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The purpose of this study was to explore what agile learning strategies businesses need to develop agile core competencies to respond to the uncertainty of the rapidly changing business environment and sustain their competitive advantage. Technology advances and unexpected crises have created an ever-changing environment in which traditional static corporate training methods have failed to continuously provide employees with the ability to listen to and interpret the rapid changes and respond accordingly.

This qualitative exploratory multi-case study was useful to explore what agile learning strategies businesses need to develop agile core competencies to sustain their competitive advantage. Snowball sampling enabled the discovery of 15 participants who represented 10 different industries. Participants represented both management and non-management roles. Data were collected from multiple sources such as interviews, observations, researcher notes and document reviews. A thematic analysis model was used to analyze the collected data.

The findings substantiated that organizations are operating in a fast-changing environment where agile learning strategies are vital to surviving. The data also showed that agile learning strategies must include individual learning paths to continuously develop employees’ agile skills to build their organizations’ agile core competencies.

This study underlined the importance of adopting agile learning strategies to help employees listen and accurately interpret their organizations’ external environments to enable quick responses to changes. Without agile learning strategies, organizational agile core competencies and competitive advantage will progressively decline.

This research aims to focus on analysing the opinion of university students on the effects that agile methodologies are having on their education during this time of pandemic that is affecting the normal functioning of on-site universities. Specifically, the authors intend to analyse the effect that different constructs have on the development of their skills for labour markets through the application of agile methodologies in blended learning. Thus, the authors will analyse the effects of intrinsic motivation, the interactivity of the system, the involvement of students, their engagement to these activities and their level of satisfaction with this training process.

The authors conducted research based on the use of agile methodologies applied to higher education. To this end, various activities were designed within different subjects in marketing area. 115 business students were consulted, who valued their experience and the usefulness of this methodology in relation to the improvement of the learning process.

The results of the research show the usefulness of agile methodologies for university students. In addition, these methodologies allow them to develop certain skills that will be important for labour markets, such as teamwork, motivation and engagement to tasks to be developed.

The main value of this research lies in the application of a methodology from the business environment in higher education and the subsequent analysis of the students' assessment of these agile methodologies in terms of their usefulness for their professional future. Moreover, this application of agile methodologies has been carried out in an unusual environment due to the pandemic situation that has changed the usual development of face-to-face university training towards the application of e-learning methodologies.

The purpose of this paper is to understand the usefulness of an agile social learning method in higher education to build capacity for sustainable development at the community level. Social learning methods intend to empower students (and instructors) to work together in connection with real-life issues – combined with acquiring a conceptual understanding – to analyze issues at hand and work out solutions. The agile format of the method was aimed at a subject that is adaptive and responsive to change to empower the students to take action toward sustainable development.

This study was based on a case study methodology where the running of the subject was documented and analyzed for two years. The target student group was maritime professionals who had an interest or were in a position to work with developing sustainable solutions in their home organizations (mostly in developing countries).

The results of the analysis indicate how the students learned about environmental, social and economic spheres of sustainable development and their linkages; how the subject format stimulated the students to develop different “learning paths” between the three spheres of sustainable development, which enabled a multi-faceted understanding of sustainable development issues; and, finally, how the students were able to design evolvable sustainable development solutions.

The results indicate both the novelty and usefulness of the agile social learning method to build capacity for sustainable development through the subject designed for higher education.

Today’s unpredictable and fast-changing work environment challenges researchers and organizations to rethink learning. In contrast to traditional learning designs, new learning frameworks such as agile learning are more learner centered, integrated into the workplace and socially shaped. The purpose of this study is to examine Working Out Loud (WOL) as an agile learning method.

This intervention study used a pre–post and six-month follow-up design (N = 507) to evaluate the effects of WOL on learners’ vigor (affective outcome), WOL behavior (behavioral outcome) and psychological empowerment (cognitive outcome) at work.

The authors compared the three longitudinal measurements using multilevel modeling. Results revealed that WOL could significantly increase learners’ WOL behavior and psychological empowerment at work in the post and six-month follow-up measurements. No effect was found on learners’ vigor at work.

This study highlights the need for research on new, more agile learning frameworks and discusses their relevance to the literature. Agile learning frameworks enable learners to be more autonomous and flexible, allowing them to better adapt to changing environmental demands.

Lack of individual awareness of knowledge sharing practices to prevent identity theft is a significant issue for online retail organisations (OROs). Agile learning processes and sharing of knowledge is essential, but the lack of relevant training inhibits these processes within the online industry. This study aims to identify the inhibiting factors in agile learning and knowledge sharing process with recommendations for best practice for organisations and staff to effectively share knowledge on identity theft prevention.

Three qualitative case studies were undertaken in OROs in the UK. Data were collected using semi-structured interviews, internal documents and related external material. The data were analysed using a thematic analysis method.

The findings identified that individual staff members within OROs from the information security and fraud prevention departments often share their knowledge as a community. However, there is no formal knowledge sharing process or any related training facilitating this exchange. There is a need for agile learning environment in OROs of the UK.

The study offers both theoretical and practical contributions to the extant literature of agile learning of knowledge sharing to prevent identity theft in OROs. Existing learning opportunities are not being used to enhance the knowledge of individuals, and OROs need to increase the skills and trust of their staff to share knowledge efficiently. This study identifies the systemic weaknesses inherent in the process of knowledge sharing and existing training provision within OROs. It provides ORO managers with practical guidelines in facilitating trust between individuals and developing appropriate training systems to educate staff on sharing organisational knowledge. This study contributes by extending the knowledge sharing framework proposed by Chong et al. (2011) for enhanced individual knowledge sharing processes to prevent identity theft within OROs. It also identifies OROs’ weaknesses in knowledge sharing learning processes for theft prevention and offers prevention guidelines and recommendations for developing effective agile learning environments.

This editorial aims to introduce the theme of the special issue: “Lean vs agile from an organizational sustainability, complexity and learning perspective”.

The methodology of the editorial is that of a survey. In the first part it presents the relevance of the theme and in the second part it presents the papers included in the special issue, including their themes, findings and novel contributions.

The individual findings by the papers present significant new contributions in a deeper insight of the “lean” and “agile” philosophies, or approaches in, and to, organizations. It could be noticed that the controversies of the issue “lean vs. agile” still remain. However, it could be said that an eventual further investigation in the phenomenology of “lean” and “agile” will be more informed after consideration of the results presented in this special issue.

Further investigation should be undertaken on a more abstract “level” of the theories of “lean” and “agile” and their mutual relationship, such as theories about the internal processes of “lean”/“agile” users, general “lean”/“agile” theories, epistemology of “lean”/“agile”, and ontology of “lean”/“agile”, and relationship with learning organization and chaordic organization.

Readers, both theoreticians and practitioners, will find in this editorial a “guide” to the issues of their interest concerning the valuable explanations, ideas and tools, presented in the special issue, for both concrete applications in enterprises and organizations, and for further research and development of learning, complex and sustainable organizations, and towards new ideas and insights generation.

This editorial presents an analysis of the special issue on “lean vs agile”, contributing to the higher levels of the theories of “lean” and “agile” and their mutual relationship, namely to the theories about the internal processes of “lean”/“agile” users, general “lean”/“agile” theories, and epistemology of “lean”/“agile”.

In the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning.

The present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM).

The findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

The PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

The purpose of this paper is to evaluate the formation of a consensual culture of agile management used in schools where school administrators and teachers work.

This research is based on a qualitative research approach that highlights social phenomena and explores the environment in which they belong. In this context, five managers and seven teachers working in six vocational education institutions were asked semi-structured questions during face-to-face interviews.

The research revealed that technology has a great impact on foster learning management and the development of school culture based on consensus.

The data of the research is limited to the participants who are Five managers and seven teachers working in six vocational education institutions within Nicosia context.

The school gained awareness on the uses of technology for learning and development.

Merits of technology for consensus culture were examined in this paper.

The paper is original in that it gives insights for the education system on the technology and learning.

By learning how to overcome implementation challenges, the Agile methodology can enable organizations to cope with the 21st Century marketplace and deliver what customers expect and demand: easy, quick, convenient, personalized responsiveness at scale.”

The 10 major implementation challenges are addressed.

Agile offers a methodology that can improve the chances of building a new product or service that people will actually buy, use and like.

A key Agile principle – doing work in small iterative cycles with customer feedback at the end of each cycle – is a transformative idea.

The author has recently made on-site visits to leading corporations that have adopted Agile. The “Agile” managers he met recognize that the future of their firm depends on inspiring those doing the work to accelerate innovation and add genuine value to customer, that enhancing that capacity depends on giving autonomy to self-organizing teams within broad parameters of control.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Agile learning strategies and agile core competencies are crucial to the success of organizations in the digital economy. These principles can be adopted by others to gain and maintain competitive advantage. 10; 10;

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.