Dynamics of Agility: Impact of Decentralized Decision-Making on Organizational Resilience
Author(s): Prof. Arisara K., Dr. Fernando Silva, Sarah J. O’Connor, Dr. Hiroshi Tanaka
Affiliation: Faculty of Management, Chulalongkorn University, Bangkok, Thailand
Page No: 11-15
Volume issue & Publishing Year: Volume 3, Issue 2, 2026-02-22
Journal: International Journal of Modern Engineering and Management | IJMEM
ISSN NO: 3048-8230
DOI: https://doi.org/10.5281/zenodo.18733126
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Abstract:
In the post-2025 corporate landscape, traditional hierarchical structures are increasingly viewed as liabilities during periods of market volatility. This research examines the transition from centralized command-and-control models to decentralized, "Agile-First" organizational structures. By tracking 20 mid-to-large-scale enterprises across the Asia-Pacific and South American regions, the study evaluates how delegating decision-making authority to front-line teams impacts organizational resilience. Our analysis utilizes a "Resilience Index" (RI) based on time-to-market, employee adaptability, and financial recovery speeds following supply chain disruptions. The results indicate that decentralized organizations respond to market shocks 35% faster than their centralized counterparts. However, the study also identifies "Coordination Friction" as a significant barrier during the initial transition phase. This paper proposes a Strategic Autonomy Framework that enables management to balance local empowerment with global corporate alignment, providing a roadmap for leaders aiming to build resilient, future-proof organizations.
Keywords:
Organizational Resilience; Decentralized Leadership; Strategic Agility; Change Management; MBA Research; Corporate Governance; Adaptive Capacity.
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