Paradoxical Relationship of Organizational Routine and Agility in Mediating Copability and Adaptability to Improve Team Performance in Financial Service Industry
- DOI
- 10.2991/aebmr.k.201222.029How to use a DOI?
- Keywords
- Paradoxical relationship, organization routine, organization agility, team performance, copability, cope-ability, adaptability, strategy, change
- Abstract
In an academic or business environment, we often find theories that are logical when we look at the theory individually, but not rational when we observe it simultaneously. The phenomena is called paradoxical relationship. This study observes the paradoxical relationship of two conflicting, yet synergistic views. We observe the factors which enable the organization to either internally cope with the change or adapt to the external environment. After that, we also observe both factors’ impact on how the organization operates and whether it will maintain the organization routine or to be agile and change their structure. We then observe the overall impact on performance. In this research, we observe the change in the financial service industry, which operates under a narrow regulatory corridor but is required to create service differentiation between companies, and even team members across one company. This study’s scope will be limited up to the variable operationalization stage. Data collection and results analysis are required for further stages of analysis.
- Copyright
- © 2020, the Authors. Published by Atlantis Press.
- Open Access
- This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).
Cite this article
TY - CONF AU - Agung Haskara AU - Lily Sudhartio PY - 2020 DA - 2020/12/23 TI - Paradoxical Relationship of Organizational Routine and Agility in Mediating Copability and Adaptability to Improve Team Performance in Financial Service Industry BT - Proceedings of the International Conference on Business and Management Research (ICBMR 2020) PB - Atlantis Press SP - 197 EP - 204 SN - 2352-5428 UR - https://doi.org/10.2991/aebmr.k.201222.029 DO - 10.2991/aebmr.k.201222.029 ID - Haskara2020 ER -