Search results

1 – 10 of over 7000
To view the access options for this content please click here
Article

Elena Zavyalova, Dmitri Sokolov and Antonina Lisovskaya

Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known…

Abstract

Purpose

Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known about how performance factors of agile firms differ from those of traditional firms. Scholars argue that these factors often relate to a firm’s human resource management (HRM). This study aims to analyze and compare the HRM architectures in agile and traditional project-based organizations that lead to high firm performance.

Design/methodology/approach

The authors apply fuzzy-set qualitative comparative analysis on data of 154 project-based organizations of diverse professional service industries in Russia.

Findings

This study’s findings suggest that HRM architectures of high-performance agile firms imply a broad use of ability-, motivation- and opportunity-enhancing practices and a high degree of HRM process centralization, while traditional firms adopt more diverse HRM architectures.

Originality/value

Based on this study’s results, the authors stress the importance of ensuring a good fit between a company’s project management approach and HRM architecture. The revealed configurations may also provide guidance for practitioners on designing effective HRM architectures in project-based organizations.

Details

International Journal of Organizational Analysis, vol. 28 no. 5
Type: Research Article
ISSN: 1934-8835

Keywords

To view the access options for this content please click here
Article

Shivam Gupta, Sameer Kumar, Shampy Kamboj, Bharat Bhushan and Zongwei Luo

This paper aims to examine the link between information systems (IS) agility, HR performance management systems and job satisfaction using organizational information…

Abstract

Purpose

This paper aims to examine the link between information systems (IS) agility, HR performance management systems and job satisfaction using organizational information processing theory. The objective of this study answers the following questions: How does use of different IS agility impact HR systems and job satisfaction? What are the connecting pathways by which IS agility affects HR systems and job satisfaction?

Design/methodology/approach

The authors developed a theoretical framework based on the organizational information processing theory and collected primary data through an online-based questionnaire. Following these procedures, the authors analyzed the data using structural equation modeling (SEM).

Findings

SEM analysis of the data from 150 respondents supports the organizational information processing theory. The authors proposed eight hypotheses, and only one was rejected.

Research limitations/implications

The data were collected from South Africa only, which is an emerging economy, and these cross-sectional data were gathered from the perspectives of the respondents.

Originality/value

The present paper empirically tests the conceptual model through the lens of organizational information processing theory.

Details

Journal of Knowledge Management, vol. 23 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article

Marcel F. van Assen

Agile manufacturing is largely dependent on the capabilities of its people to learn and evolve with change. However, while agile manufacturing uses e‐commerce enabled…

Abstract

Agile manufacturing is largely dependent on the capabilities of its people to learn and evolve with change. However, while agile manufacturing uses e‐commerce enabled technology in a decentralized organizational setting, it remains unclear how these individual capabilities should be linked to other organizational resources to create an agile organization. Another important modern management research perspective is the internal resource‐based perspective, resulting in a phenomenon called competence‐based competition with renewed attention for competence management. Competence management comprises the management, building, leveraging and deployment of strategic and operational competencies, the causal relationships and linkages between them, and the way competencies are embedded in organizational and individual resources. In this paper, we explore the relation between agile management and time‐based competence management, and study its adoption in small batch discrete parts manufacturing environments with the help of a coarse fact‐finding survey research.

Details

International Journal of Agile Management Systems, vol. 2 no. 2
Type: Research Article
ISSN: 1465-4652

Keywords

Content available
Article

Alexander Kristiansen and Roger Schweizer

This paper aims to contribute to the multinational company (MNC) literature by studying the diffusion of a management idea within an MNC and its interaction with the MNC’s…

Abstract

Purpose

This paper aims to contribute to the multinational company (MNC) literature by studying the diffusion of a management idea within an MNC and its interaction with the MNC’s corporate immune system (CIS).

Design/methodology/approach

The qualitative single case study draws on evidence of how a management idea augments within an MNC and changes its development practice.

Findings

The study identifies four phases of the diffusion process and presents the interaction between the management idea and the CIS in each phase.

Practical implications

The more subsidiaries within an MNC that take the initiative to adopt a management idea, the harder will it become for the headquarters (HQ) to reject it. Thus, to ensure that changes in management practices are based on informed and, ideally, deliberate decisions, managers should critically evaluate management ideas immediately at inception.

Originality/value

The study breaks new ground by explaining how the CIS reacts to the diffusion of management ideas in MNCs.

Details

Review of International Business and Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-6014

Keywords

To view the access options for this content please click here
Article

Antonella Petrillo, Gianpaolo Di Bona, Antonio Forcina and Alessandro Silvestri

The purpose of this paper is to build a theoretic and practical framework, based on agile project management, to support the decision-making process in order to help…

Abstract

Purpose

The purpose of this paper is to build a theoretic and practical framework, based on agile project management, to support the decision-making process in order to help companies in optimizing the reengineering production processes and improve management costs.

Design/methodology/approach

This paper seeks to propose an agile Reengineering Performance Model (ARPM) for managing projects of reengineering of processes and applies it in a real case study concerning a water bottling plant.

Findings

The proposed model should serve as a valuable tool to facilitate a successful business process reengineering design in the project management and intends to assist companies as they operate projects of transferring and optimizing production lines. Thanks to the use of ARPM tools, it is easy to modify the evolution of the project, with the possibility of extending or enhancing the application if necessary.

Research limitations/implications

The main limits of the ARPM model are: it requires close collaboration among team; it is rather intense for developers; and it is necessary flexibility to change course as needed and to ensure delivery of the right product.

Practical implications

The main implications of the authors’ work for research and business are to propose a structured methodological approach, rigorous but simple, suitable to implement in any companies.

Originality/value

The novelty of the approach is to apply the agile approach not for software development but in a manufacturing company.

Details

Business Process Management Journal, vol. 24 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

To view the access options for this content please click here
Article

Silke Bambauer-Sachse and Thomas Helbling

Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on…

Abstract

Purpose

Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on customer satisfaction in the context of knowledge-intensive business services.

Design/methodology/approach

This study uses a survey examining the experiences of 361 customers with different outsourced software projects in Switzerland and a regression-based model to test the hypotheses.

Findings

The findings show that agile approaches can lead to higher customer satisfaction than plan-driven approaches, but the impact size is not as substantial as expected. The effect does not depend on the number of specification changes.

Practical implications

Managers must be aware that merely switching from a plan driven to an agile approach will not lead to substantial improvement in customer satisfaction. Satisfaction with the process is a more important driver of overall customer satisfaction than satisfaction with the service outcome. Thus, providers of knowledge-intensive services should train their employees in recognizing the importance of the cooperation process.

Originality/value

So far, the positive impact of agile methods is often only based on anecdotal evidence as well as on surveys examining the supplier perspective. This study provides support for the positive impact of agile methods on customer satisfaction, an important response variable from a marketing perspective, which has not been examined before in the context considered here.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

To view the access options for this content please click here
Article

Stephen Denning

Soon leaders in many top-down managed organization may face the necessity of undertaking a company-wide Agile transformation.First adopted by digital innovation teams, the…

Abstract

Purpose

Soon leaders in many top-down managed organization may face the necessity of undertaking a company-wide Agile transformation.First adopted by digital innovation teams, the Agile mindset is spreading to middle management operations and top level leadership initiatives in many established organizations.

Design/methodology/approach

A guide to the ten stages of implementing an Agile mindset and practices through out an organization are detailed.

Findings

For traditionally managed hierarchical organizations, the transformation will include radical shifts in power, attitudes, values, mindsets, ways of thinking and ways of interacting with stakeholders—customers, employee talent, shareholders and partners. The goal is to enable the organization to generate instant, frictionless, intimate, incremental, risk-free value at scale, and to gain the financial rewards that flow from that capability.In the race for such outcomes, rigidly hierarchical firms are at a disadvantage.

Practical implications

The idea of Agile itself will continue to evolve as it is adapted by the organization. The process is not a matter of crafting a plan and then rolling it out across the organization. It’s not a mechanical eight-step program. It requires continuously adapting the idea to the circumstances of the organization. As the organization and everyone in it adapts the Agile approach to their own context, each individual needs to own it.

Originality/value

This map of the Agile implementation process enables top management and Agile champions to envision how to prepare an organization to change to a customer-focused, business that operates with Strategic Agility.

Details

Strategy & Leadership, vol. 47 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

To view the access options for this content please click here

Abstract

Details

Management for Scientists
Type: Book
ISBN: 978-1-78769-203-9

To view the access options for this content please click here
Article

Francisco Loforte Ribeiro and Manuela Timóteo Fernandes

Agile methods have proven successful in increasing customer satisfaction and decreasing time and cost to market under uncertain conditions. Key characteristics of agile

Abstract

Purpose

Agile methods have proven successful in increasing customer satisfaction and decreasing time and cost to market under uncertain conditions. Key characteristics of agile methods are lean, flexibility and highly iterative development with a strong emphasis on stakeholder involvement. Today construction firms in general and small to medium‐sized enterprises (SMEs) in particular are surviving in a drastic competitive environment in which they are facing more and more challenges. Additional innovation is needed in the construction sector, with increased participation from more competitive SMEs. The main purpose of this paper is to present a model to prioritize available management systems to help SMEs address the challenge of today's market competition more effectively.

Design/methodology/approach

The research methodology used is that of interpretative case study and grounded theory based on a strong empirical foundation, on which new theoretical insight into knowledge management as an autonomous action is developed. The paper looks at ways by which SMEs are managed, based on the empirical data collected from 12 case studies. It presents the empirical findings drawn from the case studies. Finally, the adoption of agile methods is subjectively assessed as to its potential contribution for improving the business processes of small and medium construction firms.

Findings

It is assessed that agile methods offers considerable potential for application in construction SMEs and that there are significant hurdles to its adoption in the actual phase. Should these be overcome, agile methods offers benefits well beyond any individual company.

Practical implications

Construction firms need to be aware of the advantages of new management paradigms and practices. The analysis shows that SMEs in the construction sector have to internalize agile values into their business processes to reap the benefits of agile methods. It also reveals that existing practices show some kind of agile flavours.

Originality/value

Agile principles and methods are explored, including: philosophy, values, practices and benefits. The management approaches used by construction SMEs are analyzed and discussed. The paper presents recommendations and insights for enhancing the performance and efficiency of SMEs by adopting agile values in their business processes.

Details

Journal of Enterprise Information Management, vol. 23 no. 2
Type: Research Article
ISSN: 1741-0398

Keywords

To view the access options for this content please click here
Article

Teemu Lappi and Kirsi Aaltonen

Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support…

Abstract

Purpose

Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support for complex project success. The purpose of this paper is to: analyze the project governance practices of public sector organizations, illustrate what kind of impact these practices have on agile software projects and describe the tensions of agile project governance.

Design/methodology/approach

The research is based on qualitative research strategy and applies elaborative logic with analyses of three case projects in the Finnish public sector.

Findings

The findings of the research describe how project governance practices can be categorized into six dimensions: business case, contracting, controlling, steering, decision-making and capability building. The results illustrate how these practices either support or detract the performance of agile projects. The results also show that there are two interfaces to agile project that create most tensions to governance – the public sector and technology.

Originality/value

The study contributes to both project management and information and communication technology theories by combining technical aspects of agile methodologies with micro-level project governance practices. The study also adds original value to academics by introducing the new concept of “agile project governance.” The results of this study will allow public sector project organizations to design appropriate governance mechanisms for agile projects, and to identify the challenges and tensions that need to be considered and managed in the process.

Details

International Journal of Managing Projects in Business, vol. 10 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

1 – 10 of over 7000