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Digitalising cities requires new urban governance processes that account for rapidly changing environments and technological advances. In this context, agile development methods have become valuable, if not necessary. However, agile development contradicts public administration practices of risk aversion and long-term planning. The purpose of this study is to discuss practical avenues for navigating these two contradictions by adapting agile development to the needs of public sector organisations.

The authors review the collaborative elaboration of Dresden’s smart city strategy as a critical case study. Dresden’s smart city strategy was developed using agile development and quadruple-helix innovation. The year-long co-creation process involved stakeholders from various groups to conceive an integrated and sustainable vision for digitalisation-based urban development.

Despite the apparent contradictions, this study finds that key aspects of agile development are feasible for public sector innovation. Firstly, risks can be strategically managed and distributed among administration and non-administration stakeholders. Secondly, while delivering value through short iterative loops, adherence to formal processes remains possible. Informal feedback cycles can be harmoniously combined with official statements, allowing iterative progress.

The empirical material is based on a single case study and thus risks overemphasising the general applicability of the proposed methods.

This paper outlines practical steps to greater agility for public administration engaged in digitalising cities. The paper conceptualises a forward and lateral momentum for the agile development of a smart city strategy that aims to reconcile formal policymaking processes with short-term loops and risk aversion with experimental value creation. This approach balanced risks, created value and enhanced the strategy‘s alignment with strategic frameworks, ultimately promoting innovation in the public sector.

This paper proposes a novel, empirically grounded conceptualisation of implementing agile methods that explicitly recognises the peculiarities of public administrations. It conceptualises the orchestrated and pragmatic use of specific agile development methods to advance the digitalisation of cities.

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.

The purpose of this paper is to determine if companies in the modular and offsite construction (MOC) industry are agile or not and its level of application for agility principles, which allows for quick responses to the increasingly dynamic nature of industry environments.

This paper proposes an agility assessment framework for MOC that uses 48 assessment attributes organized into four categories: metrics, drivers, enablers and capabilities. A questionnaire approach was used to disseminate the framework globally in 19 countries and synthesize its relevance to the MOC industry. The questionnaire had 55 complete responses, majority of respondents work in managerial positions for MOC manufacturing facilities and onsite general contractors.

It was found that the lowest metric score for adapting to change was for cost since controlling cost would be difficult for any changes required after the design freeze stage. The top agility driver was found to be the need to respond to the wide variety of customer expectations, while the lowest driver was the existence of competing priorities. The top agility enabler was vendor partnership, which can be related to current postpandemic supply chain disruptions. Regarding technological capabilities, Europe and the USA acquired better scores compared to Asia, Latin America and Africa.

This study contributes to the MOC body of knowledge by creating an agility assessment tool for MOC firms to analyze their agile approach and environment, identifying the preliminary importance of agility assessment attributes and determining significant agile differences between the main MOC industry groups.

In the present article, the authors tackle the problem of IT documentation, which plays an important role in information technology (IT) project management.

They provide a simple tool based on five complementary views, which should be detailed by the project team using a classic source code management platform.

The proposed tool is open source and may be reused by any IT team in various project contexts and heterogeneous development methods.

This research provides an operational framework, which facilitates IT project management and documentation. The framework is open source and may be easily downloaded by any other IT team.

The purpose of this paper is to clarify the conceptual confusion in the extant literature about organizational agility and explore its role in different relationships in the context of digital transformation.

An integrative review of the relevant literature on agility was conducted. The literature on organizational agility and other variables in recent quantitative research was also examined to explore its role in different relationships.

Organizational agility is the ability to quickly respond and proactively embrace unanticipated changes in dynamic environments through effective resource reconfiguration and rapid decision-making. The role of organizational agility in achieving digital transformation has not been addressed from a holistic conceptual perspective. This paper addresses that gap and proposes that organizational agility is the underlying mechanism for an organization to fully use and engage its workforce, operation and network in the process of digital transformation.

This research is an integrative review of the existing literature on the concept of agility and its relationships. The next phase of research needed for theory building will be the operationalization of constructs.

Organizations should strive to strategically develop both the reactivity and proactivity sides of organizational agility in achieving digital transformation that involves fundamental changes at different levels of the organization.

This paper explores the role of organizational agility in digital transformation through an integrative review of the relevant literature.

The textile industry contributes 2 and 3% to the global and Indian Gross Domestic Product (GDP), respectively. India supplies a quarter of global cotton yarn. Yet, most yarn manufacturing companies use outdated methods and lack organisational skills and strategies. Improvement in processes in India could significantly help the industry worldwide.

The variables that influence the performance of the system were identified. Their interrelationships and impact were identified from the employees in the chosen case study, a yarn manufacturing industry. A System Dynamics (SD) approach was employed to study the benefits of implementing 5S lean strategies. The impact of each variable on various performance measures such as throughput, Work In Progress, processing time, waiting time, idle time, over-processing and scraps was analysed.

Improvement in outcomes reflected an enhanced adoption of leanness in the industry. The decision-makers can utilise this study to optimise the necessary parameters in the system and attain the desired productivity levels. Better resource management and reduced processing time helped increase the despatch rate by 9.735% and decrease the WIP by 23.01%. Time management helped to reduce the inventory, idle time and waiting time. Over-processing, defects and scraps were minimised, indicating a shift towards lean.

This study pioneers the use of SD simulation models for optimising yarn manufacturing using lean strategies. Improvement in performance measures by integrating these strategies opens avenues for future research using multiple approaches to address a problem.

Implementing 5S lean principles and simulations enhances productivity, reduces waste and optimises resource management for the yarn manufacturing industry. Decision-makers can employ simulation to witness the outcomes of their changes without investing cost and time and without associated implementation risks.

The use of a simulation model to witness the benefits of incorporating lean strategies in yarn production has not been explored. This approach could help the managers and policymakers understand their existing system's shortcomings and critical areas that require improvement.

Agile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in agile teams – however, how these (informal) emergent leaders can be identified in teams remains far from understood. The purpose of this research is to uncover techniques that enable top management to identify emergent agile leaders.

We approached six agile teams from four organizations. We employ social network analysis (SNA) and aggregation approaches to identify emergent agile leaders.

We approached six agile teams from four organizations. We employ SNA and aggregation approaches to identify emergent agile leaders.

Seven emergent leaders are identified using the SNA and aggregation approaches. The same leaders are also identified using the KeyPlayer algorithms. One emergent leader is identified from each of the five teams, for a total of five emergent leaders from the five teams. However, two emergent leaders are identified for the remaining sixth team.

Emergent leadership is a relatively new phenomenon where leaders emerge from within teams without having a formal leadership assigned role. A challenge remains as to how such leaders can be identified without any formal leadership status. We contribute by showing how network analysis and aggregation approaches are suitable for the identification of emergent leadership talent within teams. In addition, we help advance leadership research by describing the network behaviors of emergent leaders and offering a way forward to identify more than one emergent leader in a team. We also show some limitations of the approaches used and offer some useful insights.

This paper aims to examine the key challenges experienced and lessons learned when organizations undergo large-scale agile transformations and seeks to answer the question of how incumbent firms achieve agility at scale.

Building on a case study of a multinational corporation seeking to scale up agility, the authors combined 36 semistructured interviews with secondary data from the organization to analyze its transformation since the early planning period.

The results show how incumbent firms develop and successfully integrate agility-enhancing capabilities to sense, seize and transform in times of digital transformation and rapid change. The findings highlight how agility can be established initially at the divisional level, namely with a key accelerator in the form of a center of competence, and later prepared to be scaled up across the organization. Moreover, the authors abstract and organize the findings according to the dynamic capabilities framework and offer propositions of how companies can achieve organizational agility by scaling up agility from a divisional to an organizational level.

Along with in-depth insights into agile transformations, this article provides practitioners with guidance for developing agility-enhancing capabilities within incumbent organizations and creating, scaling and managing agility across them.

Examining the case of a multinational corporation's exceptional, pioneering effort to scale agility, this article addresses the strategic importance of agility and explains how organizational agility can serve incumbent firms in industries characterized by uncertainty and intense competition.

This study aims to examine the implementation of agile practices in Industry 4.0 to assess the financial performance measurements of manufacturing firms. It also investigates the relationship between supply chain performance and financial performance.

The study is based on an experimental research design by collecting data from 329 responses from key officials of manufacturing firms. The analyses are carried out to explore this modern concept with the help of the SPSS program, which is used to conduct a confirmatory factor and reliability analysis and Smart-partial least square (PLS) version 4.0 with structural equation modeling.

This research demonstrates the positive effect agile supply chain strategies in Industry 4.0 may have on manufacturing companies' financial performance as a whole. Everything throughout the supply chain in Industry 4.0, from the manufacturers to the end users, is taken into account as a potential performance booster. The values obtained from the model's study show that it is both dependable and effective, surpassing the threshold for such claims. The research is supported by factors like customer involvement (CUS), continuous improvement (CI), integration (INT), modularity (MOD), management style (MS) and supplier involvement (SI) but is undermined by factors including postponement (PPT).

According to the findings of the study, Industry 4.0 firms' financial performance and overall competitiveness are significantly improved when their supply chains are more agile. A more agile supply chain helps businesses to more rapidly adapt to shifts in consumer demand, shorten the amount of time it takes to produce a product, enhance product quality and boost customer happiness. As a consequence of this, there will be an increase in revenue, an improvement in profitability and continued sustainable growth.

There are literary works available on agile practices in various fields, but the current study outlines the need to understand how supply chains perform financially under the mediating effect of agile supply chains in Industry 4.0 which contribute most to the organization's success. The study will aid companies in understanding how agile practices will further the overall performance of the organization financially.

As the novel coronavirus 2019 (COVID-19) impacts the world, software practitioners are collaboratively working remotely from home. The pandemic has disrupted software practitioners’ productivity forcing changes to agile methodology adopted by software practitioners in software organizations. Therefore, this study aims to provide implication on the issues and recommendations for improving software practitioners’ productivity and also examine the impact of the COVID-19 pandemic on agile software development.

This paper adopts a narrative literature review to provide early assessment based on secondary data from the literature and available document reports from studies published from 2019 to 2022 to explore software practitioners’ productivity and agile software development during the working from home directive amidst the COVID-19 pandemic. A total of 60 sources which met the inclusion criteria were used to provide preliminary evidence grounded on secondary data from the literature. Descriptive analysis was used to provide qualitative findings from the literature.

Findings from this study present the significance of working from home directive on agile software development and software practitioners’ productivity. More importantly, findings from the secondary data shed light on software practitioners’ productivity adopting agile software development amidst the COVID-19 pandemic. Additionally, the findings present virtual collaborative platforms used by software practitioners, technical and social barriers of agile software development during the pandemic and recommendations for remote agile software development.

This study explores the significance of working from home directive on software practitioners’ productivity during COVID-19 pandemic and further investigates how are software practitioners’ productivity adopting agile software development practices amidst the COVID-19 pandemic. Besides, this study discusses the challenges software practitioners currently face and offers some strategies to bridge the gaps in agile software development to help software practitioners, system developers, software managers and software organizations adapt to the changes caused by the pandemic.