Unlocking continuous organizational agility: proposing a model through the insight from the Indonesian banking context

Figures & data

Figure 1. Research groundwork.

Source: Author work, 2023.

Table 1. Organizational element extended variables.

Macro element	Micro element
Leadership	Entrepreneurial leadership
Organizational culture	Digital culture
Business process technology	Digital platform capability

Figure 2. Research design.

Table 2. Interviewee for proposed model validation.

Code	Job Position	Functionality	Institution	Channel
Practitioner 1	Head of Branch Banking Experience Design	Operational support and development	Bank Central Asia (BCA)	Phone call
Practitioner 2	Head of Culture Transformation Division	Transformation	Bank Rakyat Indonesia (BRI)	Meeting Interview
Practitioner 3	Compliance Monitoring Head	Operational support and development	CIMB Niaga Bank
Practitioner 4	Head of Division Indonesia Banking Architecture	Strategic	Financial Service Authority (OJK)
Practitioner 5	Culture Activation Department Head	Strategic	Mandiri Bank
Practitioner 6	Head of Culture & Engagement Group	Strategic	Bank Negara Indonesia (BNI)

Figure 3. Conceptual framework.

Source: Author work, 2024.

Figure 4. Proposed Research Model.

Source: Author work, 2023.

Table 3. Summary of research propositions.

ID	Proposed relationship	Reference
P1	a. Entrepreneurial Leadership → Dynamic Capabilities	(Nguyen et al., 2021; Teece, 2012)
	b. Digital Culture → Dynamic Capabilities	(Shuaib et al., 2021; Warner & Wäger, 2019)
	c. Digital Platform Capability → Dynamic Capabilities	(Constantiou & Kallinikos, 2015; Xiao et al., 2020)
P2	a. Entrepreneurial Leadership → Routine Dynamics	(Parmentier-Cajaiba et al., 2021; Teece, 2012)
	b. Digital Culture → Routine Dynamics	(Bertels et al., 2016; Kitsios et al., 2021)
	c. Digital Platform Capability → Routine Dynamics	(Lepratte & Yoguel, 2023; Volberda et al., 2021)
P3	a. Entrepreneurial Leadership → Organizational Agility	(Sari & Ahmad, 2022; Teece et al., 2016)
	b. Digital Culture → Organizational Agility	(Grover, 2022; Setiadi et al., 2022)
	c. Digital Platform Capability → Organizational Agility	(Ahmed et al., 2022; Ravichandran, 2018; Troise et al., 2022)
P4	a. Entrepreneurial Leadership → Competitive Advantage	(Nguyen et al., 2021)
	b. Digital Culture → Competitive Advantage	(Shehadeh et al., 2023; Yang et al., 2022)
	c. Digital Platform Capability → Competitive Advantage	(Cennamo et al., 2020; Liu et al., 2023)
P5	Routine Dynamics → Dynamic Capabilities	(Wenzel et al., 2021)
P6	Routine Dynamics → Organizational Agility	(Crick & Chew, 2020)
P7	Dynamic Capabilities → Organizational Agility	(Awwad et al., 2022; Bechtel et al., 2023)
P8	Organizational Agility → Competitive Advantage	(Medeiros & Maçada, 2022; Qosasi et al., 2019)

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