Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China

This study investigated how employees’ information technology competency is associated with employee agility via perceived task structure

Han Lai


Scholarcy highlights

  • In a rapidly dynamic marketplace, employees are required to be agile to respond to environmental changes and capitalize on emerging market opportunities
  • The findings show that χ2 = 1,048.08, df = 308, root mean square error of approximation = 0.05, standardized root mean square residual = 0.06, normed fit index = 0.77, incremental fit index = 0.89, comparative fit index = 0.92, and goodness-of-fit index = 0.77 are acceptable if the sample size is greater than 150
  • The results show that information technology competency has a significant effect on task interdependence with β = .33, t = 5.43, p < .001, and task autonomy with β = .30, t = 4.02, p < .001; Hypothesis 1 and Hypothesis 2 are supported for this study
  • Findings confirm that IT competency positively affects the task interdependence and autonomy that is in line with previous studies, and IT competency is directly associated with knowledge sharing
  • The findings suggest that autonomy mediates the link between IT competency and employee’s agility, whereas task interdependence shows insignificant mediating effect
  • The empirical data validate most hypotheses including moderating role of work expertise, indicating that perceived task structure is significant in transferring the value of IT competency to employee’s agility as well as work expertise being essential for this relationship, the link between IT competency and agility cannot be mediated by task interdependence
  • This research provides insights into the link between perceived task structure and employee agility

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