Master Thesis Presented for MBA degree in the University of Jordan

1. THE EFFECT OF ORGANIZATIONAL INFRASTRUCTURAL FACTORS
ON ENHANCING ORGANIZATIONAL AGILITY IN
PHARMACEUTICAL COMPANIES
OPERATING IN JORDAN
By
Tahani Alyamani
Master Thesis Presented for MBA degree in the
University of Jordan

2. INTRODUCTION
 Agility is a new concept in management, it means that
the organization has the ability to respond quickly to
continuous changes, react faster to customer demands
and take advantage of new opportunities.
 This research aims to develop an organizational-based
model for agility, which seeks to identify those aspects
that enhance the organizational capability in term of
structure, culture, information technology and human
resources.

3. RESEARCH OBJECTIVES:
1
• Investigate the extent to which Jordanian
pharmaceutical companies practice
organizational agility.
2
• Investigate the extent to which
organizational infrastructural factors (organic
structure, adhocracy culture, information
technology, and agile human resources) are
adopted in Jordanian pharmaceutical
companies.

4. RESEARCH OBJECTIVES:
3
• Explore the effect of organizational
infrastructural factors (organic structure,
adhocracy culture, information technology,
and agile human resources) on organizational
agility in Jordanian pharmaceutical
companies.
4
• Identify which organizational infrastructural
factors have the most important effects on
the organizational agility within Jordanian
pharmaceutical companies.

5. RESEARCH THEORETICAL FRAMEWORK

6. RESEARCH POPULATION, RESEARCH SAMPLE, AND UNIT OF ANALYSIS
 The population of this research consists of all Jordanian
pharmaceutical manufacturing companies, which are (16)
companies.
 The final number of pharmaceutical companies included in
the present study is (11) companies.
 250 questionnaires were distributed by the researcher to
the respondents. The researcher ,186 questionnaires were
accepted. Thus, the response rate was 74.4%.
 The unit of analysis for this research consists of all
employees who hold managerial positions.

7. VALIDITY AND RELIABILITY
 Validity is concerned if the instrument (survey)
measures what it is intended to measure.
 Face and content Validity.
 Construct Validity (EFA).
 Reliability is concerned with the consistency and
stability of the measure in obtaining the same result.
 Cronbach’s Alpha Coefficients.
(As a rule of thumb, Cronbach's α ≥ 0.60 is acceptable)

8. RESEARCH THEORETICAL FRAMEWORK DEVELOPED BASED ON
EFA

9. HYPOTHESES TESTING
 To test hypotheses “Multiple Regression Analysis” has
been used, after checking the normality and
multicollinearity of the data.
 Results of the main Hypotheses:
ResultsMain Hypotheses
RejectedH0.1: There is no statistically significant effect of organizational
infrastructural factors on organizational agility
RejectedH0.2: There is no statistically significant effect of organizational
infrastructural factors on flexibility.
RejectedH0.3: There is no statistically significant effect of organizational
infrastructural factors on environmental responsiveness.

10. DISCUSSIONS AND CONCLUSIONS
 The Effect of Organizational Infrastructural Factors on
Organizational Agility:
 There is positive statistically significant effect between both
constructs.
 The organizational infrastructural factors that had the
strongest effects on organizational agility were: information
technology (β = 0.372), followed by adhocracy culture (β =
0.249), agile human resources (β=0.243), and
decentralization (β = 0.126).
 coordination showed insignificant effect on enhancing
organizational agility (β = 0.009, sig = 0.876).

11. DISCUSSIONS AND CONCLUSIONS
 The Effect of Organizational Infrastructural Factors on
Flexibility
 There is positive statistically significant effect between both
constructs.
 The organizational infrastructural factors that had the strongest
effects on achieving flexibility were: information technology (β
= 0.380), followed by agile human resources (β=0.328).
 Decentralization (β=0.059, sig = 0.287), coordination (β=0.064,
sig = 0.285) and adhocracy culture (β=0.121, sig = 0.070) had no
significant effects on flexibility.

12. DISCUSSIONS AND CONCLUSIONS
 The Effect of Organizational Infrastructural Factors on
Environmental Responsiveness.
 There is positive statistically significant effect between both
constructs.
 the organizational infrastructural factors that had the strongest
effects on the environmental responsiveness were: information
technology (β = 0.326), followed by adhocracy culture (β =
0.290), agile human resources (β = 0.171), and decentralization
(β = 0.147).
 coordination showed insignificant effect on enhancing
environmental responsiveness (β = -0.022, sig = 0.742).

13. RECOMMENDATIONS
 The following recommendations are suggested to
pharmaceutical companies in order to become more agile:
 Formulate strategies on a regular basis after conducting a
systematically environmental scanning.
 increase their efforts in coordination and integration.
 pay more attention to their employees by giving them more
training courses.
 encouraging adhocracy culture practices that promote
flexible and innovative norms and values.