Business agility, the capacity to adapt to changing external circumstances, remains difficult for most executives to master.

Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” that incorporate a wider range of stakeholder voices is crucial.

This article analyzes 139 proof-of-concept projects with startups and 15 interviews with executives at a leading German mobility corporation, and it reveals four actions to amplify weak external signals.

This article explores the National Aeronautics and Space Administration’s (NASA’s) journey to strategic agility through successively shifting to three different strategic alignments over the last six decades.

While agile represents a crucial element of digital transformation, there is limited empirical evidence on how agile is actually implemented. This article presents a framework for guiding managers undertaking an organization-wide agile implementation.

Based on an in-depth analysis of a successful large-scale agile transformation, this article sheds light on the evolving role of line managers during the transformation.

This article presents an in-depth case study examining how high- and low- agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. Affective leaders constructed positive emotional experiences for their teams to successfully respond to adversity.