Knowledge management process and organizational agility: Do they influence organizational resilience?

Abstract

The aim of this paper is to reveal the influence of the knowledge management (KM) process and the organization's agile attributes that facilitates organizations or firms to retrieve and survive as well as to increase their resilience and sustain organizational competitiveness. The emerging perspectives of 'organizational agility' key enabling attributes considered as an important gadget in the knowledge economy. Organizational agility in the organizational knowledge development process, facilitates organizations to achieve their competitive advantage through integrating the KM process, system, and sustainable knowledge transfer capability. Due to today's highly volatile business environment, respectively organizations are under tremendous pressure on developing their organizational development strategy. Since then, they have been struggling with how to increase their resilience and sustain organizational competitiveness to prevent and react to the waves of disruption, organizations need to develop resilience capacity through knowledge management process and organizational agility to facilitate them to retain their competitive advantage. The impact of organizational agility in organizational knowledge development process visualized in this paper as a 'capability enhancer of an organization' (CEO)' approach or system that enhances organizations' resilience capabilities. It empowers them to reckon out 3R strategy, i.e., recognize, respond, and to regain their organizational competency from the unwanted turmoil, which occurs in the marketplace. To take the advantage of that change through radical organizational development being flexible, adaptable, capable, and enable (FACE) they can also allocate its agile resources that may work as stimuli on organizational resilience.