Organizational Agility and Value Creation

This special issue aims to shed light on theory in-the-making and emerging practices by companies creating value through applying and pioneering principles of organizational agility.

The origin of this special issue on Organizational Agility and Value Creation can be traced back to the challenges of finding suitable materials faced in the development process of an Executive MBA course at the Amsterdam Business School, University of Amsterdam. Peer-reviewed articles on organizational agility represent an evolving field (Nold & Michel, 2016; Vecchiato, 2015), and literature which combines organizational agility and value creation particularly so (Anand, Sharma, & Coltman, 2016). This finding strongly prompted and sharpened the present editors’ and authors’ empirical observations of the need expressed by executives, consultants and academics alike to develop a deeper understanding of how organizations benefit from becoming more agile (or transform completely towards agility) in order to create value as they find their firms and institutions exposed to rapidly changing ‘rules of the game’ due to forces of disruption (such as digitalization) which put their continuity at risk (L’Hermitte, Bowles, Tatham, & Brooks, 2018).