Su, GuangyaMaier, Ronald2019-01-172019-01-172011978-3-88579-276-5https://dl.gi.de/handle/20.500.12116/19546Organizations have to sense and respond rapidly and flexibly to changes in their markets, in short: they have to be agile and this capability to be agile can be a source of competitive advantage. This research aims at (1) understanding the concept and definition of Agility; (2) exploring the impact of Agility on knowledge management in a company; (3) giving recommendations on how to manage Agility considering strategic usage of knowledge management; (4) proving the interdisciplinary application of Knowledge Management to enable Agility; Based on a literature review, a definition of Agility is developed. Furthermore, an exploratory case study within Siemens AG including 23 structured interviews with executives and managers is used to reflect and analyze demands on a firm's knowledge management in order to increase Agility. The case study reveals three perceived drivers for Agility: customers, competitors and Mergers & Acquisitions. Consequently three knowledge-oriented core competencies of an organization are summarized for increasing Agility: Real-Time Ability, Transformation Capability and Strategic Options. Finally, this paper suggests a framework for managing Agility. This framework was used at Siemens AG for its Global Diversity Initiative and illustrates how to prove the application of interdisciplinary Knowledge Management to enable Agility.enKnowledge ManagementInterdisciplinary Knowledge ManagementCompetencyAgileAgilityEnterprise AgilityBusiness AgilityOrganizational AgilityIT AgilityHR best practiceDiversity ManagementDiversity MeasurementDiversity ScorecardReal-Time AbilityTransformation CapabilityStrategic OptionsStrategyAgility StrategyFlexibleFlexibilityFlexible OrganizationText/Conference Paper1617-5468