Construct · 3 fields · 5 citations
One name. Different field. Different construct. One map.
● jingle · one word, three constructs Nearest construct by meaningcapabilitycompare the meaningsEvery construct on the map is compared with every other by the meaning of its definitions, and the closest one is surfaced here. The nearest construct to agility is capability.
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A firm's capacity to notice change early and reconfigure its resources and business model fast enough to act on it, rather than being locked into a fixed strategy. Doz and Kosonen's 2010 account of Embedding strategic agility builds the capacity from three parts, strategic sensitivity, leadership unity, and resource fluidity, all aimed at renewing a business model before events force it. Teece, Peteraf, and Leih tie the same idea to dynamic capabilities in 2016, arguing that agility is what lets a firm redeploy assets under deep uncertainty. The referent is an organization and its top team, and the word names a firm-level capability read from strategy and structure, not a person's body and not a delivery method.[1][2]
A family of values and iterative practices for building software in short cycles, delivering working increments and adjusting to feedback rather than following a fixed up-front plan. The Manifesto for agile software development of Beck and colleagues set out the values in 2001, favouring working software, customer collaboration, and responding to change over heavy documentation and contract negotiation. Dyba and Dingsoyr's 2008 systematic review gathered the empirical studies of these methods and found the evidence real but thin and uneven across practices. Here the word describes a development method used by a team, judged by how the work is organized and delivered. It shares only the idea of responding to change with the strategy meaning; one is a way of running projects, the other a firm-level capacity.[3][4]
A rapid whole-body change of direction or speed made in response to a stimulus, such as an opponent's movement, as opposed to a change of direction planned in advance. Sheppard and Young's 2006 Agility literature review drew this line sharply: agility joins a perceptual and decision-making component to change-of-direction speed, so a fast pre-planned sprint through cones is not agility, because nothing had to be read and answered. The referent is one athlete's body reacting to a cue, timed in a lab or on a field in fractions of a second. It shares the word with the firm and the software team but little else; the unit is a person's reactive movement, not a strategy and not a method.[5]
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