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This study aims to test a model in which the effect of strategic information technology (IT)-business alignment capability (hereafter referred to as “strategic alignment”) on organizational performance is examined via the mediating role of organizational agility [studied as operational adjustment agility (OAA) and market capitalizing agility (MCA)] along with the moderating influence of environmental uncertainty.

The research uses survey data accumulated from 220 managers (IT and bank managers) working in the regional rural banks of Odisha, India. A structural equation modelling approach is used to investigate the strategic alignment-performance relationship.

The findings demonstrate the positive effect of strategic alignment on agility (studied as OAA and MCA). This paper finds the positive effects of strategic alignment and both OAA and MCA on organizational performance. The moderation analysis reveals that in an uncertain environment, strategic alignment has more impact on MCA than OAA. However, the test of mediation exhibits OAA as a more significant mediator promoting the strategic alignment-performance linkage, than MCA. This was further validated from the moderated-mediation analysis.

Although previous research studies (mostly conducted in the context of developed countries) have reported about the positive strategic alignment-agility-performance linkages, yet the literature is silent regarding the influence of external contingent factors on these relationships from a rural banking perspective in a developing country setting (such as India). The research extends the strategic alignment-agility-performance theories and provides empirical support for these unique associations in the context of rural banking in India and thereby, greatly contributes to the existing strategic alignment literature.

The purpose of this paper is to highlight a precise investigation of the relationship between information technology (IT) capability and organizational agility along with the moderating impact of environmental factors on this association.

Pre-tested structured questionnaires were administered during a matched-pair field survey to collect primary responses from 300 business and IT personnel working in various public and privately owned banking groups functioning in India. The structural equation modeling approach has been used for data analysis.

The two-folded research findings are first, IT capability enables organizational agility (studied as business process and market responsive agility), while IT capability has more effect on market responsive agility. Second, the environmental factors (studied as environmental diversity and hostility) possess a significant effect on the IT-agility relationship and, thereby, suggest that a more diverse and less hostile environment is required for the firms to build up superior IT capability for realizing enhanced agility.

The authors have studied IT capability as a first-order factor, organizational agility and environmental factors as second-order factors and by meticulously examining their critical dimensions this study greatly contributes to the existing IT-agility literature. The derived inferences provide various implications for the bank and IT managers to emphasize on superior IT capability for generating enhanced organizational agility.

The purpose of the study is to investigate how employee ambidexterity (studied as passive and active ambidexterity; EPA and EAA) impacts employee agility (in terms of proactivity, resilience and adaptability) along with the moderating influences of employee organizational tenure (EOT).

A simple random sampling technique is used to collect primary responses from bank managers working in various public, private and regional rural banks in India. The analysis is performed using AMOS (Version-25), a covariance-based structural equation modeling approach.

The two-folded findings include first, the EAA–agility relationship is stronger than the EPA–agility linkage. Second, EOT negatively influences the EAA–EPA–agility relationships.

Although the performance impact of ambidexterity is well documented in the literature there is a dearth of empirical investigation on its agility impact. Since most of the extant researchers have studied ambidexterity and agility from an organizational context, this research highlights the less-studied ambidexterity-agility connection from an employee perspective. Further, EOT is mostly studied as a control variable, while this research investigates as a moderator influencing the ambidexterity–agility linkage in the context of emerging economies such as India.

This study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating influence of environmental uncertainty.

This research utilizes a matched-pair survey data collected from 300 IT and business executives working in various privately owned Indian financial enterprises, and structural equation modeling is used to examine the alignment–agility linkage.

The analysis demonstrates the positive effect of alignment on agility (studied as business process and market responsive agilities), and alignment is more effective on business process agility than market responsive agility. However, the moderation analysis reveals that in a highly uncertain environment, alignment has more effect on market responsive agility but not on business process agility.

Although previous studies (mostly conducted in the context of developed countries) have reported about the positive IT-business alignment and organizational agility linkage, the literature is silent regarding the influence of external contingent factors on this relationship from a developing country perspective. The authors have conceptualized alignment on the basis of strategic alignment maturity model and meticulously examined its relationship with both categories of agility. This research extends the alignment-agility theory and provides empirical support for this unique association from a developing country (i.e. India) perspective, and thereby, greatly contributes to the alignment literature.

The purpose of this study underpins investigation of the impact of human IT capabilities (comprising business functions, interpersonal management and technology management expertise) on organizational agility (in terms of sensing and responding agilities). The moderating influence of IT infrastructure spending on this human IT–agility linkage is also thoroughly investigated.

Primary data collected from 300 IT personnel working in various publicly owned banking groups functioning across India are used for this study and structural equation modeling (SEM) is used to assess the human IT–agility link.

The two-fold research findings highlight the following: first, human IT capabilities enable both the sensing and responding components of agility and second, firms need to focus on translating huge and impudent IT investments into building superior capabilities to effectively shape agility.

This study greatly contributes to the information system (IS) literature by examining human IT capability and agility in terms of second-order constructs and provides a more holistic and comprehensive understanding of this unique relationship. The study precisely investigates the manner in which distinct human IT capability dimensions interact with both types of agilities along with the moderating effect of IT spending on this linkage.

Information technology (IT) is normally regarded as an enabling factor for making firms agile. Usually, it has been realized that greater IT spending enhances a firm’s agility. However, the role of IT as an obstructing factor towards organizational agility cannot be overlooked. Taking this commonly perceived but less-studied IT-agility contradiction into account, the purpose of this paper is to investigate whether IT can augment or impede organizational agility. This research which is conducted in context to privately owned Indian financial enterprises proposes the premise that effective IT resource management is imperative for organizations to thrive for greater firm-wide IT capability for enhanced agility.

Primary data collected from 300 business and IT executives working in various privately owned financial enterprises across India are used for this study and a structural equation modelling is employed to assess the IT-agility link.

The findings of the study are two-folded. First, this study concludes that IT capability acts as an enabler for business process and market responsive organizational agility. Second, if IT spending is not properly translated into creating superior capability, huge and impudent IT investments will impede the overall organizational agility.

This paper investigates both exogenous variable (IT capability) and endogenous variable (organizational agility) in terms of second-order reflective measures and establishes a significant structural link between both the dimensions of IT capability (managerial and technical) and organizational agility (business process and market responsive). This analysis illustrates the moderating effect of IT spending on each of these relationships, thereby greatly contributes and extends the existing IT capability-agility related information systems literature.

The study aims to co-create a “priority action roadmap for women's economic empowerment” based on women's top priorities to charting recovery directions. Doing so contributes to the growing body of knowledge on COVID-19 literature in at least four areas: assessing COVID-19 impacts on women entrepreneurs; mapping these impacts with four interdependent women's entrepreneurial ecosystem components; innovating a co-creation methodology based on remote participatory research; and providing a replicable model to perform action-oriented research in the context of COVID-19 impacts.

A co-creation methodology is proposed, combining systems-thinking and remote participatory research to engage women entrepreneurs and institutional stakeholders to prioritize impact, response actions and recovery needs in the wake of COVID-19. A ranking exercise using the analytic hierarchy process was used to derive ranking and assess user inputs' consistency.

The study exemplifies the integration of participatory methods and mathematical tool to engage stakeholders in prioritizing recovery work. PARWEE action items ranked by entrepreneurs and vetted by institutional stakeholders cover: access to finances, capacity building, health care, public and private partnership, marketing opportunities and formation of active advocacy groups to voice out women entrepreneurs' needs to institutional stakeholders. Results show a slight difference in the ranking of priority actions between experience owners and fresh starters.

This study innovated a new co-creation methodology for remotely engaging stakeholders of the women's entrepreneurial ecosystem, which is grounded in evidence and provides a replicable model for performing action-oriented research.