Business agility has been recognized as a core competitive capability in a dynamic business environment. In this context, the organizational IT capability is a co-factor for achieving and keeping business agility. IT capability has been managed through the utilization of plan-driven IT service management (ITSM) frameworks and standards such as the ITIL v3.v2011 and the ISO/IEC 20000. These implementations have produced benefits such as better IT user satisfaction level, reduction of IT services TCO, and improved understanding and communication between IT services users and IT services staff. However, the current business environment continues highly changing with the emergence and maturation of new IT technologies and IT-based business innovation approaches. Consequently, the organizational IT capability is pushed to be also agile and keep its contribution to the business agility aim. Given the novelty of agile ITSM standards and frameworks—ITIL v4 framework, VeriSM framework, and the ISO/IEC 29110-4-3 standard—, there is a knowledge gap on what they are and how they could produce an agile organizational IT capability and contribute to the business agility aim in this modern business environment. This research, thus, compares the potential impacts on a business agility index from the main plan driven and agile ITSM frameworks and standards. For this aim, we design an Analytical Hierarchical Process (AHP) decision-making model using core findings from the business agility literature and the Porter’s value chain and simulate a set of scenarios. Simulation results indicated that: (1) there were differences in the contributions from the five evaluated ITSM frameworks and standards to the business agility index; and (2) the high and very high scores produced by the two agile ITSM frameworks and standards were obtained only when other relevant agility capabilities were also achieved. Hence, this research reduces the knowledge gap and provides initial theoretical findings and insights on the impacts on business agility from the main ITSM frameworks and standards considering other relevant agility capabilities. However, empirical research is encouraged to collect confirmatory evidence.

业务敏捷性已被公认为动态业务环境中的核心竞争力。在此背景下，组织 IT 能力是实现和保持业务敏捷性的辅助因素。 IT 能力通过利用计划驱动的 IT 服务管理 (ITSM) 框架和标准（例如 ITIL v3.v2011 和 ISO/IEC 20000）进行管理。这些实施带来了好处，例如提高 IT 用户满意度、减少IT服务TCO，提高IT服务用户和IT服务人员之间的理解和沟通。然而，随着新IT技术和基于IT的业务创新方法的出现和成熟，当前的业务环境继续发生巨大变化。因此，组织的 IT 能力也被推动变得敏捷，并保持对业务敏捷性目标的贡献。鉴于敏捷 ITSM 标准和框架（ITIL v4 框架、VeriSM 框架和 ISO/IEC 29110-4-3 标准）的新颖性，在它们是什么以及如何产生敏捷组织 IT 能力和能力方面存在知识差距。为现代商业环境中的业务敏捷性目标做出贡献。因此，本研究比较了主要计划驱动的敏捷 ITSM 框架和标准对业务敏捷性指数的潜在影响。为此，我们利用业务敏捷性文献和波特价值链的核心发现设计了层次分析流程 (AHP) 决策模型，并模拟了一组场景。仿真结果表明：（1）评估的5个ITSM框架和标准对业务敏捷性指标的贡献存在差异； （2）两个敏捷ITSM框架和标准所产生的高分和极高分是在其他相关敏捷能力同时实现的情况下获得的。因此，本研究缩小了知识差距，并提供了关于考虑其他相关敏捷性能力的主要 ITSM 框架和标准对业务敏捷性影响的初步理论发现和见解。然而，鼓励实证研究来收集验证性证据。