Examiningthe Influence of Organizational Design on Organizational Agility: Anassessment of Public and Private Sector Organizations in Southwest Georgia

Abstract

The impetus of this study was to examine the influence of organizational design on organizational agility in public and private organizations in Southwest Georgia. Three main organizational designcomponentsstudied formalized organizational work; centralized organizational work, relating to hierarchy of authority and contribution; and standardized work.Three hundred (300) surveys were distributedto 30 public and private organizations in Southwest Georgia and239 questionnaires were accurately filled-out. The findings revealed that structural components relate to organizational agility in both public and private sectors, excluding hierarchy of authority.Amongst the organizational design components, formalizedwork corresponded the most with organizationalagilitywithin public organizations, whereas contributioncorresponded the most with organizational agility in private organizations. Demographic had no influence on either organizational design components or organizationalagility in either private or public sector organizations, rank of employees in either sectors did not weaken the relationship between organizational design and organizational agility.