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1 – 10 of over 6000Shekhar Rathor, Weidong Xia and Dinesh Batra
Agile principles have been widely used in software development team practice since the creation of the Agile Manifesto. Studies have examined variables related to agile principles…
Abstract
Purpose
Agile principles have been widely used in software development team practice since the creation of the Agile Manifesto. Studies have examined variables related to agile principles without systematically considering the relationships among key team, agile methodology, and process variables underlying the agile principles and how these variables jointly influence the achievement of software development agility. In this study, the authors tested a team/methodology–process–agility model that links team variables (team autonomy and team competence) and methodological variable (iterative development) to process variables (communication and collaborative decision-making), which are in turn linked to software development agility (ability to sense, respond and learn).
Design/methodology/approach
Survey data from one hundred and sixty software development professionals were analyzed using structural equation modeling methods.
Findings
The results support the team/methodology–process–agility model. Process variables (communication and collaborative decision-making) mediated the effects of team (autonomy and competence) and methodological (iterative development) variables on software development agility. In addition, team, methodology and process variables had different effects on the three dimensions of software development agility.
Originality/value
The results contribute to the literature on organizational IT management by establishing a team/methodology–process–agility model that can serve as a basis for developing a core theoretical foundation underlying agile principles and practices. The results also have practical implications for organizations in understanding and managing holistically the different roles that agile methodological, team and process factors play in achieving software development agility.
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Karl Werder and Alexander Maedche
Agile software development helps software producing organizations to respond to manifold challenges. While prior research focused on agility as a project or process phenomenon…
Abstract
Purpose
Agile software development helps software producing organizations to respond to manifold challenges. While prior research focused on agility as a project or process phenomenon, the authors suggest that agility is an emergent phenomenon on the team level. The paper aims to discuss this issue.
Design/methodology/approach
Using the theory of complex adaptive systems (CASs), the study captures the multiple influencing levels of software development teams (SDTs) and their interplay with self-organization and emergence. The authors investigate three agile SDTs in different contextual environments that participate with four or more different roles each.
Findings
The results suggest self-organization as a central process when understanding team agility. While contextual factors often provide restriction on self-organization, they can help the team to enhance its autonomy.
Research limitations/implications
The theoretical contributions result from the development and test of theory grounded propositions and the investigation of mature agile development teams.
Practical implications
The findings help practitioners to improve the cost-effectiveness ratio of their team’s operations.
Originality/value
The study provides empirical evidence for the emergence of team agility in agile SDTs. Using the lens of CAS, the study suggests the importance of the team’s autonomy.
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Wilert Puriwat and Danupol Hoonsopon
This study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally…
Abstract
Purpose
This study is to compare the impact of organizational agility and flexibility on performance of each type of product innovation (radical vs incremental innovation). Additionally, the moderating effect of technological turbulence on the relationship between the two types of organization is examined.
Design/methodology/approach
Based on gaps in the existing literature, the survey data are collected from managers who are in charge of developing new products in three industries: food and beverage, chemical and machinery (N = 431). Confirmatory factory analysis is used to verify measurement items and regression analysis is used to test hypotheses.
Findings
The results show that organizational agility increases performance in radical innovation both in a certain situation and an environment with technological turbulence. In contrast, the impact of organizational flexibility is limited to increasing performance in both radical and incremental innovation performance in a certain situation.
Originality/value
Our study extends the knowledge of organizational agility and flexibility in the domain of product innovation. Adaptation of organization to respond the technological turbulence will stimulate creativity of new product development teams to produce new useful ideas and transform these ideas to product innovation. The different types of organizing a new product development team to handle technological turbulence will provide different results in product innovation performance. In addition, the findings provide a recommendation on how the organization of a new product development team can improve performance in each type of product innovation under technological turbulence.
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Michael Jordan Bianchi, Edivandro Carlos Conforto and Daniel Capaldo Amaral
While agile methods have been adapted to different industries, agility depends on the alignment between the practices and project environment. Nevertheless, it is unlikely to find…
Abstract
Purpose
While agile methods have been adapted to different industries, agility depends on the alignment between the practices and project environment. Nevertheless, it is unlikely to find the best combination without a diagnosis of these variables. This paper proposes a project management agility diagnostic tool (PM/ADT), aimed at diagnosing the project environment, management practices and agility performance to find the right balance between them.
Design/methodology/approach
The tool was developed by combining multiple techniques during a three-year research program, including an extensive systematic literature review, exploratory case studies, a survey and three case studies involving 25 projects from information and communications technology, software development and technology-based companies.
Findings
The results indicate potential discrepancies between environmental factors, management practices and agility performance that affect project management in organizations, allowing the diagnosis and analysis of the situation for the development of better management solutions.
Research limitations/implications
The study reinforces the hypothesis that it may not be possible to adopt pure agile models or methods in most projects, except in specific cases, as with some projects in the software industry. This is in line with the hybrid models. However, further testing is needed with a larger sample of projects and organizations.
Practical implications
The tool can be useful to assess different types of projects from different industry sectors to improve the management process, allowing the development of agility beyond the software industry.
Originality/value
The article discusses agility beyond measurement, assessing the most appropriate environment for using practices from one approach or another.
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Suchitra Ajgaonkar, Netra Ganesh Neelam and Judith Wiemann
This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and…
Abstract
Purpose
This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management.
Design/methodology/approach
In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework.
Findings
The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company.
Originality/value
There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.
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Henry Mutebi, Moses Muhwezi and John C. Kigozi Munene
The purpose of this study was to establish whether self-organisation and its components matter for supply chain agility in the context of humanitarian relief operations in a…
Abstract
Purpose
The purpose of this study was to establish whether self-organisation and its components matter for supply chain agility in the context of humanitarian relief operations in a developing country, Uganda.
Design/methodology/approach
This study adopted a cross-sectional design to collect data from a sample of 101 humanitarian organisations (HOs) that deliver relief to Bidi-Bidi refugee settlement in Uganda.
Findings
Based on the findings, self-organisation explains 56% of the variance in supply chain agility.
Research limitations/implications
Since the study was cross-sectional, changes in the perception of the subject matter could not be established. Hence, a longitudinal approach was recommended for subsequent studies. Data was collected only from HOs that deliver relief services in Bidi-Bidi refugee settlement.
Practical implications
It is recommended that managers of HOs should ensure that their organisations have flexible, adaptive structures that can affect self-organisation during emergencies so as to increase the speed with which they respond to victims' needs.
Originality/value
This study generates significant empirical evidence on a less studied phenomenon in the humanitarian sector. It vividly highlights the effect of self-organisation on building supply chain agility.
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Aswathy Sreenivasan, M. Suresh and Juan Alfredo Tuesta Panduro
Resilience, the ability of start-ups to deal with anticipated instabilities and probable disruptions, is becoming an important success element during coronavirus disease 2019…
Abstract
Purpose
Resilience, the ability of start-ups to deal with anticipated instabilities and probable disruptions, is becoming an important success element during coronavirus disease 2019 (Covid-19). To survive in this pandemic situation, resilience is an important concept for start-ups. The present paper aims to “identify”, “analyse” and “categorize” the resilience factors for start-ups during the Covid-19 pandemic using total interpretive structural modelling (TISM).
Design/methodology/approach
The resilience elements of start-ups during Covid-19 were identified and shortlisted during the first phase, which included literature analysis and extensive interaction with experts. TISM was used in the second phase to investigate or to determine how the factors interplayed between the resilience factors of start-ups during Covid-19. The Matrice d'impacts Croises Multiplication Appliquee a un Classment (MICMAC) method is used to rank and categorize the factors. Closed-ended questionnaire with the scheduled interview was conducted to collect the data.
Findings
The first part of the study found ten resilience elements in total. The TISM digraph was constructed in the second step to show why one resilience component led to another. The MICMAC analysis divided these factors into four groups: autonomous, linkage, dependent and independent. These groups represented resilience variables based on their driving and dependent power, which assist executives and managers in proactively addressing them while using the TISM digraph as a guide.
Research limitations/implications
During the Covid-19 epidemic, this study focused primarily on resilience characteristics for Indian start-ups.
Practical implications
This study will help key stakeholders and scholars to better understand the elements that contribute to start-up's resilience.
Originality/value
The TISM method for start-up's resilience is suggested in this paper, which is a novel attempt in the field of resilience in this industry.
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Gianluca Riglietti, Mariachiara Piraina and Paolo Trucco
This paper investigates the relationships between the core elements of a BCM system and SCRES constituents, i.e. visibility, agility, flexibility, velocity and collaboration. An…
Abstract
Purpose
This paper investigates the relationships between the core elements of a BCM system and SCRES constituents, i.e. visibility, agility, flexibility, velocity and collaboration. An explorative multiple case studies methodology was adopted, consisting of organizations in the retail, manufacturing and humanitarian sectors that had to withstand the impact of the first wave of the COVID-19 pandemic (January to June 2020).
Design/methodology/approach
The paper adopts an interpretative approach to understand organizational behavior through observations. The source of data comes from in-depth interviews as well as the scrutiny of available official documents for triangulation. The unit of analysis is the organizations internal supply chain with a specific focus on their BCM system and SCM arrangements.
Findings
This paper shows how core BCM practices have a direct impact on supply chain resilience constituents. Specifically practices such as establishing a crisis management committee and risk assessments boost constituents such as agility and flexibility. This advances the theoretical discussion on supply chain resilience, while providing practical examples for organizations to build a response to pandemic incidents.
Originality/value
This paper validates the contribution of business continuity management to supply chain resilience, a concept that has mainly been linked to practices such as risk management. In this regard, this paper enriches the discussion. Secondly, the analysis explains how specific BCM practices worked during the first wave of the pandemic and how they were implemented, providing a clear path for supply chain resilience.
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Iwan Iwut Tritoasmoro, Udisubakti Ciptomulyono, Wawan Dhewanto and Tatang Akhmad Taufik
This paper aims to investigate the effect of business incubation metrics based on an adaptation of the lean start-up (LS) framework on start-up survival after incubation. This…
Abstract
Purpose
This paper aims to investigate the effect of business incubation metrics based on an adaptation of the lean start-up (LS) framework on start-up survival after incubation. This study also analyzes the obstacles in implementing the LS framework as incubation metrics.
Design/methodology/approach
This study uses mixed methods. Quantitative research using multiple linear regression was applied to the data of 30 start-ups incubated at Bandung Techno Park for the 2014–2017 period and survival tracking data after the incubation. A qualitative approach to complete the explanatory work was conducted through in-depth interviews with 12 respondents, including start-up graduates from the incubation program, program managers and mentors.
Findings
This study confirms that several LS incubation metrics significantly affect start-up sustainability after incubation. In addition, this study also explains several problems in applying the LS discipline that needs attention to increase incubation success.
Research limitations/implications
Research was conducted only at one technology business incubator (TBI) model that focuses on digital start-ups in the emerging ecosystem. Research results can be biased in different situations and ecosystems.
Practical implications
The explanation of the relationship of LS-based incubation metrics to the survival of start-ups, as well as the challenges of their implementation, can be a reference for TBI management to consider and prioritize intervention strategies, thereby improving TBI’s business processes and increasing the success rate of incubated start-ups.
Social implications
The creation of university start-ups and spin-offs has become a key performance indicator mandatory for technology universities in Indonesia. The existence of TBI institutions in universities as channels of technology commercialization is essential. The incubator’s success in creating a new technology-based company will have a significant social impact on the surrounding environment.
Originality/value
Although the LS method is popular in start-up communities and among practitioners, it is rarely used in the incubation process at universities. These results can be considered for university TBIs to explore LS as an incubation management tool to increase the success rate of incubated start-ups.
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Perinbanathan Vasanthan and M. Suresh
The purpose of this paper is to develop a framework to manage the strategy to counter disruptive innovation by identifying stronger attributes and key strategic areas for…
Abstract
Purpose
The purpose of this paper is to develop a framework to manage the strategy to counter disruptive innovation by identifying stronger attributes and key strategic areas for improvements in an engineering services context with less freedom to orchestrate product innovation. The authors also validate the combined use of multi-grade fuzzy, Importance-Performance Analysis (IPA) and gap analysis in developing the strategy to mitigate turbulence.
Design/methodology/approach
The paper presents a framework using a combination of Dynamic Capabilities and Organizational Agility to develop the strategy. The study uses data gathered from a 60-member engineering project team working on an Aircraft Engine Controller design to identify 50 attributes and the related importance and performance ratings. The research study is designed using a three-tier approach. First, multi-grade fuzzy is utilized to measure the overall firm response agility index. In the second step, the IPA is used to analyze the strength and weaknesses of the firm and to identify the attributes where the firm needs to focus. In the past step, gap analysis is used to prioritize the identified attributes. The findings are validated by panel discussions with a different group of experts from the project team and action points were arrived at.
Findings
This research work finds that the firms’ response agility index of 6.97 is comparable to that of the Original Equipment Manufacturers (OEMs) from previous literature, but still needs a better agility score to effectively counter turbulence from disruptive innovations. It also identifies seven key areas for improvement and their relative priority to effectively improve the response agility by utilizing the least number of resources, the reasons for the gap and the mitigation strategy to close the gap. The findings highlight a few key differences between an engineering services firm in comparison to OEMs and Software Services firms.
Practical implications
The findings help the practitioners with a comparative agility score of an engineering services firm, and an effective way of measuring agility, identify key focus areas and prioritize the actions using a simple set of data that could be collected regularly to keep track of the improvements. The provided strategic framework to improve the agility score can be used for continuous improvement.
Originality/value
This paper contributes to the existing literature by developing a framework for outsourcing services companies to cope with the turbulence by using dynamic capabilities and organizational agility. It also adds to the literature by extending the validity of IPA and gap analysis in making strategic decisions in an industrial set-up.
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