Sukanya Panda

EDUCATION

MBA (HRM), UGC-NET-JRF, Ph.D. (HRM)

RESEARCH INTERESTS

HR Capability, Organizational Capability, Agility, Strategic alignment

Scopus Publications

The role of employee ambidexterity on employee agility: a moderation analysis with employee organizational tenure
Sukanya Panda
Emerald
PurposeThe purpose of the study is to investigate how employee ambidexterity (studied as passive and active ambidexterity; EPA and EAA) impacts employee agility (in terms of proactivity, resilience and adaptability) along with the moderating influences of employee organizational tenure (EOT).Design/methodology/approachA simple random sampling technique is used to collect primary responses from bank managers working in various public, private and regional rural banks in India. The analysis is performed using AMOS (Version-25), a covariance-based structural equation modeling approach.FindingsThe two-folded findings include first, the EAA–agility relationship is stronger than the EPA–agility linkage. Second, EOT negatively influences the EAA–EPA–agility relationships.Originality/valueAlthough the performance impact of ambidexterity is well documented in the literature there is a dearth of empirical investigation on its agility impact. Since most of the extant researchers have studied ambidexterity and agility from an organizational context, this research highlights the less-studied ambidexterity-agility connection from an employee perspective. Further, EOT is mostly studied as a control variable, while this research investigates as a moderator influencing the ambidexterity–agility linkage in the context of emerging economies such as India.


Effects of information technology and knowledge management capabilities on organizational innovation: the mediating role of organizational agility
Sukanya Panda
Emerald
Purpose This study aims to investigate how information technology and knowledge management capabilities (ITCs and KMCs) impact organizational innovation (OI) through organizational agility (OA) (in terms of adaptive and entrepreneurial agilities; AA and EA). Design/methodology/approach Data are collected from IT and bank managers working in Indian banking sector through a matched-pair field survey. The analysis is performed using AMOS-25, a covariance-based structural equation modeling approach. Findings The findings are twofold. First, ITC and KMC are essential to realizing augmented OA (in terms of AA and EA). However, AA (fostering incremental innovation) contributes more than EA (fostering radical innovation) to attain OI. Second, although KMC is not directly impacting OI, its indirect effect via AA is obtained. It indicates that in Indian banking firms, KMC is still in the infancy level and not fully entrenched in corporate strategies; hence, may not necessarily enhance OI. Originality/value Although extant literature focuses on the impact of ITC and KMC (studied in separate research) on agility and performance, it pays very scant attention to the ITC–KMC–OA–OI linkages. There is a lack of research regarding the joint effects of ITC and KMC on OA and OI, specifically, there exists no research highlighting the indirect effect of OA on the ITC–KMC–OI relationships. The two pivotal concepts “the necessity of KM practices fully ingrained in the organizational innovative culture” and “critical focus on incremental innovation more than radical innovation practices,” substantiate the novelty of this research.


Strategic IT-business alignment capability and organizational performance: roles of organizational agility and environmental factors
Sukanya Panda

Purpose This study aims to test a model in which the effect of strategic information technology (IT)-business alignment capability (hereafter referred to as “strategic alignment”) on organizational performance is examined via the mediating role of organizational agility [studied as operational adjustment agility (OAA) and market capitalizing agility (MCA)] along with the moderating influence of environmental uncertainty. Design/methodology/approach The research uses survey data accumulated from 220 managers (IT and bank managers) working in the regional rural banks of Odisha, India. A structural equation modelling approach is used to investigate the strategic alignment-performance relationship. Findings The findings demonstrate the positive effect of strategic alignment on agility (studied as OAA and MCA). This paper finds the positive effects of strategic alignment and both OAA and MCA on organizational performance. The moderation analysis reveals that in an uncertain environment, strategic alignment has more impact on MCA than OAA. However, the test of mediation exhibits OAA as a more significant mediator promoting the strategic alignment-performance linkage, than MCA. This was further validated from the moderated-mediation analysis. Originality/value Although previous research studies (mostly conducted in the context of developed countries) have reported about the positive strategic alignment-agility-performance linkages, yet the literature is silent regarding the influence of external contingent factors on these relationships from a rural banking perspective in a developing country setting (such as India). The research extends the strategic alignment-agility-performance theories and provides empirical support for these unique associations in the context of rural banking in India and thereby, greatly contributes to the existing strategic alignment literature.


How information technology capability influences organizational agility: empirical evidences from Indian banking industry
Sukanya Panda and Santanu Kumar Rath
Emerald
Purpose The purpose of this paper is to highlight a precise investigation of the relationship between information technology (IT) capability and organizational agility along with the moderating impact of environmental factors on this association. Design/methodology/approach Pre-tested structured questionnaires were administered during a matched-pair field survey to collect primary responses from 300 business and IT personnel working in various public and privately owned banking groups functioning in India. The structural equation modeling approach has been used for data analysis. Findings The two-folded research findings are first, IT capability enables organizational agility (studied as business process and market responsive agility), while IT capability has more effect on market responsive agility. Second, the environmental factors (studied as environmental diversity and hostility) possess a significant effect on the IT-agility relationship and, thereby, suggest that a more diverse and less hostile environment is required for the firms to build up superior IT capability for realizing enhanced agility. Originality/value The authors have studied IT capability as a first-order factor, organizational agility and environmental factors as second-order factors and by meticulously examining their critical dimensions this study greatly contributes to the existing IT-agility literature. The derived inferences provide various implications for the bank and IT managers to emphasize on superior IT capability for generating enhanced organizational agility.


Information technology capability, knowledge management capability, and organizational agility: The role of environmental factors
Sukanya Panda and Santanu Kumar Rath
Cambridge University Press (CUP)
AbstractThis study precisely investigates the relationship of information technology (IT) and knowledge management (KM) capabilities with organizational agility along with the moderating influence of external environmental actors on this linkage. A matched-pair field survey was conducted and pretested structured questionnaires were administered to accumulate primary responses from 300 business and IT personnel working in various Indian financial groups. The research findings encompass first, IT and KM capabilities are enablers of organizational agility, while KM capability is more effective on agility. Second, a more diverse and less hostile environment is required for IT and KM capabilities to have more positive influence on agility, yet the moderating effects of environmental factors are found to be more on IT–agility linkage than on KM–agility relationship. These inferences provide several implications for the business and IT executives to concentrate on leveraging both IT and KM capabilities for generating augmented organizational agility.


Strategic IT-business alignment and organizational agility: from a developing country perspective
Sukanya Panda and Santanu Kumar Rath
Emerald
Purpose This study aims to test a model in which the effect of strategic information technology (IT)-business alignment on organizational agility is examined by the moderating influence of environmental uncertainty. Design/methodology/approach This research utilizes a matched-pair survey data collected from 300 IT and business executives working in various privately owned Indian financial enterprises, and structural equation modeling is used to examine the alignment–agility linkage. Findings The analysis demonstrates the positive effect of alignment on agility (studied as business process and market responsive agilities), and alignment is more effective on business process agility than market responsive agility. However, the moderation analysis reveals that in a highly uncertain environment, alignment has more effect on market responsive agility but not on business process agility. Originality/value Although previous studies (mostly conducted in the context of developed countries) have reported about the positive IT-business alignment and organizational agility linkage, the literature is silent regarding the influence of external contingent factors on this relationship from a developing country perspective. The authors have conceptualized alignment on the basis of strategic alignment maturity model and meticulously examined its relationship with both categories of agility. This research extends the alignment-agility theory and provides empirical support for this unique association from a developing country (i.e. India) perspective, and thereby, greatly contributes to the alignment literature.


Modelling the Relationship Between Information Technology Infrastructure and Organizational Agility: A Study in the Context of India
Sukanya Panda and Santanu Kumar Rath
SAGE Publications
This article mainly investigates the impact of information technology (IT) infrastructure on organizational agility. Primary data collected from 300 business and IT executives working in various publicly owned banking groups functioning across India have been used for this study and a structural equation modelling (SEM) is employed to assess the IT-agility link. This article reports two-folded research findings. First, IT infrastructure enables both the sensing and responding components of organizational agility. Second, firms should not overlook the IT-agility contradiction, that is, the impeding role of IT towards achieving augmented agility. This study greatly contributes to the information systems (IS) literature as it has meticulously explored the much discussed but understudied human IT-agility linkage. The present research has successfully established the significant positive relationship between the critical dimensions of agile human IT infrastructure, namely, business functions, interpersonal management, technology management expertise and organizational sensing and responding agilities.


The effect of human IT capability on organizational agility: an empirical analysis
Sukanya Panda and Santanu Kumar Rath
Emerald
Purpose The purpose of this study underpins investigation of the impact of human IT capabilities (comprising business functions, interpersonal management and technology management expertise) on organizational agility (in terms of sensing and responding agilities). The moderating influence of IT infrastructure spending on this human IT–agility linkage is also thoroughly investigated. Design/methodology/approach Primary data collected from 300 IT personnel working in various publicly owned banking groups functioning across India are used for this study and structural equation modeling (SEM) is used to assess the human IT–agility link. Findings The two-fold research findings highlight the following: first, human IT capabilities enable both the sensing and responding components of agility and second, firms need to focus on translating huge and impudent IT investments into building superior capabilities to effectively shape agility. Originality/value This study greatly contributes to the information system (IS) literature by examining human IT capability and agility in terms of second-order constructs and provides a more holistic and comprehensive understanding of this unique relationship. The study precisely investigates the manner in which distinct human IT capability dimensions interact with both types of agilities along with the moderating effect of IT spending on this linkage.


Investigating the structural linkage between IT capability and organizational agility: A study on Indian financial enterprises
Sukanya Panda and Santanu Kumar Rath
Emerald
Purpose Information technology (IT) is normally regarded as an enabling factor for making firms agile. Usually, it has been realized that greater IT spending enhances a firm’s agility. However, the role of IT as an obstructing factor towards organizational agility cannot be overlooked. Taking this commonly perceived but less-studied IT-agility contradiction into account, the purpose of this paper is to investigate whether IT can augment or impede organizational agility. This research which is conducted in context to privately owned Indian financial enterprises proposes the premise that effective IT resource management is imperative for organizations to thrive for greater firm-wide IT capability for enhanced agility. Design/methodology/approach Primary data collected from 300 business and IT executives working in various privately owned financial enterprises across India are used for this study and a structural equation modelling is employed to assess the IT-agility link. Findings The findings of the study are two-folded. First, this study concludes that IT capability acts as an enabler for business process and market responsive organizational agility. Second, if IT spending is not properly translated into creating superior capability, huge and impudent IT investments will impede the overall organizational agility. Originality/value This paper investigates both exogenous variable (IT capability) and endogenous variable (organizational agility) in terms of second-order reflective measures and establishes a significant structural link between both the dimensions of IT capability (managerial and technical) and organizational agility (business process and market responsive). This analysis illustrates the moderating effect of IT spending on each of these relationships, thereby greatly contributes and extends the existing IT capability-agility related information systems literature.

RECENT SCHOLAR PUBLICATIONS

Effects of information technology and knowledge management capabilities on organizational innovation: the mediating role of organizational agility
S Panda
VINE Journal of Information and Knowledge Management Systems 2025



The role of employee ambidexterity on employee agility: a moderation analysis with employee organizational tenure
S Panda
Evidence-based HRM: a Global Forum for Empirical Scholarship 2024



Strategic IT-business alignment capability and organizational performance: roles of organizational agility and environmental factors
S Panda
Journal of Asia Business Studies 16 (1), 25-52 2022



How information technology capability influences organizational agility: empirical evidences from Indian banking industry
S Panda, SK Rath
Journal of Indian Business Research 13 (4), 564-585 2021



Information technology capability, knowledge management capability, and organizational agility: The role of environmental factors
S Panda, SK Rath
Journal of Management & Organization 27 (1), 148-174 2021



Strategic IT-business alignment and organizational agility: from a developing country perspective
S Panda, SK Rath
Journal of Asia Business Studies 12 (4), 422-440 2018



The effect of human IT capability on organizational agility: an empirical analysis
S Panda, SK Rath
Management Research Review 40 (7), 800-820 2017



Effects of organizational capabilities on organizational performance: empirical evidences from Indian banking industry
S Panda
2017



Modelling the Relationship Between Information Technology Infrastructure and Organizational Agility: A Study in the Context of India
S Panda SKR
Global Business Review 19 (2), 1-15 2017



Investigating the structural linkage between IT capability and organizational agility: A study on Indian financial enterprises
S Panda, SK Rath
Journal of Enterprise Information Management 29 (5), 751-773 2016



Investigating the relationship between IT Capability and Organizational Agility: An Empirical Analysis
S Panda, SK Rath
International Conference on Business Management & Information Systems 2015



Investigating the relationship between IT capability and organizational performance: an empirical evidence from Indian banking units
S Panda, SK Rath
The International Journal of Management Science and Information Technology 2015



An Empirical Analysis on Impact of Information Technology (IT) Capabilities on Firm Performance
S Panda, RS Kumar
Sixth International Conference on Excellence in Research and Education 2014

MOST CITED SCHOLAR PUBLICATIONS

Investigating the structural linkage between IT capability and organizational agility: A study on Indian financial enterprises
S Panda, SK Rath
Journal of Enterprise Information Management 29 (5), 751-773 2016
Citations: 100



Information technology capability, knowledge management capability, and organizational agility: The role of environmental factors
S Panda, SK Rath
Journal of Management & Organization 27 (1), 148-174 2021
Citations: 80



The effect of human IT capability on organizational agility: an empirical analysis
S Panda, SK Rath
Management Research Review 40 (7), 800-820 2017
Citations: 76



Strategic IT-business alignment and organizational agility: from a developing country perspective
S Panda, SK Rath
Journal of Asia Business Studies 12 (4), 422-440 2018
Citations: 66



Strategic IT-business alignment capability and organizational performance: roles of organizational agility and environmental factors
S Panda
Journal of Asia Business Studies 16 (1), 25-52 2022
Citations: 46



Modelling the Relationship Between Information Technology Infrastructure and Organizational Agility: A Study in the Context of India
S Panda SKR
Global Business Review 19 (2), 1-15 2017
Citations: 42



How information technology capability influences organizational agility: empirical evidences from Indian banking industry
S Panda, SK Rath
Journal of Indian Business Research 13 (4), 564-585 2021
Citations: 22



Investigating the relationship between IT capability and organizational performance: an empirical evidence from Indian banking units
S Panda, SK Rath
The International Journal of Management Science and Information Technology 2015
Citations: 8



Effects of organizational capabilities on organizational performance: empirical evidences from Indian banking industry
S Panda
2017
Citations: 5



The role of employee ambidexterity on employee agility: a moderation analysis with employee organizational tenure
S Panda
Evidence-based HRM: a Global Forum for Empirical Scholarship 2024
Citations: 1