Dynamic Managerial Sensing Capabilities, Emotional Sensitivity, and Impacts on Organizational Agility: A Conceptual Model

Research purpose: Firms employ various strategies to maintain competitiveness and thrive in a constantly evolving environment. Organizational agility (OA) is often considered a key factor in achieving this. This research aims to explore the impact of dynamic managerial sensing capabilities (DMC sensing) and its extension, namely emotional sensitivity, on organizational agility. Moderating effects of sense of urgency and goal commitment are also considered. Research motivation: Current literature on dynamic capabilities (DC) and organizational agility tends to concentrate on organizational level factors. This study emphasizes the vital role of individual managers by examining managerial-level capabilities. Furthermore, the scope of sensing in this study encompasses both internal and external environments, including the emotional aspects of organizational members. Research design, approach, and method: This conceptual paper establishes the relationship between DMC sensing, emotional sensitivity, organizational agility, sense of urgency, and goal commitment based on evidence from existing literature. Main findings: DMC sensing and emotional sensitivity are proposed to positively influence agility, while sense of urgency and goal commitment are suggested to positively moderate these relationships. At the end, a conceptual model to be tested in future research is presented. Practical/managerial implications: This research offers valuable insights for managers, recommending that they develop dynamic managerial sensing capabilities and emotional sensitivity to sense the internal environment, particularly the emotions of individuals, and their interaction with each other and with external environment. These capabilities enable managers to proactively enhance organizational agility.