Maximizing Performance through Autonomy: The Role of Individual and Organizational Agility

Marinelli, Chiara; Garlatti Costa, Grazia; Samimi Dehkordi, Saleh

doi:10.22059/ijms.2026.406831.678258

Maximizing Performance through Autonomy: The Role of Individual and Organizational Agility

Articles in Press

Document Type : Research Paper

Authors

Chiara Marinelli

Grazia Garlatti Costa

Saleh Samimi Dehkordi

DEAMS ‘Bruno de Finetti’, University of Trieste, Piazzale Europa, 1, 34127 Trieste, Italy

10.22059/ijms.2026.406831.678258

Abstract

In today’s dynamic work environments, job autonomy is often seen as a key driver of performance, but how and under what conditions does it truly deliver results? This study investigates the mechanisms linking job autonomy to task performance, drawing on the job demand–resources model and self-determination theory. Survey data from over 800 employees in five multinational companies in Italy were analyzed using linear regression. Results show that job autonomy boosts individual agility, which significantly enhances task performance. Moreover, organizational agility acts as a catalyst, amplifying the positive effects of autonomy. These findings underscore the strategic value of cultivating agility at both individual and organizational levels to unlock the full potential of job autonomy. The article offers fresh insight into how modern organizations can empower employees and drive performance in increasingly agile workplaces.

Keywords

task performance

job autonomy

agility

job demand-resources model

self-determination theory

Subjects