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Top1. Introduction
Agility was initially described in the business environment in 1982 as “the ability to respond promptly to rapidly changing conditions” (J. L. Brown & Agnew, 1982). Organisational Agility (OA) represents a company's characteristics for thriving and prospering in an uncertain and constantly changing environment. (Vinodh et al., 2012). The report's long-term outcome was OA as a strategy for enhancing competitiveness. Managers think that OA is a vital success component that affects how successful a company will be in today's turbulent business environment, regardless of industry (Aghina et al., 2015). Academic study confirms that OA positively impacts business performance (Inman et al., 2011). Leadership and management, in particular, are essential success factors in a company's agile journey (Ebrahim S, Krishnakanthan K, Thaker, 2018);(Mahadevan et al., 2019)
Dynamic capabilities are “the firm's ability to innovate, adapt to change, and produce change that is beneficial to customers while being detrimental to competitors” (D. Teece et al., 2016). As a result, the dynamic capabilities approach is applicable in the context of agility. Furthermore, as part of a dynamic capability, the entrepreneurial capability is key to the harmonisation of separate components and the ability to predict developments and trends in a company's environment, which is an essential aspect of an agile organisation. (D. Teece et al., 2016) Organisation Agility is “an organisation's ability to redeploy/redirect its resources to value-creating and value protecting higher-yield activities as internal and external conditions demand” (D. Teece et al., 2016).
Agility capabilities are unique abilities that provide the necessary power and competence to respond to changes; they include responsiveness, competency, flexibility, and quickness. According to Zhang and Sharif (2000), agility competencies are essential capabilities the corporation requires to respond positively to and take advantage of organisational agility (Z. Zhang & Sharifi, 2000). Lin et al. (2006) defined agility capabilities as “essential abilities that would offer the required strength to respond appropriately to changes occurring in its business”. Thus, agility capabilities represent a company's ability to deal with changes and uncertainty (C. T. Lin et al., 2006). Agility attributes are a synonym for agility skills in this crucial area ((Bottani, 2009);(Nejatian et al., 2018). Organisational agility, described as an “enterprise's ability to quickly adjust and adapt in response to continual and unpredictable changes in competitive market contexts,” is a critical component in tackling these problems (Sherehiy & Karwowski, 2014),
The firm's processes use resources—specifically the processes to integrate, reconfigure, gain, and release resources—to match and even create market change. Dynamic capabilities thus are the organisational and strategic routines by which firms achieve new resource configurations as markets emerge, collide, split, evolve, and die—companies using this type of Talent Management focus on individualisation.
They adopt an inclusive approach to talent selection and have no official or systematic definition of selected talent. That is, they consider all employees as talented. In summary, Talent Management creates opportunities for individuals [in the organisation] to find their role in which they can give the best. It supports further development through a range of offerings. (Harsch & Festing, 2020)