The Relationship Between Environmental Dynamism and Organizational Agility

Environmental dynamism is interpreted as a warning sign for companies that should be understood on the slippery ground, given the global competition conditions. Agility is the result of environmental dynamism, which is one of the factors beyond the control of the companies. It is stated that it is possible for companies to reach the agile action process with participatory practices starting from the bottom.

Agility is perceived as a phenomenon that occurs as a result of observation for companies and increases with experience. The ability to use the dynamism wind that leaks into the company from outside the company in order to create competitive advantage is achieved by being agile. With the agility experienced on an institutional basis, it is seen that the company focus has expanded, the decisions taken quickly, the expanding company boundaries, the stakeholder partnership results have been achieved and a noticeable increase has been acomplished in the performance criteria of the company. Agility, which is defined as one of the important management moves of companies, aims to restore the lost balances in an environment of uncertainty.

Agility, which contributes to corporate productivity, also helps companies enrich in every aspect (individual, social). It is possible with agility to convey the message that it is strong and consistent in a global context by not being indifferent to environmental dynamism in the way of creating competitive advantage. In order to be a partner in competition, it comes to the fore as a concept that gives companies the chance to interpret experiences differently with the effect of environmental dynamism. It is foreseen that the agility, which is expected to turn into a functional habit and a positive dependency within the company, will be shaped as turning points that companies will encounter in their search for short-term solutions.