The growing trend of companies using digital platforms for internationalization has raised the important issue of how companies on such platforms develop unique abilities, but few academic studies have focused on this field. This study develops a theoretical framework of the drivers and outcomes of multinational corporations’ organizational generativity on digital platforms. This study explores how companies effectively convert and integrate resources for generativity, and further improve firm performance during the process of internationalization. Our empirical results show that companies’ big data analytics capability, customer agility, platform openness, and network centrality have significant positive effects on organizational generativity. Furthermore, organizational generativity has a significant positive effect on firm performance. This study ultimately discusses theoretical and practical implications.

Organizational agility is a firm-wide dynamic capability to cope with rapid, relentless, and uncertain changes and thrive in a competitive environment of continually and unpredictable changing opportunities. A conceptual model is drawn up, based on the literature and a previous qualitative inquiry, to identify agility enablers that help organizations to sustain in dynamic environments. Further, the model explores the relationship between organizational agility and firm performance as well as the moderating effect of environmental dynamism on this relationship. The validity of the construct is assessed by means of a quantitative study using a survey methodology. A data set consisting of 348 German-based companies is analysed on a business unit level as well as for the organization as a whole. Partial least squares path modeling (PLS-SEM) results reveal that four dimensions (organization, innovation, people and knowledge management), comprising various agility enablers, positively influence organizational agility. Moreover, results indicate that organizational agility has a significant effect on firm performance and that this relationship is modearted by environmental dynamism. Therefore, this study contributes to a better understanding of the complex nature of the agility construct and provides guidelines how organizations can achieve an agile alignment. It further emphasizes the need for managers to integrate agile practices in order to outperform competitors in hypercompetitive and turbulent business environments.