Causal Structural Relationship Model of Organizational Agility, Organizational Innovation, and Organizational Effectiveness on Competitive Advantage: Empirical Evidence from Wooden Furniture Manufacturing Businesses in Thailand
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Abstract
This article aimed to 1) develop a causal relationship model between organizational agility, organizational innovation, organizational effectiveness, and competitive advantage and 2) examine the relationship between organizational agility, organizational innovation, organizational effectiveness, and competitive advantage. This quantitative research used a mailed questionnaire as a data collection tool, with a sample of 396 wooden furniture manufacturing businesses in Thailand selected through simple random sampling. Statistical analysis included Pearson correlation, factor analysis, and structural equation modeling. The results indicated that 1) organizational agility positively influenced organizational innovation, organizational effectiveness, and competitive advantage, and both organizational innovation and effectiveness positively impacted competitive advantage, with statistical significance, and 2) the development of the causal relationship models was consistent with the empirical data (2/df = 1.268, df = 69, p-value = 0.066, GFI = 0.974, AGFI = 0.948, NFI = 0.979, CFI = 0.995, RMSEA = 0.026). The result of this study will be the guidelines for driving managerial policy as well as practical skill development in terms of organizational agility, organizational innovation, organizational effectiveness, and competitive advantage in the wooden furniture manufacturing businesses in Thailand. This strategic information can also be used for business management and risk management.
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