|dc.description.abstract||This thesis examines how a technology-driven firm can drive innovation through the concept
of organizational agility. This research is conducted as an exploratory, single case study
investigating the phenomenon in the context of an incumbent media firm. The empirical
findings are further related to the existing literature on organizational agility and selected
theories within the innovation management discipline.
The findings outline the change process and discuss the main drivers of shifting the company
towards the organizational agility. The components of organizational agility are identified and
presented as ‘Hallmarks’ concerning established procedures, performed actions and other
characteristics related to the studied phenomenon within the research context. Each of the
hallmarks is elaborated in detail to develop an overall understanding of how agility can be
embraced at an organizational level. Besides, the outcomes in the form of experienced
challenges and gained benefits related to adopting organizational agility are identified. The
flexibility, speed and customer focus as the main achieved benefits are further discussed in
relation to the concept of innovation capacity.
The study finds that embracing organizational agility may facilitate sustaining innovation in
the technology-driven firm. Additionally, identified hallmarks of organizational agility and
gained benefits may support a technology-driven firm in executing a fast follower strategy. A
general concern associated with excessive customer-centricity potentially hindering disruptive
innovation is emphasized and respective managerial recommendations are proposed.
The thesis suggests that both academia and industry would benefit from future research
examining the relationship between agility and organizational economic performance and
studying the phenomenon in the context of a non-tech organization.||en_US