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Agile principles have been widely used in software development team practice since the creation of the Agile Manifesto. Studies have examined variables related to agile principles without systematically considering the relationships among key team, agile methodology, and process variables underlying the agile principles and how these variables jointly influence the achievement of software development agility. In this study, the authors tested a team/methodology–process–agility model that links team variables (team autonomy and team competence) and methodological variable (iterative development) to process variables (communication and collaborative decision-making), which are in turn linked to software development agility (ability to sense, respond and learn).

Survey data from one hundred and sixty software development professionals were analyzed using structural equation modeling methods.

The results support the team/methodology–process–agility model. Process variables (communication and collaborative decision-making) mediated the effects of team (autonomy and competence) and methodological (iterative development) variables on software development agility. In addition, team, methodology and process variables had different effects on the three dimensions of software development agility.

The results contribute to the literature on organizational IT management by establishing a team/methodology–process–agility model that can serve as a basis for developing a core theoretical foundation underlying agile principles and practices. The results also have practical implications for organizations in understanding and managing holistically the different roles that agile methodological, team and process factors play in achieving software development agility.

This study seeks to illuminate the managerial tensions inherent in implementing scaled agile (on the organizational, top management, middle management and team levels) and to frame these challenges within the broader context of project management.

The study adopts a grounded theory approach and delves into a qualitative dataset sourced from 34 interviews with subject matter experts actively engaged in scaling agile initiatives within large organizations spanning various industries. Additionally, the data have been enriched through a comprehensive literature review of the existing body of knowledge on scaling agile.

As a result of our investigation, we propose a framework of managerial tensions in scaling agile in large corporate settings and a series of research propositions and questions that may contribute significantly to the body of knowledge surrounding the phenomenon of “deprojectification” and propose agenda for the future studies in the field of project management.

The study also carries significant managerial implications. Firstly, based on the insights from the practice of scaling agile in large corporate setting, management can build awareness of the challenges inherent of transitioning to agile practices. This may help to anticipate the possible problems and proactively develop strategies how to address them. Secondly, management can be instructed about contingencies inherent in scaling agile, along with the potential disfunctions and side effects (unintended outcomes) that may emerge during the transition process. Thirdly, project management practitioners can gain insights on how scaling agile may cause shifts in the approach to managing projects, project team management and competencies that need to be developed to cope with environments where various approaches to managing projects coexist.

These insights can aid in the agile transition process, beginning with directing managerial attention toward contextual factors and progressing through potential challenges at the organizational, top management, middle management and team levels. Furthermore, the study highlights possible dysfunctionalities and side effects of scaling agile, shedding light on the “dark side” of agile.

The study contributes to the expansion of the empirical database on the implementation of agile practices in large organizational settings. It plays a role in defining and delineating the phenomenon of scaling agile within the context of project management and outlines a research agenda for future project management studies. Additionally, our study adds to the ongoing discourse surrounding the “deprojectification” effect that can occur during the scaling of agile. Lastly, it establishes connections between project management and software development literature regarding the implementation of agile at scale.

This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.

The data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.

The results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.

This study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.

There is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.

Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.

The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.

The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.

There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.

The market's intense competition, the unpredictability of customer demands and technological advancements are compelling organizations to adopt new approaches, such as agile new product development (ANPD), which enables the introduction of new products to the market in a short span. The existing ANPD literature review articles are lacking in portraying recent developments, potential fields of adoption and the significance of ANPD in organizational development. The primary goal of this article is to investigate emerging aspects, current trends and conduct a meta-analysis using a systematic review of 177 ANPD articles published in peer-reviewed journals between 1998 and 2020.

The articles were categorized based on their year of publication, publishers, journals, authors, countries, universities, most cited articles, etc. The authors attempted to identify top journals, authors, most cited articles, enablers, barriers, performance metrics, etc. in the ANPD domain through the presented study.

The major themes of research articles, gaps and future trends are identified to assist academicians and ANPD practitioners. This study will benefit ANPD professionals by providing them with information on available literature and current ANPD trends.

Through meta-analysis, this study is one of the unique attempt to categorize ANPD articles to identify research gaps and highlight future research trends. A distinguishing feature of the presented study is the identification of active journals, publishers and authors, as well as enablers, barriers and performance metrics.

This study aims to investigate the effects of organizational culture factors on the selection of software process development models and develops a conceptual model for selecting and adopting process development models with an organizational culture approach, using 12 criteria and their sub-criteria defined in Fey and Denison’s model (12 criteria).

The research hypotheses were investigated using statistical analysis, and then the criteria and sub-criteria were selected based on Fey and Denison’s model and the experts’ viewpoints. Afterward, the organizational culture of the selected company was measured using the data from 2016 and 2017, based on Fey and Denison’s questionnaire. Due to the correlation between the criteria, using the decision-making trial and evaluation technique, the correlation between sub-criteria were determined, and by analytical network process method and using Super-Decision software, the process development model was preferred to the 12 common models in information systems development.

Results indicated a significant and positive effect of organizational culture factors (except the core values factor) on the selection of development models. Also, by changing the value of organizational culture, the selected process development model changed either. Sensitivity analysis performed on the sub-criteria implied that by changing and improving some sub-criteria, the organization will be ready and willing to use the agile or risk-based models such as spiral and win-win models. Concerning units where the mentioned indicators were at moderate and low limits, models such as waterfall, V-shaped and incremental worked more appropriately.

While many studies were performed in comparing development models and investigating their strengths and weaknesses, and the impact of organizational culture on the success of information technology projects, literature indicated that the impact of organizational sub-culture prevailing in the selection of development process models has not been investigated. In this study, new factors and indicators were addressed affecting the selection of development models with a focus on organizational culture. Correlation among the factors and indicators was also investigated and, finally, a conceptual model was proposed for proper adoption of the models and methodologies of system development.

In this study, the authors investigate whether supply chain (SC) strategies (lean or agile) improve or hinder the supply chain transparency (SCT) and what factors affect this relation.

The authors measure the level of SC strategy using natural language processing based on the annual financial reports of listed firms. Secondary data analysis is conducted on various databases encompassing 1,241 listed firms in China from 2011 to 2020. Additional tests are performed to assess the robustness of the results, and alternative explanations are duly considered.

The authors find that firms with an advanced level of SC strategy perform better on SCT. Furthermore, the authors observe that Agile SC strategy and Lean SC strategy have different effects on SCT over a firm’s life cycle. Agile SC strategy (the ratio of the proportion of Agile SC strategy word frequency divided by the proportion of Lean SC strategy word frequency greater than 1) has a significantly positive effect on SCT in the maturity stage; Lean SC strategy (the ratio less than 1) has a positive effect on SCT in the growth and decline stages. An increase in online media coverage negatively moderates the impact of the SC strategy (frequency of Lean and Agile SC strategy-related keywords) on SCT in the maturity stage. An increase in government environmental subsidies positively moderates the impact of SC strategy on SCT in the maturity and decline stages. Additionally, an increase in industrial competition intensity positively moderates the impact of the SC strategy on SCT in the decline stage.

The authors' study contributes to the Operations and Supply Chain Management (OSCM) literature by revealing the positive impact of SC strategy on SCT with objective secondary data. Additionally, the authors examine the moderating effects of moderators over the lifecycle of a firm on this relationship in an emerging market context. The authors' findings offer valuable guidance to companies operating in diverse market environments, providing actionable insights to strengthen their SC strategies and enhance SCT.

Digital service innovation (DSI) is a type of technological innovation that is recognized in practice in the innovation structure of companies. Given the breadth of digital technologies that enable digital services and the variety of these services, analysis is needed to discern the nature of these services, as well as the process that culminates in co-innovation. The literature on DSI is fragmented and spread across multiple research areas. This fragmentation impedes conceptualization of the elements that constitute DSI. This paper describes the nature of DSI through the process and elements of initiation, adoption and routinization of DSI in the context of digital service platforms (DSPs).

This paper presents a single exploratory case study of a provider of a leading digital solution in customer relations. The data analysis is based on abductive reasoning.

The paper conceptualizes the nature of DSI and describes the process and elements of DSI (phases, actors, functions and interactions). It contributes to building a common language for DSI research in service management. The analysis shows that DSI in DSPs is synonymous with co-innovation. This paper offers insight into how co-innovation occurs, using hybrid agile methodologies with the coordination of multiple actors and multilateral interactions.

The originality and value of the study reside in its conceptualization and analysis of what is meant by DSI. The components of the service and the technological requirements for not only provision but also ideation and development appear to be inseparable. The study unveils the mechanisms that turn a digital service solution into a co-innovative proposal. This knowledge can facilitate scalability in digital services.

In software development (SD), practitioners have realized the importance of lean thinking. A new term “Leagile” is coined, which is an integrated approach of traditional lean and agile thinking to managing the operations. The study aims to investigate the application of the Leagile principles in a new sector and establish a relationship between the adoption of Leagile approach and operational performance (OP) in SD organizations.

Empirical research is conducted to investigate the linkage between the Leagile principles and operational measures. Data is collected through surveys from 256 SD industries located in 11 states of India and analysed using the structural equation modelling approach.

The practitioners envisage a positive impact of adoption of Leagile principles on OP of SD organizations, but one of the principles, i.e. perfection, is unable to influence the performance.

The study contributes by authorizing the contribution of Leagile principles towards OP of SD organizations. The outcomes will motivate the practitioners to enhance the adoption of Leagile principles in SD organizations.

This study aims to determine the factors influencing employee retention working in construction-related small-medium enterprises (SMEs) in Krung Thep Maha Nakhon. The study contributes to the construction site manager getting insight into employees' desired goals in the workplace. Furthermore, the study provided information about the diversity of generations (age groups), income levels and educational levels of employees working in the construction industry in the Krung Thep area.

The researcher decided to investigate a sample size of 386 respondents based on the target population. A purposive sampling method was selected by giving out questionnaires to the respondents employed in construction-related SMEs in Krung Thep. The questions comprised two major parts, which are demographic questions and measuring variables relevant to the independent variables.

The study's aim of findings is to investigate the factors that retain the employees who are pursuing their careers in construction-related SMEs. The findings of this research are to unveil that task interdependence significantly contributes to agile working. Lastly, employee retention is significantly affected by agile working among employees in an organisation.

This research only studies factors influencing employee retention among those of all ranges of ages, incomes and educational levels working in construction-related SMEs. The researcher collected data on the income level, age group and educational level of employees to use for further study.

The study is about determining the factor that affects agile working and employee retention among those working in construction-related SMEs.