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This paper seeks to examine how expectations from business analytics (BA) by members of agile information systems development (ISD) teams affect their perceptions and continuous use of BA in ISD projects.

Data was collected from 153 respondents working in agile ISD projects and analysed using partial least squares structural equation modelling techniques (PLS-SEM).

Perceived usefulness and technological compatibility are the most salient factors that affect BA continuance intention in agile ISD projects. The proposed model explains 48.4% of the variance for BA continuance intention, 50.6% of the variance in satisfaction, 36.7% of the variance in perceived usefulness and 31.9% of the variance in technological compatibility.

First, this study advances understanding of the factors that affect the continuous use of BA in agile ISD projects; second, it contextualizes the expectation-confirmation model by integrating technological compatibility in the context of agile ISD projects.

This is the first study to investigate BA continuance intention from an employee perspective in the context of agile ISD projects.

Agile methods are increasingly being applied in the contexts of innovation beyond traditional information technology (IT) and physical product development projects, such as when process improvements are being implemented. Nevertheless, this phenomenon is still recent and little addressed in the literature, with few descriptions of empirical cases. This study aims to address this gap.

This multiple case study aims to present and discuss the application of Agile practices embedded in large companies’ innovation value chains, focusing on improvements of business processes. The following research question is pursued: How are large companies applying elements of Agile methods to their innovation processes when implementing incremental improvements in their operational processes? Based on the idea that the Agile-Stage-Gate model is an alternative to this challenge, this study investigates the application of this hybrid model in two large Brazilian companies by presenting their idiosyncrasies, lessons learned, adaptations, challenges and benefits.

Overall, it was observed that the experience with the application of the Agile-Stage-Gate model is positive for these companies, with better customer engagement, easier project control and increased productivity of the project team.

For those aiming to implement the Agile-Stage-Gate model, this paper identifies the main adaptations made in order to combine the purist approaches and critical success factors for its implementation.

The purpose of this study is to apply the concept of organizational ambidexterity as a conceptual lens to increase the understanding of tensions between exploitation (continuity) and exploration (change) in Agile software development (ASD) project teams, and particularly the balancing (ambidextrous) strategies utilized.

A conceptual framework was constructed from interdisciplinary sources on ambidexterity. A literature review of publications on ambidexterity in ASD was then performed, and the results from the selected publications were classified according to an extension of the conceptual framework.

Contextual ambidexterity in ASD is affected by the four basic coherent concepts: time, task, team and transition. The study found that most ambidextrous factors and strategies were task and team-related. In addition, a mixture of hard (performance) strategies and soft (social) strategies is needed in order for people/teams to (be able to) become ambidextrous.

To provide a better understanding of ASD, it is important to identify a broader set of ambidextrous factors and strategies that can impact ASD project teams. The expanded conceptual framework can serve as a basis for future empirical research and provide insights to practitioners on how to strengthen ambidexterity in ASD projects.

The contribution is of great importance for ASD research and practice, as ASD methods are a popular method for managing projects within ASD and in other nonsoftware organizations. In addition, as more and more organizations struggle to deal with rapidly changing environments, interest in the phenomena of paradoxical tensions and the strategy (ambidexterity) to deal with these tensions increase.

This paper aims to analyze the degree of contribution of the entrepreneurial orientation (EO) of organizations in the use of agile methods (AM) in project management.

A quantitative approach with the application of a survey with project professionals resulted in 206 valid answers. The data were analyzed using structural equation modeling and the method of partial least squares (PLS).

The results present empirical evidence of the significant contribution of EO in the use of AM in project management, confirming the main hypothesis of this study. This effect was not influenced by the control variables tested.

This study contributes to the development of research on AM and minimizes the literature gap on the connection between entrepreneurship and AM. The results are limited to the sample. Studies with broader samples and different segments are suggested, as well as the contribution of each dimension of the EO to AM.

Innovativeness, risk-taking, proactiveness, autonomy and competitive aggressiveness (EO dimensions) can contribute to the use of AM and guide actions to develop these behaviors, pursuing better adherence to agile values and the use of AM in project management.

The originality of this study regarding the connection between EO and AM lies on the presentation of a theoretical model of this relationship and reduces the gap in this research field. Given the degree of EO contribution in AM (19.7%), there are other factors that affect the use of AM in project management that should be investigated.

The aim of the study is to explore how the different combinations of traditional and agile project management (APM) enhance project success under different levels of teamwork quality.

The study used system approach, using cluster analysis, to examine the relationships between project success and traditional project management (TPM) and APM under different levels of teamwork quality. A cluster analysis approach provides a method to examine how the entire range of variables combine to improve project success.

The results of the study revealed three profiles of project managers’ differences in teamwork quality and type of project management used: pure agile, TPM leaning hybrid and APM (APM) leaning hybrid. The results found evidence that TPM leaning hybrid received the highest score in project success.

Organizations should develop teamwork skills to learn to use both TPM and APM so that specific risks presented by one approach use are compensated by the use of other. Finally, organizations should have good TPM practices before planning to implement agile practices.

The findings of this study suggest that TPM with high teamwork quality supported by APM can enhance project success. APM supported by TPM contributes to improved project success.

This study aims to create a better understanding of how practitioners implement and work Agile while balancing the tensions arising between stability and change.

A grounded theory approach was used to explore what happens in practice when software development teams implement and work Agile. The empirical data consists of twenty semi-structured interviews with practitioners working in fourteen different organizations and in six different Agile roles.

As a result, a substantive theory was presented of continuously balancing between stability and change in Agile teams. In addition, the study also proposes three guidelines that can help organizations about to change their way of working to Agile.

The inherent limitation of a grounded theory study is that a substantial theory can only explain the specific contexts explored in that study. Thus, this study's contribution is a substantial theory that needs to be further developed and improved.

The proposed guidelines can help organizations about to change their way of working to Agile. They can also assist organizations in switching from “doing Agile” to “being Agile”, thus becoming more successful.

The new perspective that this study contributes is the fact that our discovered categories show that several inherent processes are ongoing at the same time in order to balance the need to have both stability and change.

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 aims to understand how distributed agile teams (DATs), encouraged by globalisation, and recently accelerated by the COVID-19 outbreak, adopt agile practices to achieve project goals by working virtually.

This study developed a multiple-case study involving four companies undergoing several changes, especially during the COVID-19 pandemic. The authors collected data mainly through in-depth, face-to-face interviews with seven key informants. Moreover, this study operates data triangulation by referring to secondary data sources and developing a grounded theory data analysis.

The findings highlight three main categories associated with the DAT functioning, namely, “DATs’ implementation issues”, “elements supporting DATs’ implementation” and “outcomes of DATs’ implementation”, that show DATs’ primary triggers, critical aspects and supportive actions for team functioning.

This paper produced valuable theoretical knowledge of DATs’ dynamics within a socio-technical approach that distinguishes soft and hard variables supporting DAT implementation. Moreover, the evidence provides useful suggestions for managers about creating an objective-oriented virtual work environment based on DATs’ self-organisation, digitally shared leadership and occasional on-site socialisation.

This paper provides new and interesting insights that bring to evidence the main variables related to DATs’ adoption and dynamics, showing supporting activities that enhanced their operativity. It provides a valuable descriptive framework for academics and practitioners to understand DATs’ functioning better and take action to improve their implementation.

Based on the social exchange theory, the aim of the present study is to examine the effects, both direct and indirect (through sustainability-oriented innovative behaviors [SIBs]), of sustainable project leadership (SPL) on sustainable project performance (SPP). Project management approaches (PMAs) (traditional, hybrid and agile) were examined as conditional factors in the “SPL–SIBs” relationship.

The study employs structural equation modeling based on data collected from 197 software engineering project team members working in the financial industry in Poland.

The study revealed that SPL significantly, positively affected SPP. It also provided evidence for the significant mediating impact of SIBs in the relationship between SPL and SPP and the conditional effect of agile and hybrid PMAs on the “SPL–SIBs” relationship.

The novelty of this work lies in introducing sustainable leadership into project management research, proposing and testing a unique and complex research framework, designing valid scales for measuring SPL and SPP, and suggesting many theoretical and empirical implications.

Organizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?

The author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.

Project managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.

Future research should investigate other industries and other typologies of organizational culture.

The paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.

This study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.