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About this book

The agility paradigm suggests that knowledge management is central to an organisations’ capability to proactively anticipate environmental changes and respond to them effectively. This book specifically explores how organisational identity impacts knowledge flows within an organisation, influencing and negotiating its responsiveness. By looking at agility through the identity lens the author takes a cross-disciplinary approach that aims at offering a new and important perspective towards our current understanding of change management and in particular, of the agility model, making this book a valuable resource for students, researchers and practitioners.

Table of Contents


Chapter 1. Agility Revisited

The importance of knowledge sharing for organisational agility is indisputable. How and when knowledge is effectively shared to enable agile responsiveness is under-investigated. By defining knowledge as a dynamic human asset expressed through organisational practices and linking it to identity as a way of accounting for the agency of human action within an organisational framework, the complexity of knowledge sharing for agility’s sake is investigated. Consequently, the agility model is refined to underline the importance of organisational identity for knowledge flows.
Neha Chatwani

Chapter 2. The Agile Case Study

The data collected for this research comes from a unique agile case study setting. The methodology of the research is qualitative, the clustering and reiteration of data analysis at its heart. By mapping centrality, distinctiveness and endurance identity attributes of the selected organisation as depicted in knowledge-based documents and interviews on the levels of sense-giving (institutional identity claims) and sense-making, the dynamic relationship between identity and knowledge in an agile context is elicited.
Neha Chatwani

Chapter 3. An Updated Model for Agility and Its Implications

The key finding of the research outlined in this book is that there is a dynamic and complex link between identity and knowledge management which can be leveraged effectively to enable agile responsiveness in organisations. This is done by means of ‘cognitive tactics’ in identity work embedded in an organisation’s sense-giving and sense-making processes. On the one hand, this insight allows for a multitude of managerial actions—specifically in terms of building and managing agility in organisations and designing agile change in general. On the other hand, it also contributes towards a slight adjustment of the agility model. At the same time, an important prerequisite for knowledge sharing in the agility context appears to be the organisational actors’ positive identification with the mission of the organisation.
Neha Chatwani


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