AGILE HR PRACTICES AND THEIR IMPACT ON ORGANIZATIONAL ADAPTABILITY AND INNOVATION
Main Article Content
Linna Dhah Liawati
Dhenny Asmarazisa
Catur Fatchu Ukhriyawati
This study investigates how Agile HR practices enhance organizational adaptability and innovation in volatile business environments. Through qualitative analysis of interviews and organizational documents, we identified four core components of Agile HR: Continuous Performance Fluidity, Iterative Talent Mobilization, Just-in-Time Learning Ecosystems, and HR as an Enabling Scaffold. Our findings demonstrate that these practices collectively create a synergistic system that drives organizational adaptability through two primary mechanisms - increased strategic responsiveness and enhanced operational resilience. The research reveals significant improvements in key adaptation metrics, including 85% faster strategic realignment and 78% more efficient talent deployment. Furthermore, the study establishes that Agile HR fosters innovation by cultivating psychological safety and empowerment through continuous feedback and autonomous work structures. This research provides organizations with empirical evidence and a practical framework for transforming HR from an administrative function into a strategic driver of agility and competitive advantage in the digital economy.
Achoki, P. M. (2023). Upskilling and Reskilling for a VUCA World. GiLE Journal of Skills Development, 3(2), 34–52. https://doi.org/10.52398/gjsd.2023.v3.i2.pp34-52
Eilers, K., Simmert, B., Peters, C., & Leimeister, J. M. (2021). Why the Agile Mindset Matters. Academy of Management Proceedings, 2021(1), 13110. https://doi.org/10.5465/AMBPP.2021.13110abstract
Elali, W. (2021). The Importance of Strategic Agility to Business Survival During Corona Crisis and Beyond. International Journal of Business Ethics and Governance, 1–8. https://doi.org/10.51325/ijbeg.v4i2.64
Fernández‐Pérez de la Lastra, S., & Sánchez‐Gardey, G. (2024). Organizational ambidexterity: A reconceptualization and research agenda for the VUCA international context. Journal of Contingencies and Crisis Management, 32(2). https://doi.org/10.1111/1468-5973.12565
Finkelstein, L. M., Costanza, D. P., & Goodwin, G. F. (2018). Do your high potentials have potential? The impact of individual differences and designation on leader success. Personnel Psychology, 71(1), 3–22. https://doi.org/10.1111/peps.12225
Fletcher, G., & Griffiths, M. (2020). Digital transformation during a lockdown. International Journal of Information Management, 55, 102185. https://doi.org/10.1016/j.ijinfomgt.2020.102185
Joseph, C., & Opeyemi, E. A. (2024). Implementing agile management practices in the era of digital transformation. World Journal of Advanced Research and Reviews, 24(1), 2223–2242. https://doi.org/10.30574/wjarr.2024.24.1.3253
Kuncoro, S., & Thaha, A. R. (2023). Leadership and Strategy Business in VUCA World. Economic Education and Entrepreneurship Journal, 6(2), 124–132. https://doi.org/10.23960/E3J/v6i2.124-132
Kwon, K., & Jang, S. (2022). There is no good war for talent: a critical review of the literature on talent management. Employee Relations: The International Journal, 44(1), 94–120. https://doi.org/10.1108/ER-08-2020-0374
Özdemir, F. (2020). Management in the Hypermodernity. Global Journal of Sociology: Current Issues, 10(1), 09–14. https://doi.org/10.18844/gjs.v10i1.4751
Reuschl, A. J., Deist, M. K., & Maalaoui, A. (2022). Digital transformation during a pandemic: Stretching the organizational elasticity. Journal of Business Research, 144, 1320–1332. https://doi.org/10.1016/j.jbusres.2022.01.088
Saputra, N., Sasanti, N., Alamsjah, F., & Sadeli, F. (2022). Strategic role of digital capability on business agility during COVID-19 era. Procedia Computer Science, 197, 326–335. https://doi.org/10.1016/j.procs.2021.12.147
Shet, S. V. (2024). A VUCA-ready workforce: exploring employee competencies and learning and development implications. Personnel Review, 53(3), 674–703. https://doi.org/10.1108/PR-10-2023-0873
Sinha, D., & Sinha, S. (2020). Managing in a VUCA World: Possibilities and Pitfalls. Journal of Technology Management for Growing Economies, 11(1), 17–21. https://doi.org/10.15415/jtmge.2020.111003
Taskan, B., Junça-Silva, A., & Caetano, A. (2022). Clarifying the conceptual map of VUCA: a systematic review. International Journal of Organizational Analysis, 30(7), 196–217. https://doi.org/10.1108/IJOA-02-2022-3136
Troise, C., Corvello, V., Ghobadian, A., & O’Regan, N. (2022). How can SMEs successfully navigate VUCA environment: The role of agility in the digital transformation era. Technological Forecasting and Social Change, 174, 121227. https://doi.org/10.1016/j.techfore.2021.121227
Villa Sánchez, A. (2020). Liderazgo resiliente pertinente para una sociedad cambiante. Foro Educacional, 77–103. https://doi.org/10.29344/07180772.34.2361
Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of Industry 4.0. Journal of Management Development, 38(2), 118–129. https://doi.org/10.1108/JMD-06-2018-0181
Worley, C. G., & Jules, C. (2020). COVID-19’s Uncomfortable Revelations About Agile and Sustainable Organizations in a VUCA World. The Journal of Applied Behavioral Science, 56(3), 279–283. https://doi.org/10.1177/0021886320936263
Zharova, L. (2025). From Tradition to Agility: Management Tools in the VUCA Reality. Empirio, 2(Special Issue), 116–127. https://doi.org/10.18523/3041-1718.2025.2.s.116-127
