as offer suggestions for additional research.
In 2017 the municipality of Amsterdam launched a programme to combat a housingshortage and realise ambitious societal goals for 32 of its most deprived neighbourhoods. After decades of urban renewal projects, these areas still scored poorly on most socio-economic indicators. The programme aims to develop more affordable housing for low- and middleincome households, to revitalise the existing public spaces of these neighbourhoods and to improve the residents’ socio-economic position. In addition, the progressive municipal council installed in 2018 intends to democratise urban renewal processes with the aim of increasing community involvement.
