To be agile, responsive and innovative seems to have become prerequisites for long-term growth and success for any organizations operating in an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. This paper argues that such prerequisites, in turn, are dependent on the organization's abilities to harness team-level entrepreneurial behaviours, talents and activities as drivers of continuous strategic agility and innovation through an effectively managed HRM process. It illustrates this argument by conducting a synthesized review of the literature streams of entrepreneurial team and strategic agility and developing a conceptual framework that links them together. Rooted in the micro-foundational perspective, this review examines the relationship between key conceptual dimensions of entrepreneurial team and strategic agility, and explores the connections between these two literature streams. Our findings suggest the potential value from a cross-fertilization approach, and points out the future research directions through which these literature streams might be advanced collectively and effectively. Our research sheds some important light on the relationship between strategic agility and HRM through the lens of managing effective entrepreneurial teams in differing contexts.
- Entrepreneurial team
- Strategic agility
ASJC Scopus subject areas
- Applied Psychology
- Organizational Behavior and Human Resource Management