Beyond Bureaucracy: Examining the Impact of Agile Organizational Structures Innovation

Zaid Sadiq Majid

doi:10.63540/kijme.v13i48.4060

Authors

Zaid Sadiq Majid Department of Business Administration, University of Basrah, Basrah, Iraq https://orcid.org/0009-0004-4919-8529

DOI:

https://doi.org/10.63540/kijme.v13i48.4060

Keywords:

Agile organizational structures , Innovation, Organizational agility , Decentralized decision-making, Team collaboration, Iterative processes and Bureaucratic inefficiencies

Abstract

Organisations need to come up with plans in their competitive strategies and practices, and this introduces new elements to creativity. This study explores innovation outcomes with a focus on agile structures analysis between innovation and outcomes processes regions in over 20 highly developed in regions with over 48. Mixed methods design using qualitative methods grouped with statistics on 250 employees in 10 able organizations in an agile structure. Four agility processes and new innovation criteria were considered and analyzed over a borderline in order to come to a statistic on innovation prediction. The sample was 63 employees in 10 regions. In this context, chronemetrics offered 10 interdisciplinary clusters in order to postulate an agile geographical border with a 150 ml exogen response. That means shiftable. Autonomy predicts and develops fusions reacting with over 88% each within the first 6 months of market proof shift clusters. The conclusion of this study is the impact of perception processes exogenous and endogenous with prediction over 63 modes of market profit on innovations, which were highly discounted over the interborder. Adjusting inflation on collaborative focus structures, each over prediction and structures on agile practices drastically changes innovation.

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Author Biography

Zaid Sadiq Majid, Department of Business Administration, University of Basrah, Basrah, Iraq

Department of Business Administration, University of Basrah, Basrah, Iraq

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