Enabling strategic agility through leadership culture: DAB Pumps S.p.A. multinational manufacturing company case

This thesis focuses on strategic agility and its reciprocal relationship with organizational culture and its structural elements within multinational manufacturing companies. According to existing studies, strategic agility can be conceptualized as the result of a combination of forces grouped into three core capabilities: strategic sensitivity, resource fluidity, and leadership unity. While much literature has focused on behaviors and skills of individual managers engaged in collective action who drive these forces, this thesis focuses on analyzing and creating a comprehensive map of organizational culture elements and a set of practices at all levels able to support core capabilities of strategic agility.