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agility</title> <meta name="description" content="Search results for: agility"> <meta name="keywords" content="agility"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" 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class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="agility"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 90</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: agility</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">90</span> Review of Studies on Agility in Knowledge Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ferdi%20S%C3%B6nmez">Ferdi Sönmez</a>, <a href="https://publications.waset.org/abstracts/search?q=Ba%C5%9Fak%20Buluz"> Başak Buluz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Agility in Knowledge Management (AKM) tries to capture agility requirements and their respective answers within the framework of knowledge and learning for organizations. Since it is rather a new construct, it is difficult to claim that it has been sufficiently discussed and analyzed in practical and theoretical realms. Like the term ‘agile learning’, it is also commonly addressed in the software development and information technology fields and across the related areas where those technologies can be applied. The organizational perspective towards AKM, seems to need some more time to become scholarly mature. Nevertheless, in the literature one can come across some implicit usages of this term occasionally. This research is aimed to explore the conceptual background of agility in KM, re-conceptualize it and extend it to business applications with a special focus on e-business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=agility%20requirements" title=" agility requirements"> agility requirements</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a> </p> <a href="https://publications.waset.org/abstracts/72323/review-of-studies-on-agility-in-knowledge-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72323.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">264</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">89</span> Understand the Concept of Agility for the Manufacturing SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adel%20H.%20Hejaaji">Adel H. Hejaaji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The need for organisations to be flexible to meet the rapidly changing requirements of their customers is now well appreciated and can be witnessed within companies with their use of techniques such as single-minute exchange of die (SMED) for machine change-over or Kanban as the visual production and inventory control for Just-in-time manufacture and delivery. What is not so well appreciated by companies is the need for agility. Put simply it is the need to be alert for a new and unexpected opportunity and quick to respond with the changes necessary in order to profit from it. This paper aims to study the literature of agility in manufacturing to understand the concept of agility and how it is important and critical for the small and medium size manufacturing organisations (SMEs), and to defined the specific benefits of moving towards agility, and thus what benefit it can bring to an organisation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=SMEs" title="SMEs">SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=agile%20manufacturing" title=" agile manufacturing"> agile manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing" title=" manufacturing"> manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20engineering" title=" industrial engineering "> industrial engineering </a> </p> <a href="https://publications.waset.org/abstracts/16546/understand-the-concept-of-agility-for-the-manufacturing-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16546.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">606</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">88</span> Organizational Agility in 22 Districts of Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Jafari">Mehrnoosh Jafari</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeinolabedin%20Amini%20Sabegh"> Zeinolabedin Amini Sabegh</a>, <a href="https://publications.waset.org/abstracts/search?q=Habibollah%20Azimian"> Habibollah Azimian</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background: Today variable and dynamic environment doubles importance of using suitable solutions for confronting these changes in th4e organizations. One of the best ways for coping with environmental changes is directing the organization towards agility. Current research aims at investigating status of organizational agility in Tehran municipality (22 districts). Research Methodology: This research is applied research in terms of purpose of study and it is survey in terms of collection of descriptive data. A sample (n = 377) was selected from Tehran Municipality (22 districts) employees using multistage sampling method (cluster and regular). Data were collected using organizational agility standard questionnaire, and they were analyzed using statistical tests in SPSS software as well as inferential statistics such as one-sample t-test and Friedman test and descriptive statistics such as mean and median. Findings: Research findings showed organizational agility status in the organizations under study is in relatively optimal status and competence has highest priority in terms of ranking and priority of organizational agility indexes. Conclusion: It is necessary that managers provide suitable conditions for promoting organizational agility status in the organizations under study by identifying factors affecting change in the organizational environments and using available potentials for better coping with changes and higher flexibility and speed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational" title="organizational">organizational</a>, <a href="https://publications.waset.org/abstracts/search?q=municipality" title=" municipality"> municipality</a>, <a href="https://publications.waset.org/abstracts/search?q=employer" title=" employer"> employer</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a> </p> <a href="https://publications.waset.org/abstracts/60569/organizational-agility-in-22-districts-of-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60569.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">353</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">87</span> The Role of Human Resource Flexibility and Agility in Achieving Sustainable Competitiveness</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Agnieszka%20Leszczynska">Agnieszka Leszczynska</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Flexibility and agility constitute the most dominant features of modern human resource management systems. The former pertains to procedures, practices and competences of human resources, and the latter to the procedures and practices’ effectiveness in dealing with changing conditions in the surrounding environment. The purpose of the paper is to present the relations between the flexibility and agility of human resources and achieving sustainable competitiveness. Based upon hitherto research, we develop a conceptual model that links the constructs together. The conducted study is of theoretical and conceptual nature. Critical literature analysis and the synthesis method were applied. A premise was made that the three dimensions of HR (Human Resources) flexibility (employee skill flexibility, employee behaviour flexibility, and HR practice flexibility) and HR agility affect competitiveness, by increasing the flexibility, creativity of human resources, and improving quality performance, and exert an impact upon the quality of life of employees and social relations. In particular, the agility and flexibility of human resources contribute to the growth of adaptability and strategic orientation, which directly affects the organization's competitiveness. The research results will help to better understand the impact of flexibility and agility related to the HRM (Human Resources Management) system upon the implementation of the concept of sustainable development in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource" title=" human resource"> human resource</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20competitiveness" title=" sustainable competitiveness"> sustainable competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a> </p> <a href="https://publications.waset.org/abstracts/96921/the-role-of-human-resource-flexibility-and-agility-in-achieving-sustainable-competitiveness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96921.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">222</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">86</span> The Concept of an Agile Enterprise Research Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maja%20Sajdak">Maja Sajdak </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this paper is to present the concept of an agile enterprise model and to initiate discussion on the research assumptions of the model presented. The implementation of the research project "The agility of enterprises in the process of adapting to the environment and its changes" began in August 2014 and is planned to last three years. The article has the form of a work-in-progress paper which aims to verify and initiate a debate over the proposed research model. In the literature there are very few publications relating to research into agility; it can be concluded that the most controversial issue in this regard is the method of measuring agility. In previous studies the operationalization of agility was often fragmentary, focusing only on selected areas of agility, for example manufacturing, or analysing only selected sectors. As a result the measures created to date can only be treated as contributory to the development of precise measurement tools. This research project aims to fill a cognitive gap in the literature with regard to the conceptualization and operationalization of an agile company. Thus, the original contribution of the author of this project is the construction of a theoretical model that integrates manufacturing agility (consisting mainly in adaptation to the environment) and strategic agility (based on proactive measures). The author of this research project is primarily interested in the attributes of an agile enterprise which indicate that the company is able to rapidly adapt to changing circumstances and behave pro-actively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20company" title="agile company">agile company</a>, <a href="https://publications.waset.org/abstracts/search?q=acuity" title=" acuity"> acuity</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20model" title=" research model"> research model</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20leadership" title=" strategic leadership"> strategic leadership</a> </p> <a href="https://publications.waset.org/abstracts/22030/the-concept-of-an-agile-enterprise-research-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22030.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">343</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">85</span> Significant Factors in Agile Manufacturing and the Role of Product Architecture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Agile manufacturing concept was first coined by Iacocca institute in 1991 as a new manufacturing paradigm in order to provide and ensure competitiveness in the emerging global manufacturing order. Afterward, a considerable number of studies have been conducted in this area. Reviewing these studies reveals that they mostly focus on agile manufacturing drivers, definition and characteristics but few of them propose practical solutions to achieve it. Agile manufacturing is recommended as a successful paradigm after lean for the 21st manufacturing firms. This competitive concept has been developed in response to the continuously changes and uncertainties in today’s business environment. In order to become an agile competitor, a manufacturing firm should focus on enriching its agility capabilities. These agility capabilities can be categorized into seven groups: proactiveness, customer focus, responsiveness, quickness, flexibility, basic competence and partnership. A manufacturing firm which is aiming at achieving agility should first develop its own appropriate agility strategy. This strategy prioritizes required agility capabilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20manufacturing" title="agile manufacturing">agile manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20architecture" title=" product architecture"> product architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20focus" title=" customer focus"> customer focus</a>, <a href="https://publications.waset.org/abstracts/search?q=responsiveness" title=" responsiveness"> responsiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=quickness" title=" quickness"> quickness</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=basic%20competence" title=" basic competence"> basic competence</a> </p> <a href="https://publications.waset.org/abstracts/33496/significant-factors-in-agile-manufacturing-and-the-role-of-product-architecture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33496.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">515</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">84</span> Effects of Vertimax Training on Agility, Quickness and Acceleration</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dede%20Basturk">Dede Basturk</a>, <a href="https://publications.waset.org/abstracts/search?q=Metin%20Kaya"> Metin Kaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Halil%20Taskin"> Halil Taskin</a>, <a href="https://publications.waset.org/abstracts/search?q=Nurtekin%20Erkmen"> Nurtekin Erkmen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In total, 29 students studying in Selçuk University Physical Training and Sports School who are recreationally active participated voluntarilyin this study which was carried out in order to examine effects of Vertimax trainings on agility, quickness and acceleration. 3 groups took their parts in this study as Vertimax training group (N=10), Ordinary training group (N=10) and Control group (N=9). Measurements were carried out in performance laboratory of Selçuk University Physical Training and Sports School. A training program for quickness and agility was followed up for subjects 3 days a week (Monday, Wednesday, Friday) for 8 weeks. Subjects taking their parts in vertimax training group and ordinary training group participated in the training program for quickness and agility. Measurements were applied as pre-test and post-test. Subjects of vertimax training group followed the training program with vertimax device and subjects of ordinary training group followed the training program without vertimax device. As to control group who are recreationally active, they did not participate in any program. 4 gate photocells were used for measuring and measurement of distances was carried out in m. Furthermore, single gate photocell and honi were used for agility test. Measurements started with 15 minutes of warm-up. Acceleration, quickness and agility tests were applied on subjects. 3 measurements were made for each subject at 3 minutes resting intervals. The best rating of three measurements was recorded. 5 m quickness pre-test value of vertimax training groups has been determined as 1,11±0,06 s and post-test value has been determined as 1,06 ± 0,08 s (P<0,05). 5 m quickness pre-test value of ordinary training group has been determined as 1,11±0,06 s and post-test value has been determined as 1,07±0,07 s (P<0,05).5 m quickness pre-test value of control group has been determined as 1,13±0,08 s and post-test value has been determined as 1,10 ± 0,07 s (P>0,05). Upon examination of 10 m acceleration value before and after the training, 10 m acceleration pre-test value of vertimax training group has been determined as 1,82 ± 0,07 s and post-test value has been determined as 1,76±0,83 s (P>0,05). 10 m acceleration pre-test value of ordinary training group has been determined as 1,83±0,05 s and post-test value has been determined as 1,78 ± 0,08 s (P>0,05).10 m acceleration pre-test value of control group has been determined as 1,87±0,11 s and post-test value has been determined as 1,83 ± 0,09 s (P>0,05). Upon examination of 15 m acceleration value before and after the training, 15 m acceleration pre-test value of vertimax training group has been determined as 2,52±0,10 s and post-test value has been determined as 2,46 ± 0,11 s (P>0,05).15 m acceleration pre-test value of ordinary training group has been determined as 2,52±0,05 s and post-test value has been determined as 2,48 ± 0,06 s (P>0,05). 15 m acceleration pre-test value of control group has been determined as 2,55 ± 0,11 s and post-test value has been determined as 2,54 ± 0,08 s (P>0,05).Upon examination of agility performance before and after the training, agility pre-test value of vertimax training group has been determined as 9,50±0,47 s and post-test value has been determined as 9,66 ± 0,47 s (P>0,05). Agility pre-test value of ordinary training group has been determined as 9,99 ± 0,05 s and post-test value has been determined as 9,86 ± 0,40 s (P>0,05). Agility pre-test value of control group has been determined as 9,74 ± 0,45 s and post-test value has been determined as 9,92 ± 0,49 s (P>0,05). Consequently, it has been observed that quickness and acceleration features were developed significantly following 8 weeks of vertimax training program and agility features were not developed significantly. It is suggested that training practices used for the study may be used for situations which may require sudden moves and in order to attain the maximum speed in a short time. Nevertheless, it is also suggested that this training practice does not make contribution in development of moves which may require sudden direction changes. It is suggested that productiveness and innovation may come off in terms of training by using various practices of vertimax trainings. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=vertimax" title="vertimax">vertimax</a>, <a href="https://publications.waset.org/abstracts/search?q=training" title=" training"> training</a>, <a href="https://publications.waset.org/abstracts/search?q=quickness" title=" quickness"> quickness</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a>, <a href="https://publications.waset.org/abstracts/search?q=acceleration" title=" acceleration"> acceleration</a> </p> <a href="https://publications.waset.org/abstracts/17944/effects-of-vertimax-training-on-agility-quickness-and-acceleration" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17944.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">83</span> The Effects of a Circuit Training Program on Muscle Strength, Agility, Anaerobic Performance and Cardiovascular Endurance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wirat%20Sonchan">Wirat Sonchan</a>, <a href="https://publications.waset.org/abstracts/search?q=Pratoom%20Moungmee"> Pratoom Moungmee</a>, <a href="https://publications.waset.org/abstracts/search?q=Anek%20Sootmongkol"> Anek Sootmongkol</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aimed to examine the effects of a circuit training program on muscle strength, agility, anaerobic performance and cardiovascular endurance. The study involved 24 freshmen (age 18.87<u>+</u>0.68 yr.) male students of the Faculty of Sport Science, Burapha University. They sample study were randomly divided into two groups: Circuit Training group (CT; n=12) and a Control group (C; n=12). Baseline data on height, weight, muscle strength (hand grip dynamometer and leg strength dynamometer), agility (agility T-Test), and anaerobic performance (Running-based Anaerobic Sprint Test) and cardiovascular endurance (20 m Endurance Shuttle Run Test) were collected. The circuit training program included one circuit of eight stations of 30/60 seconds of work/rest interval with two cycles in Week 1-4, and 60/90 seconds of work/rest interval with three cycles in Week 5-8, performed three times per week. Data were analyzed using paired t-tests and independent sample t-test. Statistically significance level was set at 0.05. The results show that after 8 weeks of a training program, muscle strength, agility, anaerobic capacity and cardiovascular endurance increased significantly in the CT Group (p < 0.05), while significant increase was not observed in the C Group (p < 0.05). The results of this study suggest that the circuit training program improved muscle strength, agility, anaerobic capacity and cardiovascular endurance of the study subjects. This program may be used as a guideline for selecting a set of exercise to improve physical fitness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=circuit%20training" title="circuit training">circuit training</a>, <a href="https://publications.waset.org/abstracts/search?q=physical%20fitness" title=" physical fitness"> physical fitness</a>, <a href="https://publications.waset.org/abstracts/search?q=cardiovascular%20endurance" title=" cardiovascular endurance"> cardiovascular endurance</a>, <a href="https://publications.waset.org/abstracts/search?q=anaerobic%20performance" title=" anaerobic performance"> anaerobic performance</a> </p> <a href="https://publications.waset.org/abstracts/69026/the-effects-of-a-circuit-training-program-on-muscle-strength-agility-anaerobic-performance-and-cardiovascular-endurance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69026.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">493</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">82</span> The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction and Work Motivation Towards Organizational Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inezia%20Aurelia">Inezia Aurelia</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing the VUCA environment. 263 employees located from international chemical-based company offices across the globe who have worked for more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect on people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that fosters organizational learning, absorptive capacity, and organizational agility, while the study also found that the relationship between participative leadership and employee work motivation is not significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20work%20motivation" title=" employee work motivation"> employee work motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=participative%20leadership" title=" participative leadership"> participative leadership</a> </p> <a href="https://publications.waset.org/abstracts/147908/the-roles-of-organizational-culture-participative-leadership-employee-satisfaction-and-work-motivation-towards-organizational-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">81</span> Effects of 8-Week of Yoga Training on Muscular Strength, Muscular Endurance, Flexibility and Agility of Female Hockey Players</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tarsem%20Singh">Tarsem Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the present study was to investigate the effect of yoga training on muscular strength, muscular endurance, flexibility and agility of female hockey players. For this purpose, a sample of forty (N=40) female hockey players of age ranging from 18 to 25 years were selected from different colleges affiliated to Guru Nanak Dev University Amritsar. Further, the subjects were purposively divided in two groups. First group, designated as experimental group (N1=20) and the second one as control group (N2=20). All the participants were informed about the objectives and methodology of this study and they volunteered to participate in this experimental study. The study was restricted to the variables: muscular strength, muscular endurance, flexibility and agility. The same were measured by using Flexed Arms Hang Test, Sit-Ups Test, Sit and Reach Test and Shuttle Run Test respectively. Experimental group have undergone yoga training for 8-week by following a sequence of selected yogic asanas i.e. Sarvangasana, Chakra-asana, Utthita Parsvakonasana, Parivrtta Trikonasana, Halasana, Bhujangasana, Dhanurasana, Ustrasana, Gomukasana, Paschimotansana, Ardha-Matsyendrasana and Hanumanasan. Paired sample t-test was applied to study the effects of yoga training on female hockey players. The level of significance was set at 0.05. Results revealed significant differences between pre and post-tests of experimental group in respect to Muscular strength (t-6.946*), Muscular endurance (t-9.863*), Flexibility (t-11.052*) and Agility (t-14.068*). However, insignificant differences were observed between pre and post-tests of control group. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=yoga" title="yoga">yoga</a>, <a href="https://publications.waset.org/abstracts/search?q=muscular%20strength" title=" muscular strength"> muscular strength</a>, <a href="https://publications.waset.org/abstracts/search?q=muscular%20endurance" title=" muscular endurance"> muscular endurance</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a> </p> <a href="https://publications.waset.org/abstracts/20222/effects-of-8-week-of-yoga-training-on-muscular-strength-muscular-endurance-flexibility-and-agility-of-female-hockey-players" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20222.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">328</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">80</span> Effects of Plyometric Exercises on Agility, Power and Speed Improvement of U-17 Female Sprinters in Case of Burayu Athletics Project, Oromia, Ethiopia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdeta%20Bayissa%20Mekessa">Abdeta Bayissa Mekessa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to examine the effects of plyometric exercises on agility, power, and speed and improvement of U-17 female sprinters in the case of the Burayu Athletics project. The true experimental research design was employed for conducting this study. The total populations of the study were 14 U-17 female sprinters from Burayu athletics project. The populations were small in numbers; therefore, the researcher took all as a sample by using comprehensive sampling techniques. These subjects were classified into the Experimental group (N=7) and the Control group (N=7) by using simple random sampling techniques. The Experimental group participated in plyometric training for 8 weeks, 3 days per week and 60 minutes duration per day in addition to their regular training. But, the control groups were following their only regular training program. The variables selected for the purpose of this study were agility, power and speed. The tests were the Illinois agility test, standing long jump test, and 30m sprint test, respectively. Both groups were tested before (pre-test) and after (post-test) 8 weeks of plyometric training. For data analysis, the researcher used SPSS version 26.0 software. The collected data was analyzed using a paired sample t-test to observe the difference between the pre-test and post-test results of the plyometric exercises of the study. The significant level of p<0.05 was considered. The result of the study shows that after 8 weeks of plyometric training, significant improvements were found in Agility (MD=0.45, p<0.05), power (MD=-1.157, P<0.05) and speed (MD=0.37, P<0.05) for experimental group subjects. On the other hand, there was no significant change (P>0.05) in those variables in the control groups. Finally, the findings of the study showed that eight (8) weeks of plyometric exercises had a positive effect on agility, power and speed improvement of female sprinters. Therefore, Athletics coaches and athletes are highly recommended to include plyometric exercise in their training program. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ploymetric%20exercise" title="ploymetric exercise">ploymetric exercise</a>, <a href="https://publications.waset.org/abstracts/search?q=speed%20power" title=" speed power"> speed power</a>, <a href="https://publications.waset.org/abstracts/search?q=aglity" title=" aglity"> aglity</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20sprinter" title=" female sprinter"> female sprinter</a> </p> <a href="https://publications.waset.org/abstracts/187318/effects-of-plyometric-exercises-on-agility-power-and-speed-improvement-of-u-17-female-sprinters-in-case-of-burayu-athletics-project-oromia-ethiopia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187318.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">38</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">79</span> Physical Fitness Factors of School Badminton Players in Kandy District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20Cinthuja">P. Cinthuja</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20A.%20O.%20A%20Jayakody"> J. A. O. A Jayakody</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20P.%20M.%20Perera"> M. P. M. Perera</a>, <a href="https://publications.waset.org/abstracts/search?q=W.%20V.%20D.%20N.%20Weerarathna"> W. V. D. N. Weerarathna</a>, <a href="https://publications.waset.org/abstracts/search?q=S.E.%20Nirosha"> S.E. Nirosha</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20K.%20D.%20C.%20Indeewari"> D. K. D. C. Indeewari</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Kaethieswaran"> T. Kaethieswaran</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20B.%20Adikari"> S. B. Adikari </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aims of the study was to measure physical fitness parameters of school badminton players in the Kandy district and determine the factors contributing to improve the physical fitness. Height, weight, handgrip was measured and sit and reach test, shoulder flexibility test, standing long jump test, 20m sprint speed test, agility T-test and 20 m multistage shuttle run test were performed on 183 school badminton players. Linear regression and correlation tests were performed using body mass index, practiced duration, age category, level of performance, additional sports involvement as independent variables and physical fitness parameter as dependent variables. Results: The present study showed that the upper body power, upper body strength and endurance and speed depended on body mass index both in male and female school badminton players. Speed, agility, flexibility of shoulders, explosive power of shoulder and aerobic endurance depended on the duration of practiced. Furthermore, involvement in additional sports other than badminton did not enhance the performance of badminton players. But it decreased player’s performance by decreasing agility and speed. Age had an effect on the upper body power, explosive power of lower limb, agility and speed both in both males and females. Conclusions: The performance of badminton players could be enhanced by maintaining a proper body mass index. Badminton specific parameter could be improved by increasing the duration of practiced. Involvement in other sports does not give an added advantage to badminton players to improve their performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=Body%20Mass%20Index" title=" Body Mass Index"> Body Mass Index</a>, <a href="https://publications.waset.org/abstracts/search?q=endurance" title=" endurance"> endurance</a>, <a href="https://publications.waset.org/abstracts/search?q=badminton" title=" badminton "> badminton </a> </p> <a href="https://publications.waset.org/abstracts/28167/physical-fitness-factors-of-school-badminton-players-in-kandy-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28167.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">425</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">78</span> Application of Fuzzy Clustering on Classification Agile Supply Chain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamidreza%20Fallah%20Lajimi">Hamidreza Fallah Lajimi </a>, <a href="https://publications.waset.org/abstracts/search?q=Elham%20Karami"> Elham Karami</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Ali%20nasab"> Fatemeh Ali nasab</a>, <a href="https://publications.waset.org/abstracts/search?q=Mostafa%20Mahdavikia"> Mostafa Mahdavikia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Being responsive is an increasingly important skill for firms in today’s global economy; thus firms must be agile. Naturally, it follows that an organization’s agility depends on its supply chain being agile. However, achieving supply chain agility is a function of other abilities within the organization. This paper analyses results from a survey of 71 Iran manufacturing companies in order to identify some of the factors for agile organizations in managing their supply chains. Then we classification this company in four cluster with fuzzy c-mean technique and with four validations functional determine automatically the optimal number of clusters. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20supply%20chain" title="agile supply chain">agile supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=clustering" title=" clustering"> clustering</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20clustering" title=" fuzzy clustering"> fuzzy clustering</a> </p> <a href="https://publications.waset.org/abstracts/28115/application-of-fuzzy-clustering-on-classification-agile-supply-chain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28115.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">474</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">77</span> Using Agility in Building Business Process Management Solutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kre%C5%A1imir%20Fertalj">Krešimir Fertalj</a>, <a href="https://publications.waset.org/abstracts/search?q=Mladen%20Mateja%C5%A1"> Mladen Matejaš</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In turbulent modern economy, the companies need to properly manage their business processes. Well defined and stable business processes ensure the security of crucial data and application, and provide a quality product or service to the end customer. On the other side constant changes on the market, new regulatory provisions and emerging new technologies require the need of issuing prompt and effective changes of business process. In this article, we explore the use of agile principles in working with business process management (BPM) solutions. We deal with difficulties in BPM development cycle, review the benefits of using agility and choose the basic agile principles that ensure the success of a BPM project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20development" title="agile development">agile development</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20environment" title=" BPM environment"> BPM environment</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanban" title=" Kanban"> Kanban</a>, <a href="https://publications.waset.org/abstracts/search?q=SCRUM" title=" SCRUM"> SCRUM</a>, <a href="https://publications.waset.org/abstracts/search?q=XP" title=" XP"> XP</a> </p> <a href="https://publications.waset.org/abstracts/38383/using-agility-in-building-business-process-management-solutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38383.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">321</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">76</span> The Effect of a Test Pump Supplement on the Physiological and Functional Performance of Futsal Women</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samaneh%20Rahsepar">Samaneh Rahsepar</a>, <a href="https://publications.waset.org/abstracts/search?q=Mehrzad%20Moghadasi"> Mehrzad Moghadasi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To evaluate the effect of Test Pump supplement on the physiological and functional performance of futsal women, twenty female futsal subjects were divided into two groups: placebo (n = 10) and supplement (n = 10) and were given buccal tablets for 7 days and 12 g daily supplement each day. The placebo group used starch powder during this period. Speed, agility with ball, agility without ball and dribbling time were measured before and after supplementation. In addition, the rate of heart rate and blood pressure changes were measured before and after the YOYO test. The results showed that the test pump had no significant effect on improving speed, agility with ball, agility without ball, dribbling time and heart rate changes and diastolic blood pressure, and only affect the maximum oxygen consumption and systolic blood pressure (P <0.05). In general, the use of the test-pump supplement does not have a significant effect on the physiological and functional performance of futsal women. The results of this study showed that the use of supplementary pump tests on women's futsal heart rate changes after loading period had a significant difference between the two groups in resting heart rate with heart rate after exercise and 5 minutes after exercise. However, it did not have a significant effect on the increase in heart rate. Supplementation significantly increased systolic blood pressure after exercise compared to resting blood pressure, as well as a significant increase in systolic blood pressure after exercise compared to resting systolic blood pressure and 5 minutes after exercise in both groups from the loading period. On the other hand, there was a significant difference in systolic blood pressure in both placebo and supplemented groups. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=test%20pump%20supplement" title="test pump supplement">test pump supplement</a>, <a href="https://publications.waset.org/abstracts/search?q=women" title=" women"> women</a>, <a href="https://publications.waset.org/abstracts/search?q=speed" title=" speed"> speed</a>, <a href="https://publications.waset.org/abstracts/search?q=dribble" title=" dribble"> dribble</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a>, <a href="https://publications.waset.org/abstracts/search?q=maximum%20oxygen%20consumption" title=" maximum oxygen consumption"> maximum oxygen consumption</a>, <a href="https://publications.waset.org/abstracts/search?q=cardiovascular" title=" cardiovascular"> cardiovascular</a> </p> <a href="https://publications.waset.org/abstracts/78788/the-effect-of-a-test-pump-supplement-on-the-physiological-and-functional-performance-of-futsal-women" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78788.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">175</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">75</span> Application of Fuzzy Clustering on Classification Agile Supply Chain Firms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamidreza%20Fallah%20Lajimi">Hamidreza Fallah Lajimi</a>, <a href="https://publications.waset.org/abstracts/search?q=Elham%20Karami"> Elham Karami</a>, <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Arab"> Alireza Arab</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Alinasab"> Fatemeh Alinasab</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Being responsive is an increasingly important skill for firms in today’s global economy; thus firms must be agile. Naturally, it follows that an organization’s agility depends on its supply chain being agile. However, achieving supply chain agility is a function of other abilities within the organization. This paper analyses results from a survey of 71 Iran manufacturing companies in order to identify some of the factors for agile organizations in managing their supply chains. Then we classification this company in four cluster with fuzzy c-mean technique and with Four validations functional determine automatically the optimal number of clusters. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20supply%20chain" title="agile supply chain">agile supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=clustering" title=" clustering"> clustering</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20clustering" title=" fuzzy clustering"> fuzzy clustering</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20engineering" title=" business engineering"> business engineering</a> </p> <a href="https://publications.waset.org/abstracts/28866/application-of-fuzzy-clustering-on-classification-agile-supply-chain-firms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28866.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">712</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">74</span> Agile Manifesto Construct for the Film Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kiri%20Trier">Kiri Trier</a>, <a href="https://publications.waset.org/abstracts/search?q=Theresa%20Treffers"> Theresa Treffers</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the course of continuous volatility like production stops due to the COVID-19 pandemic, video-on-demand player monopolizing the film industry, filmmakers are stuck in traditional, linear content development processes. The industry has to become more agile in order to react quickly and easily to changes. Since content development in agile project management is scientifically–empirically not at all recorded, and a lack beyond the software development in terms of agile methods consists, we examined if the agile manifesto values and principles from the software development can be adapted to the film industry to enable agility and digitalization of content development in the industry. We conducted an online questionnaire with 184 German filmmakers (producers, authors, directors, actors, film financiers) for a first cross-sectional assessment for adaptability of the agile manifesto from the software development to the film industry, factor analysis was used to validate the construct. Our results show that it is crucial to digitalize traditional content development to agile content development end-to-end, with tools, lean processes, new collaboration structures, and holacracy to prepare for any volatility. Overall, we examined the first construct for an agile manifesto for the film industry with four values related to nine own principles. Our findings help to get a better understanding of the agile manifesto beyond the software development as a guideline for implementing agility in the film industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20manifesto" title="agile manifesto">agile manifesto</a>, <a href="https://publications.waset.org/abstracts/search?q=agile%20project%20management" title=" agile project management"> agile project management</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a>, <a href="https://publications.waset.org/abstracts/search?q=film%20industry" title=" film industry"> film industry</a> </p> <a href="https://publications.waset.org/abstracts/133569/agile-manifesto-construct-for-the-film-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/133569.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">198</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">73</span> Supply Chain Fit and Firm Performance: The Role of the Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=David%20Gligor">David Gligor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to build on Fisher's (1997) seminal article. First, it sought to determine how companies can achieve supply chain fit (i.e., match between the products' characteristics and the underlying supply chain design). Second, it attempted to develop a better understanding of how environmental conditions impact the relationship between supply chain fit and performance. The findings indicate that firm supply chain agility allows organizations to quickly adjust the structure of their supply chains and therefore, achieve supply chain fit. In addition, archival and survey data were used to explore the moderating effects of six environmental uncertainty dimensions: munificence, market dynamism, technological dynamism, technical complexity, product diversity, and geographic dispersion. All environmental variables, except technological dynamism, were found to impact the relationship between supply chain fit and firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20fit" title="supply chain fit">supply chain fit</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20uncertainty" title=" environmental uncertainty"> environmental uncertainty</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20agility" title=" supply chain agility"> supply chain agility</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20engineering" title=" management engineering"> management engineering</a> </p> <a href="https://publications.waset.org/abstracts/28620/supply-chain-fit-and-firm-performance-the-role-of-the-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28620.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">598</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">72</span> Strategy in Practice: Strategy Development, Strategic Error and Project Delivery</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nipun%20Agarwal">Nipun Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Paul"> David Paul</a>, <a href="https://publications.waset.org/abstracts/search?q=Fareed%20Un%20Din"> Fareed Un Din</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategy development and implementation is the key to an organization’s success in today’s competitive marketplace. Many organizations develop excellent strategy but are unable to implement this strategy in order to succeed. The difference between strategic goals and its implementation is called strategic error. Strategic error occurs when an organization does not have structures in place to implement their strategy. Strategy implementation happens through projects and having a project management method that provides certainty and agility will help an organization become more competitive in implementing strategy. Numerous project management methods exist in theory and practice. However, projects mainly used the Waterfall method in the past that provides certainty in terms of budget, delivery date and resourcing. It is common practice now to utilise Agile based methods. However, Agile based methods do not provide specific deadlines and budgets. But provide agility in product design and project delivery, which is useful to companies. Both Waterfall and Agile methods in some forms are the opposites of each other. Executive management prefer agility in delivery projects as the competitive landscape changes frequently. However, they also appreciate certainty in the projects being able to quantify budgets, deadlines and resources that is harder for an Agile based method to provide. This paper attempts to develop a hybrid project management method that attempts to merge these Waterfall and Agile methods to provide the positives from both these approaches. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategy" title="strategy">strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20implementation" title=" strategy implementation"> strategy implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=agile" title=" agile"> agile</a> </p> <a href="https://publications.waset.org/abstracts/148014/strategy-in-practice-strategy-development-strategic-error-and-project-delivery" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148014.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">116</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">71</span> Effect of High-Intensity Core Muscle Exercises Training on Sport Performance in Dancers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Che%20Hsiu%20Chen">Che Hsiu Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Su%20Yun%20Chen"> Su Yun Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Hon%20Wen%20Cheng"> Hon Wen Cheng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Traditional core stability, core endurance, and balance exercises on a stable surface with isometric muscle actions, low loads, and multiple repetitions, which may not improvements the swimming and running economy performance. However, the effects of high intensity core muscle exercise training on jump height, sprint, and aerobic fitness remain unclear. The purpose of this study was to examine whether high intensity core muscle exercises training could improve sport performances in dancers. Thirty healthy university dancer students (28 women and 2 men; age 20.0 years, height 159.4 cm, body mass 52.7 kg) were voluntarily participated in this study, and each participant underwent five suspension exercises (e.g., hip abduction in plank alternative, hamstring curl, 45-degree row, lunge and oblique crunch). Each type of exercise was performed for 30-second, with 30-second of rest between exercises, two times per week for eight weeks and each exercise session was increased by 10-second every week. We measured agility, explosive force, anaerobic and cardiovascular fitness in dancer performance before and after eight weeks of training. The results showed that the 8-week high intensity core muscle training would significantly increase T-test agility (7.78%), explosive force of acceleration (3.35%), vertical jump height (8.10%), jump power (6.95%), lower extremity anaerobic ability (7.10%) and oxygen uptake efficiency slope (4.15%). Therefore, it can be concluded that eight weeks of high intensity core muscle exercises training can improve not only agility, sprint ability, vertical jump ability, anaerobic and but also cardiovascular fitness measures as well. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=balance" title="balance">balance</a>, <a href="https://publications.waset.org/abstracts/search?q=jump%20height" title=" jump height"> jump height</a>, <a href="https://publications.waset.org/abstracts/search?q=sprint" title=" sprint"> sprint</a>, <a href="https://publications.waset.org/abstracts/search?q=maximal%20oxygen%20uptake" title=" maximal oxygen uptake"> maximal oxygen uptake</a> </p> <a href="https://publications.waset.org/abstracts/50790/effect-of-high-intensity-core-muscle-exercises-training-on-sport-performance-in-dancers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50790.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">407</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">70</span> The Role of Supply Chain Agility in Improving Manufacturing Resilience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maryam%20Ziaee">Maryam Ziaee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research proposes a new approach and provides an opportunity for manufacturing companies to produce large amounts of products that meet their prospective customers’ tastes, needs, and expectations and simultaneously enable manufacturers to increase their profit. Mass customization is the production of products or services to meet each individual customer’s desires to the greatest possible extent in high quantities and at reasonable prices. This process takes place at different levels such as the customization of goods’ design, assembly, sale, and delivery status, and classifies in several categories. The main focus of this study is on one class of mass customization, called optional customization, in which companies try to provide their customers with as many options as possible to customize their products. These options could range from the design phase to the manufacturing phase, or even methods of delivery. Mass customization values customers’ tastes, but it is only one side of clients’ satisfaction; on the other side is companies’ fast responsiveness delivery. It brings the concept of agility, which is the ability of a company to respond rapidly to changes in volatile markets in terms of volume and variety. Indeed, mass customization is not effectively feasible without integrating the concept of agility. To gain the customers’ satisfaction, the companies need to be quick in responding to their customers’ demands, thus highlighting the significance of agility. This research offers a different method that successfully integrates mass customization and fast production in manufacturing industries. This research is built upon the hypothesis that the success key to being agile in mass customization is to forecast demand, cooperate with suppliers, and control inventory. Therefore, the significance of the supply chain (SC) is more pertinent when it comes to this stage. Since SC behavior is dynamic and its behavior changes constantly, companies have to apply one of the predicting techniques to identify the changes associated with SC behavior to be able to respond properly to any unwelcome events. System dynamics utilized in this research is a simulation approach to provide a mathematical model among different variables to understand, control, and forecast SC behavior. The final stage is delayed differentiation, the production strategy considered in this research. In this approach, the main platform of products is produced and stocked and when the company receives an order from a customer, a specific customized feature is assigned to this platform and the customized products will be created. The main research question is to what extent applying system dynamics for the prediction of SC behavior improves the agility of mass customization. This research is built upon a qualitative approach to bring about richer, deeper, and more revealing results. The data is collected through interviews and is analyzed through NVivo software. This proposed model offers numerous benefits such as reduction in the number of product inventories and their storage costs, improvement in the resilience of companies’ responses to their clients’ needs and tastes, the increase of profits, and the optimization of productivity with the minimum level of lost sales. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing" title=" manufacturing"> manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=resilience" title=" resilience"> resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a> </p> <a href="https://publications.waset.org/abstracts/148019/the-role-of-supply-chain-agility-in-improving-manufacturing-resilience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148019.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">90</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">69</span> Organizational Inertia: As a Control Mechanism for Organizational Creativity And Agility In Disruptive Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Doddy%20T.%20P.%20Enggarsyah">Doddy T. P. Enggarsyah</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Covid-19 pandemic has changed business environments and has spread economic contagion rapidly, as the stringent lockdowns and social distancing, which were initially intended to cut off the spread, have instead cut off the flow of economies. With no existing experience or playbook to deal with such a crisis, the prolonged pandemic can lead to bankruptcies, despite the fact that there are cases of companies that are not only able to survive but also to increase sales and create more jobs amid the economic crisis. This quantitative research study clarifies conflicting findings on organizational inertia whether it is a better strategy to implement during a disruptive environment. 316 respondents who worked in diverse firms operating in various industry types in Indonesia have completed the survey with a response rate of 63.2%. Further, this study clarifies the roles and relationships between organizational inertia, organizational creativity, organizational agility, and organizational resilience that potentially have determinants factors on firm performance in a disruptive environment. The findings of the study confirm that the organizational inertia of the firm will set up strong protection on the organization's fundamental orientation, which eventually will confine organizations to build adequate creative and adaptability responses—such fundamental orientation built from path dependency along with past success and prolonged firm performance. Organizational inertia acts like a control mechanism to ensure the adequacy of the given responses. The term adequate is important, as being overly creative during a disruptive environment may have a contradictory result since it can burden the firm performance. During a disruptive environment, organizations will limit creativity by focusing more on creativity that supports the resilience and new technology adoption will be limited since the cost of learning and implementation are perceived as greater than the potential gains. The optimal path towards firm performance is gained through organizational resilience, as in a disruptive environment, the survival of the organization takes precedence over firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=disruptive%20environment" title="disruptive environment">disruptive environment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20creativity" title=" organizational creativity"> organizational creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20inertia" title=" organizational inertia"> organizational inertia</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a> </p> <a href="https://publications.waset.org/abstracts/147809/organizational-inertia-as-a-control-mechanism-for-organizational-creativity-and-agility-in-disruptive-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147809.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">112</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">68</span> Correlation between Sprint Performance and Vertical Jump Height in Elite Female Football Players</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Svetlana%20Missina">Svetlana Missina</a>, <a href="https://publications.waset.org/abstracts/search?q=Anatoliy%20Shipilov"> Anatoliy Shipilov</a>, <a href="https://publications.waset.org/abstracts/search?q=Alexandr%20Vavaev"> Alexandr Vavaev</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the present study was to investigate the relationship between sprint and vertical jump performance in elite female football players. Twenty four professional female football players (age, 18.6±3.1 years; height, 168.3±6.3 cm, body mass 61.6±7.4 kg; mean±SD) were tested for 30-m sprint time, 10-m sprint time and vertical countermovement (CMJ) and squat (SJ) jumps height. Participants performed three countermovement jumps and three squat jumps for maximal height on a force platform. Mean values of three trials were used in statistical analysis. The displacement of center of mass (COM) during flight phase (e.g. jump height) was calculated using the vertical velocity of the COM at the moment of take-off. 30-m and 10-m sprint time were measured using OptoGait optical system. The best of three trials were used for analysis. A significant negative correlation was found between 30-m sprint time and CMJ, SJ height (r = -0.85, r = -0.79 respectively), between 10-m sprint time and CMJ, SJ height (r = -0.73, r = -0.8 respectively), and step frequency was significantly related to CMJ peak power (r = -0.57). Our study indicates that there is strong correlation between sprint and jump performance in elite female football players, thus vertical jump test can be considered as a good sprint and agility predictor in female football. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20football%20players" title=" female football players"> female football players</a>, <a href="https://publications.waset.org/abstracts/search?q=sprint%20performance" title=" sprint performance"> sprint performance</a>, <a href="https://publications.waset.org/abstracts/search?q=vertical%20jump%20height" title=" vertical jump height"> vertical jump height</a> </p> <a href="https://publications.waset.org/abstracts/59039/correlation-between-sprint-performance-and-vertical-jump-height-in-elite-female-football-players" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59039.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">469</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">67</span> Internal Product Management: The Key to Achieving Digital Maturity and Business Agility for Manufacturing IT Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Frederick%20Johnson">Frederick Johnson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Product management has a long and well-established history within the consumer goods industry, despite being one of the most obscure aspects of brand management. Many global manufacturing organizations are now opting for external cloud-based Manufacturing Execution Systems (MES) to replace costly and outdated monolithic MES solutions. Other global manufacturing leaders are restructuring their organizations to support human-centered values, agile methodologies, and fluid operating principles. Still, industry-leading organizations struggle to apply the appropriate framework for managing evolving external MES solutions as internal "digital products." Product management complements these current trends in technology and philosophical thinking in the market. This paper discusses the central problems associated with adopting product management processes by analyzing its traditional theories and characteristics. Considering these ideas, the article then constructs a translated internal digital product management framework by combining new and existing approaches and principles. The report concludes by demonstrating the framework's capabilities and potential effectiveness in achieving digital maturity and business agility within a manufacturing environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internal%20product%20management" title="internal product management">internal product management</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20information%20technology" title=" manufacturing information technology"> manufacturing information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20execution%20systems" title=" manufacturing execution systems"> manufacturing execution systems</a> </p> <a href="https://publications.waset.org/abstracts/135214/internal-product-management-the-key-to-achieving-digital-maturity-and-business-agility-for-manufacturing-it-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/135214.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">135</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">66</span> Prioritization in Modern Portfolio Management - An Action Design Research Approach to Method Development for Scaled Agility</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jan-Philipp%20Schiele">Jan-Philipp Schiele</a>, <a href="https://publications.waset.org/abstracts/search?q=Karsten%20Schlinkmeier"> Karsten Schlinkmeier</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Allocation of scarce resources is a core process of traditional project portfolio management. However, with the popularity of agile methodology, established concepts and methods of portfolio management are reaching their limits and need to be adapted. Consequently, the question arises of how the process of resource allocation can be managed appropriately in scaled agile environments. The prevailing framework SAFe offers Weightest Shortest Job First (WSJF) as a prioritization technique, butestablished companies are still looking for methodical adaptions to apply WSJF for prioritization in portfolios in a more goal-oriented way and aligned for their needs in practice. In this paper, the relevant problem of prioritization in portfolios is conceptualized from the perspective of coordination and related mechanisms to support resource allocation. Further, an Action Design Research (ADR) project with case studies in a finance company is outlined to develop a practically applicable yet scientifically sound prioritization method based on coordination theory. The ADR project will be flanked by consortium research with various practitioners from the financial and insurance industry. Preliminary design requirements indicate that the use of a feedback loop leads to better team and executive level coordination in the prioritization process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=scaled%20agility" title="scaled agility">scaled agility</a>, <a href="https://publications.waset.org/abstracts/search?q=portfolio%20management" title=" portfolio management"> portfolio management</a>, <a href="https://publications.waset.org/abstracts/search?q=prioritization" title=" prioritization"> prioritization</a>, <a href="https://publications.waset.org/abstracts/search?q=business-IT%20alignment" title=" business-IT alignment"> business-IT alignment</a> </p> <a href="https://publications.waset.org/abstracts/142911/prioritization-in-modern-portfolio-management-an-action-design-research-approach-to-method-development-for-scaled-agility" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/142911.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">196</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">65</span> Entrepreneurial Leadership in Malaysian Public University: Competency and Behavior in the Face of Institutional Adversity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Noorlizawati%20Abd%20Rahim">Noorlizawati Abd Rahim</a>, <a href="https://publications.waset.org/abstracts/search?q=Zainai%20Mohamed"> Zainai Mohamed</a>, <a href="https://publications.waset.org/abstracts/search?q=Zaidatun%20Tasir"> Zaidatun Tasir</a>, <a href="https://publications.waset.org/abstracts/search?q=Astuty%20Amrin"> Astuty Amrin</a>, <a href="https://publications.waset.org/abstracts/search?q=Haliyana%20Khalid"> Haliyana Khalid</a>, <a href="https://publications.waset.org/abstracts/search?q=Nina%20Diana%20Nawi"> Nina Diana Nawi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Entrepreneurial leaders have been sought as in-demand talents to lead profit-driven organizations during turbulent and unprecedented times. However, research regarding the pertinence of their roles in the public sector has been limited. This paper examined the characteristics of the challenging experiences encountered by senior leaders in public universities that require them to embrace entrepreneurialism in their leadership. Through a focus group interview with five Malaysian university top senior leaders with experience being Vice-Chancellor, we explored and developed a framework of institutional adversity characteristics and exemplary entrepreneurial leadership competency in the face of adversity. Complexity of diverse stakeholders, multiplicity of academic disciplines, unfamiliarity to lead different and broader roles, leading new directions, and creating change in high velocity and uncertain environment are among the dimensions that characterise institutional adversities. Our findings revealed that learning agility, opportunity recognition capacity, and bridging capability are among the characteristics of entrepreneurial university leaders. The findings reinforced that the presence of specific attributes in institutional adversity and experiences in overcoming those challenges may contribute to the development of entrepreneurial leadership capabilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bridging%20capability" title="bridging capability">bridging capability</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20leadership" title=" entrepreneurial leadership"> entrepreneurial leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20development" title=" leadership development"> leadership development</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20agility" title=" learning agility"> learning agility</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunity%20recognition" title=" opportunity recognition"> opportunity recognition</a>, <a href="https://publications.waset.org/abstracts/search?q=university%20leaders" title=" university leaders"> university leaders</a> </p> <a href="https://publications.waset.org/abstracts/146556/entrepreneurial-leadership-in-malaysian-public-university-competency-and-behavior-in-the-face-of-institutional-adversity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146556.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">110</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">64</span> The Comparison of Movement and Physical Fitness in Secondary Male Students in Altitude and Coastal Areas</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Esmaeil%20Zabihi">Esmaeil Zabihi</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Hossein%20Alavi"> Seyed Hossein Alavi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is a comparison of movement and physical fitness in athlete's male students in altitude and sea-level. The samples consist of 450 subjects in altitude and sea-level in Iran in years of 2013 which were selected randomly from the population. We investigated the effect of high altitude on the tests activity profile of youth high altitude and sea level residents. Methods 450 Sea Level (Mahmood Abad) and 450 Altitude-resident (Shahre-Kord) athlete students tests of physical fitness near sea level (-5 m) and in Altitude (2100 m). This study is Descriptive Research (causal-comparative research). The tests of physical fitness include pull-ups test, sit-ups test, agility test(4 9), 45 sprint test, 1600 m running, long jump, and flexibility test. For determining of different between the physical fitness of altitude and sea-level students was used t-test (P ≤ 0.05). The result of this study show that there is no significant difference between the average of pull-ups test, flexibility, 45 sprints, and agility (4 9) test of students in sea-level and altitude. But there is a significant difference between the average of sit-ups, 1600 m running and long jump in altitude. The students of altitude have higher power rather than sea-level. But the students of sea-level have stronger abdominal muscles and cardio-respiratory endurance rather than altitude. High altitude reduces the distance covered by youth athlete students during tests. Neither acclimatisation nor lifelong residence at high altitude protects against detrimental effects of altitude on tests activity profile. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=physical%20fitness" title="physical fitness">physical fitness</a>, <a href="https://publications.waset.org/abstracts/search?q=sea%20level" title=" sea level"> sea level</a>, <a href="https://publications.waset.org/abstracts/search?q=altitude%20areas" title=" altitude areas"> altitude areas</a>, <a href="https://publications.waset.org/abstracts/search?q=AAHPERD%20test" title=" AAHPERD test "> AAHPERD test </a> </p> <a href="https://publications.waset.org/abstracts/19273/the-comparison-of-movement-and-physical-fitness-in-secondary-male-students-in-altitude-and-coastal-areas" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19273.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">438</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">63</span> The Effect of a 12 Week Rhythmic Movement Intervention on Selected Biomotor Abilities on Academy Rugby Players</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jocelyn%20Solomons">Jocelyn Solomons</a>, <a href="https://publications.waset.org/abstracts/search?q=Kraak"> Kraak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Rhythmic movement, also referred to as “dance”, involves the execution of different motor skills as well as the integration and sequencing of actions between limbs, timing and spatial precision. The aim of this study was therefore to investigate and compare the effect of a 16-week rhythmic movement intervention on flexibility, dynamic balance, agility, power and local muscular endurance of academy rugby players in the Western Cape, according to positional groups. Players (N ¼ 54) (age 18.66 0.81 years; height 1.76 0.69 cm; weight 76.77 10.69 kg), were randomly divided into a treatment-control [TCA] (n ¼ 28) and a control-treatment [CTB] (n ¼ 26) group. In this crossover experimental design, the interaction effect of the treatment order and the treatment time between the TCA and CTB group, was determined. Results indicated a statistically significant improvement (p < 0.05) in agility2 (p ¼ 0.06), power2 (p ¼ 0.05), local muscular endurance1 (p ¼ 0.01) & 3 (p ¼ 0.01) and dynamic balance (p < 0.01). Likewise, forwards and backs also showed statistically significant improvements (p < 0.05) per positional groups. Therefore, a rhythmic movement intervention has the potential to improve rugby-specific bio-motor skills and furthermore, improve positional specific skills should it be designed with positional groups in mind. Future studies should investigate, not only the effect of rhythmic movement on improving specific rugby bio-motor skills, but the potential of its application as an alternative training method during off- season (or detraining phases) or as a recovery method. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=dance" title=" dance"> dance</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20balance" title=" dynamic balance"> dynamic balance</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=local%20muscular%20endurance" title=" local muscular endurance"> local muscular endurance</a>, <a href="https://publications.waset.org/abstracts/search?q=power" title=" power"> power</a>, <a href="https://publications.waset.org/abstracts/search?q=training" title=" training"> training</a> </p> <a href="https://publications.waset.org/abstracts/169785/the-effect-of-a-12-week-rhythmic-movement-intervention-on-selected-biomotor-abilities-on-academy-rugby-players" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169785.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">61</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">62</span> Effect of Aquatic and Land Plyometric Training on Selected Physical Fitness Variables in Intercollegiate Male Handball Players </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nisith%20K.%20Datta">Nisith K. Datta</a>, <a href="https://publications.waset.org/abstracts/search?q=Rakesh%20Bharti"> Rakesh Bharti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the study was to find out the effects of Aquatic and Land plyometric training on selected physical variables in intercollegiate male handball players. To achieve this purpose of the study, forty five handball players of Sardar Vallabhbhai National Institute of Technology, Surat, Gujarat were selected as players at random and their age ranged between 18 to 21 years. The selected players were divided into three equal groups of fifteen players each. Group I underwent Aquatic plyometric training, Group II underwent Land plyometric training and Group III Control group for three days per week for twelve weeks. Control Group did not participate in any special training programme apart from their regular activities as per their curriculum. The following physical fitness variables namely speed; leg explosive power and agility were selected as dependent variables. All the players of three groups were tested on selected dependent variables prior to and immediately after the training programme. The analysis of covariance was used to analyze the significant difference, if any among the groups. Since, three groups were compared, whenever the obtained ‘F’ ratio for adjusted post test was found to be significant, the Scheffe’s test to find out the paired mean differences, if any. The 0.05 level of confidence was fixed as the level of significance to test the ‘F’ ratio obtained by the analysis of covariance, which was considered as an appropriate. The result of the study indicates due to Aquatic and Land plyometric training on speed, explosive power, and agility has been improved significantly. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=aquatic%20training" title="aquatic training">aquatic training</a>, <a href="https://publications.waset.org/abstracts/search?q=explosive%20power" title=" explosive power"> explosive power</a>, <a href="https://publications.waset.org/abstracts/search?q=plyometric%20training" title=" plyometric training"> plyometric training</a>, <a href="https://publications.waset.org/abstracts/search?q=speed" title=" speed"> speed</a> </p> <a href="https://publications.waset.org/abstracts/21241/effect-of-aquatic-and-land-plyometric-training-on-selected-physical-fitness-variables-in-intercollegiate-male-handball-players" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21241.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">397</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">61</span> The Outcome of Early Balance Exercises and Agility Training in Sports Rehabilitation for Patients Post Anterior Cruciate Ligament (ACL) Reconstruction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20M.%20A.%20Ismail">S. M. A. Ismail</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20I.%20Ibrahim"> M. I. Ibrahim</a>, <a href="https://publications.waset.org/abstracts/search?q=H.%20Masdar"> H. Masdar</a>, <a href="https://publications.waset.org/abstracts/search?q=F.%20M.%20Effendi"> F. M. Effendi</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20F.%20Suhaimi"> M. F. Suhaimi</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Suun"> A. Suun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: It is generally known that the rehabilitation process is as important as the reconstruction surgery. Several literature has focused on how early the rehabilitation modalities can be initiated after the surgery to ensure a safe return of patients to sports or at least regaining the pre-injury level of function following an ACL reconstruction. Objectives: The main objective is to study and evaluate the outcome of early balance exercises and agility training in sports rehabilitation for patients post ACL reconstruction. To compare between early balance exercises and agility training as intervention and control. (material or non-material). All of them were recruited for material exercise (balance exercises and agility training with strengthening) and strengthening only rehabilitation protocol (non-material). Followed the prospective intervention trial. Materials and Methods: Post-operative ACL reconstruction patients performed in Selayang and Sg Buloh Hospitals from 2012 to 2014 were selected for this study. They were taken from Malaysian Knee Ligament Registry (MKLR) and all patients had single bundle reconstruction with autograft hamstring tendon (semitendinosus and gracilis). ACL injury from any type of sports were included. Subjects performed various type of physical activity for rehabilitation in every 18 week for a different type of rehab activity. All subject attended all 18 sessions of rehabilitation exercises and evaluation was done during the first, 9th and 18th session. Evaluation format were based on clinical assessment (anterior drawer, Lachmann, pivot shift, laxity with rolimeter, the end point and thigh circumference) and scoring (Lysholm Knee scoring and Tegner Activity Level scale). Rehabilitation protocol initiated from 24 week after the surgery. Evaluation format were based on clinical assessment (anterior drawer, Lachmann, pivot shift, laxity with rolimeter, the end point and thigh circumference) and scoring (Lysholm Knee scoring and Tegner Activity Level scale). Results and Discussion: 100 patients were selected of which 94 patients are male and 6 female. Age range is 18 to 54 year with the average of 28 years old for included 100 patients. All patients are evaluated after 24 week after the surgery. 50 of them were recruited for material exercise (balance exercises and agility training with strengthening) and 50 for strengthening only rehabilitation protocol (non-material). Demographically showed 85% suffering sports injury mainly from futsal and football. 39 % of them have abnormal BMI (26 – 38) and involving of the left knee. 100% of patient had the basic radiographic x-ray of knee and 98% had MRI. All patients had negative anterior drawer’s, Lachman test and Pivot shift test during the post ACL reconstruction after the complete rehabilitation. There was 95 subject sustained grade I injury, 5 of grade II and 0 of grade III with 90% of them had soft end-point. Overall they scored badly on presentation with 53% of Lysholm score (poor) and Tegner activity score level 3/10. After completing 9 weeks of exercises, of material group 90% had grade I laxity, 75% with firm end-point, Lysholm score 71% (fair) and Tegner activity level 5/10 comparing non-material group who had 62% of grade I laxity , 54% of firm end-point, Lyhslom score 62 % (poor) and Tegner activity level 4/10. After completed 18 weeks of exercises, of material group maintained 90% grade I laxity with 100 % with firm end-point, Lysholm score increase 91% (excellent) and Tegner activity level 7/10 comparing non-material group who had 69% of grade I laxity but maintained 54% of firm end-point, Lysholm score 76% (fair) and Tegner activity level 5/10. These showed the improvement were achieved fast on material group who have achieved satisfactory level after 9th cycle of exercises 75% (15/20) comparing non-material group who only achieved 54% (7/13) after completed 18th session. Most of them were grade I. These concepts are consolidated into our approach to prepare patients for return to play including field testing and maintenance training. Conclusions: The basic approach in ACL rehabilitation is to ensure return to sports at post-operative 6 month. Grade I and II laxity has favourable and early satisfactory outcome base on clinical assessment and Lysholm and Tegner scoring point. Reduction of laxity grading indicates satisfactory outcome. Firm end-point showed the adequacy of rehabilitation before starting previous sports game. Material exercise (balance exercises and agility training with strengthening) were beneficial and reliable in order to achieve favourable and early satisfactory outcome comparing strengthening only (non-material).We have identified that rehabilitation protocol varies between different patients. Therefore future post ACL reconstruction rehabilitation guidelines should look into focusing on rehabilitation techniques instead of time. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=post%20anterior%20cruciate%20ligament%20%28ACL%29%20reconstruction" title="post anterior cruciate ligament (ACL) reconstruction">post anterior cruciate ligament (ACL) reconstruction</a>, <a href="https://publications.waset.org/abstracts/search?q=single%20bundle" title=" single bundle"> single bundle</a>, <a href="https://publications.waset.org/abstracts/search?q=hamstring%20tendon" title=" hamstring tendon"> hamstring tendon</a>, <a href="https://publications.waset.org/abstracts/search?q=sports%20rehabilitation" title=" sports rehabilitation"> sports rehabilitation</a>, <a href="https://publications.waset.org/abstracts/search?q=balance%20exercises" title=" balance exercises"> balance exercises</a>, <a href="https://publications.waset.org/abstracts/search?q=agility%20balance" title=" agility balance"> agility balance</a> </p> <a href="https://publications.waset.org/abstracts/28724/the-outcome-of-early-balance-exercises-and-agility-training-in-sports-rehabilitation-for-patients-post-anterior-cruciate-ligament-acl-reconstruction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28724.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">255</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=agility&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=agility&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=agility&page=2" rel="next">&rsaquo;</a></li> </ul> </div> </main> <footer> <div id="infolinks" class="pt-3 pb-2"> <div class="container"> <div style="background-color:#f5f5f5;" class="p-3"> <div class="row"> <div class="col-md-2"> <ul class="list-unstyled"> About <li><a href="https://waset.org/page/support">About Us</a></li> <li><a href="https://waset.org/page/support#legal-information">Legal</a></li> <li><a target="_blank" rel="nofollow" href="https://publications.waset.org/static/files/WASET-16th-foundational-anniversary.pdf">WASET celebrates its 16th foundational anniversary</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Account <li><a href="https://waset.org/profile">My Account</a></li> </ul> </div> <div class="col-md-2"> <ul class="list-unstyled"> Explore <li><a 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