{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,7]],"date-time":"2026-05-07T15:45:34Z","timestamp":1778168734253,"version":"3.51.4"},"reference-count":65,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2025,2,20]],"date-time":"2025-02-20T00:00:00Z","timestamp":1740009600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["IMDS"],"published-print":{"date-parts":[[2025,3,17]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>This study adopts a capability-based view to investigate the attainment of organizational agility in manufacturing small and medium-sized enterprises (SMEs). It first explores how these firms mobilize different types of operational and dynamic information technology (IT) capabilities to achieve a high level of agility through their digital transformation. In return, it also reveals opposite paths, i.e. those leading to its absence.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>The research method involves a qualitative comparative analysis (QCA) of 65 Canadian manufacturing SMEs. Through necessity and sufficiency condition analysis procedures, this approach emphasizes the complexity of the digital transformation processes by revealing different sets (i.e. configurations) of what enable, or inhibit, organizational agility in these firms.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>The findings indicate that manufacturing SMEs need to align at least one dynamic IT capability (sensing, learning, coordinating or integrating) and one operational IT capability (IT management, IT infrastructure or e-business) to be highly agile. In contrast, other findings indicate that there are suboptimal combinations of IT capabilities, which result in an absence of agility.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This study offers a deeper understanding of the complex interaction of IT capabilities in SMEs seeking greater agility in their business activities. Its contributions provide insights on the mobilization of a range of capabilities, both complementary and interdependent, to respond to changing conditions in their internal and external environments. These actionable findings can help various actors in the digital development of SMEs to design and implement effective IT strategies and public policies.<\/jats:p><\/jats:sec>","DOI":"10.1108\/imds-05-2024-0488","type":"journal-article","created":{"date-parts":[[2025,2,19]],"date-time":"2025-02-19T01:27:31Z","timestamp":1739928451000},"page":"1503-1529","source":"Crossref","is-referenced-by-count":16,"title":["Building organizational agility through digital transformation: a\u00a0configurational approach in SMEs"],"prefix":"10.1108","volume":"125","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-5739-0973","authenticated-orcid":false,"given":"Claudia","family":"Pelletier","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"ORCID":"https:\/\/orcid.org\/0000-0001-8392-3633","authenticated-orcid":false,"given":"Fran\u00e7ois","family":"L'\u00c9cuyer","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"ORCID":"https:\/\/orcid.org\/0000-0003-1631-8171","authenticated-orcid":false,"given":"Louis","family":"Raymond","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","published-online":{"date-parts":[[2025,2,20]]},"reference":[{"issue":"2","key":"key2025031505574839900_ref001","doi-asserted-by":"publisher","first-page":"125","DOI":"10.1016\/s0305-0483(00)00034-7","article-title":"Fit in strategic information technology management research: an empirical comparison of perspectives","volume":"29","year":"2001","journal-title":"Omega"},{"issue":"1","key":"key2025031505574839900_ref002","doi-asserted-by":"publisher","first-page":"169","DOI":"10.2307\/3250983","article-title":"A resource-based perspective on information technology capability and firm performance: an empirical investigation","volume":"24","year":"2000","journal-title":"MIS Quarterly"},{"key":"key2025031505574839900_ref003","doi-asserted-by":"publisher","DOI":"10.1016\/j.techfore.2022.121567","article-title":"Opening up the black box on digitalization and agility: key drivers and main outcomes","volume":"178","year":"2022","journal-title":"Technological Forecasting and Social Change"},{"issue":"4","key":"key2025031505574839900_ref064","doi-asserted-by":"publisher","first-page":"976","DOI":"10.1287\/isre.2013.0500","article-title":"Information technology competencies, organizational agility, and firm performance: enabling and facilitating roles","volume":"24","year":"2013","journal-title":"Information Systems Research"},{"issue":"2","key":"key2025031505574839900_ref004","doi-asserted-by":"publisher","first-page":"436","DOI":"10.1111\/isj.12215","article-title":"Agility in responding to disruptive digital innovation: case study of an SME","volume":"29","year":"2019","journal-title":"Information Systems Journal"},{"key":"key2025031505574839900_ref005","article-title":"Comparing NCA and QCA. 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