A research to determine the factors affecting organizational agility in the Turkish Civil Aviation Sector

The concept of organizational agility is rapidly entering business life in our country. Given the aviation industry's reliance on extremely rapid and momentary variables, the understanding of organizational agility by both policy makers and practitioners is of paramount importance. Furthermore, the proverbial saying, "In aviation, the rules are written in blood," demonstrates the importance of these rules and their meticulous implementation. The circumstances and extent to which organizational agility can be implemented, prioritizing flight safety, is one of the topics that deserves careful examination. This study aimed to identify the factors affecting organizational agility in the Turkish Civil Aviation Sector and to reveal how these factors are reflected in employee experiences. Using qualitative research methods, semi-structured interviews were conducted with senior executives of companies operating in the civil aviation sector. The data obtained were analyzed using content analysis, and organizational agility was examined under four dimensions: speed, flexibility, competence, and responsiveness, as well as structural barriers and regulatory factors. The research findings indicate that speed is not only physical; The findings have shown that organizational agility is a multidimensional structure supported by elements such as access to information, decision-making, practicality, experience, and ease of learning. Rotational arrangements, the effectiveness of digital systems, and adaptability come to the fore in the flexibility dimension, while individual skills, as well as institutional hardware and technology support, have been decisive in the competence dimension. The responsiveness dimension was assessed based on rapid response, solution-generating capabilities, and sensitivity to external stakeholders, particularly in times of crisis. Furthermore, the research revealed that factors such as bureaucratic structure, centralization, and technological inadequacy hinder agility. The study determined that organizational agility is not only a structural transformation but also a multi-layered process that must be supported by individual competencies, digital adaptation, delegation of authority, and institutional learning. Consequently, it emerges that holistic strategies are needed to develop agility, requiring investments not only in technology but also in people- and culture-focused approaches.