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Achieving continuous innovation performance still poses a major challenge to established companies as it requires high flexibility and adaptability in usually efficiently structured organisations. One way to tackle this challenge lies in establishing effective behaviours to successfully establish and apply innovation leadership mechanisms in an organisation. The emerging agile leadership style could provide such effective behaviours, as it addresses the demand for flexibility and adaptability on the organisational level. Despite these clear parallels research on the link between agile leadership and innovation leadership, and their possible combined contribution to drive continuous innovation performance is still in its infancy. Accordingly, the present study examines the behaviours of agile leaders to promote continuous innovation in established companies. It applies a discovery-driven research process of agile leaders to derive and categorise their behaviours. The subsequent comparison of the identified agile leadership behaviours with innovation leadership mechanisms from existing literature leads to eight specific, combined agile leadership principles within the three categories empowerment, performance enhancement, and support for continuous innovation. Eventually, this basis allows the conceptualisation of a first exploratory framework with the identified behaviours as possible enablers, and innovation leadership mechanisms as possible mediators for the continuous innovation performance, subject to test. These findings enhance existing theory by clarifying a possible link between agile leadership and continuous innovation. That way, practitioners can profit from concrete principles for agile leaders to inspire and enable continuous innovation in individuals and teams.

The present business environment of accelerated complexity, ambiguity, uncertainty and volatility seems not to be settling down soon. Today’s business world is consistently bombarded with turmoil and unprecedented change. This makes it very difficult for organisations to accurately predict possible future opportunities and threats. To overcome this scenario, organisations need to fully embrace and implement agility in their operations. However, for organisations to develop a considerable level of agility that corresponds to the current hypercompetitive and volatile environment, premium needs to be placed on agile leadership. Agile leaders are capable of setting the guiding principles, develop strategies and build mechanisms that will lead to smooth transition to organisational agility (OA). These leaders give directions on how to make organisations agile and ensure that there is a leadership culture that models and promotes a holistic agility in the organisation. The primary purpose of this chapter is to establish the position of agile leadership in determining OA. The study departs from previous studies by using empirical reviews to depict the significance of agile leadership and its key roles on OA. Specifically, the concept, evolution and characteristics of OA are explored, as well as its benefits and multidimensional nature are discussed. Furthermore, the chapter sheds light on agile leadership, levels of leadership agility and competencies of successful agile leaders. The chapter concludes that the leadership style suitable for OA is agile leadership. This calls for business investments in agile capacity building and development of frameworks suitable for agile leadership.

Nowadays, organizations have to resist the rising competition more effectively than their competitors and take a step closer to excellence in offering the product to customer demands. To do this, organizations need agile leaders in order to implement agility principles and practices. Especially in the health sector, health managers must be agile because of the specific characteristics of health services. From this view, this chapter aims to develop a theoretical agile leadership model in healthcare organizations. First, the authors define agile leadership and its sub-dimensions based on previous literature. Then, the antecedents and outcomes of agile leadership have been analyzed. “Drivers of agile leadership,” “organizational factors affecting agile leadership” and “individual factors affecting agile leadership” are identified as the antecedents of agile leadership. “Organizational outcomes” and “individual outcomes” are determined as the outcomes of agile leadership in the health sector.

This chapter explores the increasing use of Scrum, a project management framework used in software development, in libraries. This conceptual piece examines the advantages and disadvantages for a library profession to obtain training and professional certification for implementing Scrum.

Beginning with a brief literature review that surveys the use of Scrum and related frameworks in libraries, this chapter then provides a brief explanation of Scrum, the role of the ScrumMaster, and the certification process. An examination of the difficulties of project management in libraries leads to a discussion of the advantages of ScrumMaster certification for the library organization and the library professional, with caveats and alternatives.

Scrum offers lightweight methods to bring project management expertise to libraries lacking formal project management training. ScrumMaster certification is a quick and easy way to learn and implement the process, while offering professional advantages.

While the library literature has case studies of library professionals using Scrum and related Agile software development methodologies, this chapter looks at the ScrumMaster role in particular, the certification process, and the advantages for the organization and the professional.

Today humanity is facing a time period, in which the speed and rate of change in different fields are faced. The rapid and effective change in the technological, economic, military, social and cultural fields all over the world in recent years has had important results in many topics such as informatics, interactive communication, production, data production and sharing and forms of consumption and perception. Changes and developments at very high speeds and rates affect the personal life, social life and work life in a deep manner, especially after the 1980s, paving the way for many concepts such as globalization, Industry 4.0, digitalization, new economy, new world order and digital transformation age to be the leading variables in every field of social sciences.

Production, consumption and communication forms at the global level are becoming more and more in depth and predicting the future is becoming more and more difficult and valuable. Understanding, analyzing and predicting the future for national and international companies and organizations directly and indirectly affect all economic, military and political variables. At this point, competition stands out as one of the most critical concepts for survival and growth for profit-oriented companies.

Based on this, the topics and contents selected in this study were created to cover the field of management and strategy. Indeed, in this study, the concept of organizational agility is explored theoretically from a historical perspective on the concept of Industry 4.0 and especially emphasized the dimensions and components of agility used in today’s world.

Within the scope of this study, the aim is to define and present the general framework of the Industry 4.0 and agile firms, which aim to combine the conceptual and theoretical infrastructure with the implementation of the agile firms within the field. In this respect, the study defines the situation coming from the past together with the world of today in the relationship of the technological and economical dimensions of globalization with the digitalization and latest theoretical view for the agile firm’s structure and management. On the other hand; in this study, the possible effects of the recent COVID-19 pandemic crisis on the management of organizations are interpreted in the context of Industry 4.0 and agile companies. This aim will provide a foresight for the future periods, with the conclusions added with the theory of senism, which present the dominant value of the study.

To provide a primer on the major project management protocols and examples of how these protocols have been used to manage library projects.

The chapter presents a broad review of the literature on project management in general, and as it has been applied in library settings, including brief histories of each major methodology, its development, component elements, and examples of its use in libraries.

Many of the major project management protocols, such as Six Sigma, Agile, Lean, Scrum, and Waterfall, have been used successfully in library settings across a broad range of areas and project types.

As libraries continue to innovate and expand their services, the management of complex projects and processes has become commonplace. This chapter will serve as a primer on the major project management protocols, highlighting the ways in which they can be used in libraries, and to which types of library projects they have been successfully applied.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.