Organizational Agility Maturity Level Of An Airport Operator In Indonesia

Pina Panduwinarsih, Vivi Gusrini Rahmadani Pohan, Rahmi Putri Rangkuti


Changes are currently happening more quickly and the flow of information is increasingly unstoppable so that organizations must have capabilities that are built on an ongoing basis in order to respond to changes in an agile, effective, timely and sustainable manner or known as agility. This research was conducted on companies engaged in the aviation industry, especially airport operator. Airport is the main economic driver for the economy in a country that offers speed, connectivity and agility. This study aimed to determine the maturity level of organizational agility at an airport operator in Indonesia. This study shared questionnaires to 440 staff at an airport operator in Indonesia and was selected using simple random sampling. This study used One-Way ANOVA analysis and statistic descriptive. The result obtained is that the maturity level at the airport operator studied is included in level 2: agility transition. Organizations at the second maturity level manage to disseminate the values of agility and build a suitable technology base in most parts of the organization. This study can be used as a guideline for the aviation industry and airport operators to see the maturity level of organizational agility and invest in improving organizational agility in their respective organizations.


Organizational Agility

Full Text:




Azwar, S. (2012). Reliabilitas dan Validitas.Yogyakarta. Pustaka Pelajar

Crocitto, M. and Youssef, M. (2003), “The human side of organizational agility”, Industrial Management and Data Systems, Vol. 103 No. 6, pp. 388-397.

Harraf, A., Wanasika, I., Tate, K., & Talbott, K. (2015). Organizational agility. Journal of Applied Business Research, 31(2), 675–686.

International Civil Aviation Organization. (2021). Retrieved from‐Impacts‐of‐COVID‐19.aspx

Kasali, R. (2018). Self disruption: Bagaimana Perusahaan Keluar dari Perangkap Masa Lalu dan Mendisrupsi Dirinya Menjadi Perusahaan yang Sehat. Mizan Pustaka.

Kasali, R. (2014). Agility: Bukan Singa yang Mengembik. PT Gramedia Pustaka Utama.

Kasarda, J.D. (2000a). Aerotropolis: airport-driven urban development. Urban Land 59 (9; Suppl. P/1), 32–41.

Kasarda, J.D. (2000b). Logistics & the rise of aerotropolis. R. Estate Issues 25 (4), 43-43.

Reiss, B., (2007). Maximising non-aviation revenue for airports: developing airport cities to optimise real estate and capitalise on land development opportunities. J. Airpt. Manag. 1 (3), 284–293.

Sharifi, H. and Zhang, Z. (1999). A methodology for achieving agility in manufacturing organization. International Journal of Production Economics, 62, pp. 7-22

Sharifi, H. and Zhang, Z. (2001). Agile manufacturing practice: application of a methodology. International Journal of Operations & Production Management, 21(5/6), pp. 772-794

Wang, D., Xu Z., Lixin S. & Zhongzhen Y. (2020). Industry choice for an airport economic zone by multi-objective optimization. Journal of Air Transport Management. 88. 101872.

Wendler, R. (2014). Development of the Organizational Agility Maturity Model. Computer Science and Information Systems pp. 1197–1206

Wendler, R. (2016). Dimensions of organizational agility in the software and it service industry: Insights from an empirical investigation. Communications of the Association for Information Systems, 39(1), 439–482.



  • There are currently no refbacks.

Copyright (c) 2021 Pina Panduwinarsih

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.