Scaling Agile Research Articles

Effect of authentic leadership on work readiness: the mediating role of nurses’ agility

BackgroundThe dynamic and demanding nature of healthcare environments necessitates that nurses not only possess clinical proficiency but also exhibit high levels of work readiness to adapt swiftly to changes. Authentic leadership has been recognized as a critical factor influencing various organizational outcomes.AimInvestigating the mediating role of nurses’ agility in the relation between authentic leadership and nurses’ work readiness.Design and methodA correlational analytical research design was utilized following STROBE guidelines, and data were collected from 249 nurses at a hospital affiliated with Beni-Suef University, Egypt. Instruments included authentic leadership Questionnaire, work readiness scale, and workforce agility scale. Data was collected from the beginning of March to the end of April 2024.ResultsThe findings indicate that authentic leadership was notably strong regarding morality/ethics dimension (mean score: 15.81), and nurses demonstrated relatively high agility levels, particularly in proactivity (mean score: 29.16). Organizational acumen scored highest in work readiness dimensions (mean score: 53.94). Nurses’ overall scores for study variables ranged from 72 to 80% of the maximum, with agility scoring highest (mean score: 85.77). Significant positive correlations were found between variables, especially between nurses’ agility and authentic leadership (r = 0.362).ConclusionPath analysis reveals nurses’ agility as a paramount mediator between authentic leadership and nurses’ work readiness, indicating its vital role in transmitting the positive effects of authentic leadership. Practical implications include establishing authentic leadership programs that foster nurses’ agility especially proactive behaviors. That in turn improve nurses’ readiness for various work responsibilities.

Approaches for Hybrid Scaling of Agile in the IT Industry: A Systematic Literature Review and Research Agenda

Agile methodologies, initially designed for the project level, face challenges when applied at enterprise levels where complex projects and diverse stakeholders are involved. To meet this challenge, several large-scale agile methodologies have been proposed. However, these approaches are not flexible enough or tailored to the needs of organizations, projects, and their teams. It is in this context that hybrid methodologies have emerged. This study aims to conduct a systematic literature review to trace the evolution of hybrid scaling of agile and characterize different approaches to implement it. This study starts by assessing 1509 studies through the use of the PRISMA 2020 framework and identifies 38 relevant studies in this field. The findings indicate that the majority of studies are from 2021 onwards and that qualitative methodologies supported by case studies predominate, making it possible to characterize tailoring processes in these organizations. Moreover, the implementation of hybrid scaling of agile is supported by the paradigm of ambidextrous strategy, a combination of agile with traditional project management methodologies, and continuous improvements. This study contributes insights into navigating the complexities of agile scaling, offering practical guidance for organizations seeking to optimize their project management practices.

Do Agile scaling approaches make a difference? an empirical comparison of team effectiveness across popular scaling approaches

With the prevalent use of Agile methodologies, organizations are grappling with the challenge of scaling development across numerous teams. This has led to the emergence of diverse scaling strategies, from complex ones such as “SAFe", to more simplified methods e.g., “LeSS", with some organizations devising their unique approaches. While there have been multiple studies exploring the organizational challenges associated with different scaling approaches, so far, no one has compared these strategies based on empirical data derived from a uniform measure. This makes it hard to draw robust conclusions about how different scaling approaches affect Agile team effectiveness. Thus, the objective of this study is to assess the effectiveness of Agile teams across various scaling approaches, including “SAFe", “LeSS", “Scrum of Scrums", and custom methods, as well as those not using scaling. This study focuses initially on responsiveness, stakeholder concern, continuous improvement, team autonomy, management approach, and overall team effectiveness, followed by an evaluation based on stakeholder satisfaction regarding value, responsiveness, and release frequency. To achieve this, we performed a comprehensive survey involving 15,078 members of 4,013 Agile teams to measure their effectiveness, combined with satisfaction surveys from 1,841 stakeholders of 529 of those teams. We conducted a series of inferential statistical analyses, including Analysis of Variance and multiple linear regression, to identify any significant differences, while controlling for team experience and organizational size. The findings of the study revealed some significant differences, but their magnitude and effect size were considered too negligible to have practical significance. In conclusion, the choice of Agile scaling strategy does not markedly influence team effectiveness, and organizations are advised to choose a method that best aligns with their previous experiences with Agile, organizational culture, and management style.

Agile tailoring in distributed large-scale environments using agile frameworks: A Systematic Literature Review

With the increasing adoption of agile methodologies in distributed software development teams, there is a need to adapt these practices for large-scale environments. However, the lack of specific guidance can make this process difficult. To evaluate how large-scale agile distributed teams adapt their practices to meet their specific contexts, this study launches a Systematic Literature Review (SLR). The SLR presents adaptations of agile methodologies in distributed software development teams operating in large-scale environments. With the growing popularity of agile methodologies, there is an increasing need to adapt them to suit the specific needs of distributed teams operating in large-scale contexts. The review identified 96 adapted practices from five agile frameworks (Scrum, Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), the Spotify model, and Disciplined Agile Delivery (DAD)) used in various case studies between 2007 and 2021. Scrum was the most commonly adapted framework with 32 customized practices, followed by SAFe (25), LeSS (17), the Spotify model (13), and DAD (9). The review provides insights into how these practices have been tailored to meet the needs of distributed teams in large-scale contexts. The findings can guide organizations in adapting agile practices to their specific contexts.

LARGE SCALING AGILE IN AN ORGANIZATION: THEORETICAL FOUNDATIONS AND RESEARCH DIRECTIONS

The paper presents an analysis of scientific articles on scaling Agile in an organization. The purpose of the study is to identify and analyze the main research directions in the field of scaling Agile in management, as well as to determine the area of future research. The analysis conducted in the paper is based on publications in the leading academic journals from 2011 to 2022. Modern science defines Agile as a set of management approaches and as a philosophy and mindset. The study identifies the four main areas of research on managerial aspects of scaling Agile: (1) scaling Agile in the context of digital transformation, (2) features of scaling Agile process, (3) success factors of scaling Agile, (4) Agile culture and characteristics of project teams. In general, the experience of scaling Agile is positively evaluated. However, organizations frequently face implementation problems, mainly because of culture. For this reason, cultural aspect of Agile scaling is mentioned in each of the four highlighted research areas. The results of the study show that Agile values and Agile mindset adopted in organizations are vital for changing culture and, consequently, for scaling Agile. Additionally, the analysis confirms that there is no universal approach to Agile scaling, and sometimes organizations are limited to adopting Agile in several project teams. The findings lay the foundation for future research on scaling Agile in management.

Redefining business intelligence agility: integrating the human-centred dimensions and developing a new measurement scale

ABSTRACT Business Intelligence (BI) has become essential in dynamic organisational environments, and there is consensus that BI must evolve with changing requirements to support key organisational agility capabilities – sense and response. However, there is a critical ambiguity in conceptualising and measuring BI agility, particularly regarding the importance of human-centred factors. This ambiguity results in organisational challenges in enhancing BI agility and a lack of studies evaluating its impact on traits like organisational agility. Therefore, our study redefines the concept of BI agility and introduces a revised BI agility scale, integrating human-centred aspects with technological factors, and challenging the prevailing notion that BI agility is primarily a technological feature. Using a mixed-methods approach, beginning with an extensive literature review and followed by in-depth interviews with BI practitioners, we identified key BI agility dimensions and developed corresponding scale items. Our findings present a new instrument for assessing BI agility, offering insights for further research and strategies to enhance BI agility in organisations.

Intelligent Learning-Based Methods for Determining the Ideal Team Size in Agile Practices.

One of the significant challenges in scaling agile software development is organizing software development teams to ensure effective communication among members while equipping them with the capabilities to deliver business value independently. A formal approach to address this challenge involves modeling it as an optimization problem: given a professional staff, how can they be organized to optimize the number of communication channels, considering both intra-team and inter-team channels? In this article, we propose applying a set of bio-inspired algorithms to solve this problem. We introduce an enhancement that incorporates ensemble learning into the resolution process to achieve nearly optimal results. Ensemble learning integrates multiple machine-learning strategies with diverse characteristics to boost optimizer performance. Furthermore, the studied metaheuristics offer an excellent opportunity to explore their linear convergence, contingent on the exploration and exploitation phases. The results produce more precise definitions for team sizes, aligning with industry standards. Our approach demonstrates superior performance compared to the traditional versions of these algorithms.

The Impact of Psychological Empowerment on Workforce Agility in Organization X

This study aims to determine the effect of psychological empowerment on labour agility in the State Civil Apparatus at Agency X. This questionnaire is based on the Labour Agility Scale and Psychological Empowerment Scale measures. The results of the regression test showed that psychological empowerment has a significant influence on workplace agility, with a large effect size of 56.2%. In addition, the descriptions of both variables, psychological empowerment and workforce agility, are categorised as moderate. The findings of this study are in line with previous research on the impact of psychological empowerment on employees of public and private sector companies in the manufacturing and services sectors in India.

Challenges of scaling agile in large enterprises and implications for project management

PurposeThis 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.Design/methodology/approachThe 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.FindingsAs 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.Research limitations/implicationsThe 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.Practical implicationsThese 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.Originality/valueThe 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.

Driving Organizational Effectiveness: Implementing Safe Agile Framework for Team Alignment in Large Organisations

Implementing the Scaled Agile Framework (SAFe) in large organizations is crucial for achieving organizational effectiveness, especially as they expand globally. The SAFe framework, initially designed for software development, has evolved to cater to diverse industries like health, manufacturing, engineering, and financial services. The study elaborates the significance of implementing SAFe agile framework for team alignment in large organisations. SAFe operates at four levels: Team, Program, Large Solution, and Portfolio. Efficient collaboration, communication, and coordination, the three Cs of SAFe Agile, are essential for synergy across these levels. To practically implement SAFe and achieve team alignment, organizations should follow ten SAFe principles. These principles include taking an economic view, applying systems thinking, assuming variability, building incrementally with fast learning cycles, basing milestones on objective evaluation, ensuring uninterrupted value flow, applying cadence, unlocking intrinsic motivation, embracing decentralized decision-making, and organizing around value. Balancing bottom-up and top-down approaches through a middle-out method ensures effective SAFe implementation. This approach combines the strengths of methods, fostering cross-functional collaboration and effective communication channels from teams to the portfolio level. In conclusion, large-scale businesses may enhance organizational success through the transformational process of applying the SAFe framework for team alignment, which improves alignment, cooperation, efficiency, flexibility, and continuous improvement.

Exploring the Differences in Innovative Work Behavior and Workforce Agility Between Korean and Indonesian Employees: A Cross-cultural Study in a South Korea FDI Company

The expansion of South Korean foreign direct investment companies in Indonesia has led to the possibility of cultural challenges arising among workers in multinational corporations. Additionally, there are notable differences in the innovation and agility indexes of Indonesia and South Korea in 2022. These disparities in performance may perpetuate stereotypes that suggest that innovation and agility are unique qualities exhibited by employees from each respective country. The objective of this study is to investigate whether there exist variations in the innovative work behavior and workforce agility of Indonesian and South Korean employees who work in the same organization as part of cross-cultural research. The theoretical framework for this research is Hofstede’s cultural dimensions theory, specifically the dimensions of long-term orientation and Stereotype Threat Theory, which are used to explain the phenomenon. This study used a quantitative approach and had 30 participants who worked at a South Korean FDI company. The participants were chosen through convenience sampling. The research tools included the innovative work behavior scale and the workforce agility scale. Data were analyzed using the Mann–Whitney U-Test and descriptive analysis. Based on the research findings, it appears that employees from different cultural backgrounds working in the same organization do not exhibit significant differences in terms of their innovative work behavior and workforce agility. This was observed in a case study conducted at a South Korean FDI company located in East Java.
 Keywords: Indonesia, innovative work behavior, South Korea, workforce agility

Exploratory analysis on learning behaviours that favour job crafting

PurposeThe purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between learning agility and job crafting, the influence between them, and how this relationship is built to improve performance and adaptability. For this purpose, the research has analysed which behaviours obtain the highest scores in both scales (job crafting and learning agility), designing the tool which allows Human Resources (HR) professionals an efficient identification and development behaviours to get the versatile talent that companies and professionals of the future need.Design/methodology/approachUsing the questionnaire that has integrated the learning agility scale and the Spanish job crafting scale. Data were collected from a sample of business professionals in Spain. Factor analysis and hierarchical cluster analysis were used, using a classificatory variable with the 126 valid responses obtained.FindingsIn an ever-changing environment, continuous employee adaptation to his/her role within a company is a critical factor for its survival. However, there is a paucity of large-scale empirical research on which behaviours employees have to develop to increase their adaptative skills. Drawing on the outcome of extant literature, the authors identify learning agility as the construct that firms have to encourage in their employees to impact job crafting. The contribution of the paper is twofold: (1) the authors empirically explored the association and the effects of learning agility and its factor on the development of job crafting. Results demonstrated the association between the two constructs; further, higher scores in both learning agility and job crafting predict increased employability, and higher scores in job crafting are associated with higher scores in change agility; (2) this study provides a multidimensional instrument that provides HR departments with the key behaviours to recruit in order to develop talent to prepare employees to face future challenges, ensuring the right performance and sustainable impact in the environment.Research limitations/implicationsA limitation of this study is that it is done exclusively within Spanish companies, even though from different industries and with different characteristics. Therefore, future research is necessary and should be conducted in other countries in similar industries to explore the empirical findings from this study in additional contexts.Practical implicationsThis research has found a tool that might allow HR departments to measure what level of job crafting and learning agility their employees have and to identify what key behaviours they need to focus on in the recruitment or in their internal strategic HR action plan to overcome any future challenges in their organization.Social implicationsIn a scenario where artificial intelligence is modifying the professional landscape, generating uncertainty about which skills are best to develop, the results are a guide for enterprises as to where to focus plans for learning and training, as well as for business schools regarding the content provided in training programs.Originality/valueThe authors advance the literature by providing a theoretical base for understanding the relationship between job crafting and learning agility. This article offers some practical managerial recommendations that help the human resources department focus on behaviours that allow talent to be identified and recruited to ensure an effective organization.

COMPREHENSIVE REVIEW OF AGILE METHODOLOGIES IN PROJECT MANAGEMENT

This comprehensive review paper delves into the application and impact of Agile methodologies in the realm of project management. Agile methodologies, initially rooted in software development, have gained widespread acceptance across various industries due to their flexibility, adaptability, and customer-centric approach. The primary objective of this review is to synthesize the current body of knowledge on Agile methodologies, highlighting their evolution, principles, and diverse applications in project management. The methodology of this review involves a systematic analysis of existing literature, encompassing peer-reviewed journals, industry reports, and case studies. This approach ensures a holistic understanding of Agile methodologies, encompassing both theoretical frameworks and practical implementations. The review categorizes Agile methodologies, such as Scrum, Kanban, and Lean, and examines their unique features and contexts of application. Key findings indicate that agile methodologies significantly enhance project performance, particularly in dynamic and uncertain environments. They foster greater collaboration, continuous improvement, and customer satisfaction. However, challenges such as resistance to change, lack of skilled personnel, and difficulties in scaling Agile practices are also identified. The review concludes that while Agile methodologies offer substantial benefits in project management, their successful implementation requires a cultural shift within organizations, adequate training, and a nuanced understanding of when and how to apply these methodologies. Future research directions include exploring the integration of Agile with traditional project management approaches and its impact on organizational performance in various sectors.
 Keywords: Agile Methodologies, Project Management, Industry Adaptation, Scalability, Technological Advancements, Global Economic Shifts, Artificial Intelligence (AI).

Peran Learning Agility untuk Meningkatkan Perilaku Kolaborasi Pegawai Generasi Milenial di Pemerintahan Kota Padang

An employee nowadays is required to be able to adapt quickly to every job given, and to be able to learn from existing experience in order to compete with other workers. This research aims to determine the role of learning agility in improving the collaborative behavior of millennial generation employees in the Padang City Government. The independent variable in this research is learning agility and the dependent variable is collaboration behavior. The measuring instruments used in this research are the Learning Agility scale and the collaboration behavior scale. The sampling technique in this research is purposive sampling, namely sampling using certain considerations according to the desired criteria to determine the number of samples to be studied. The sample for this research was 266 employees in the Padang City Government. Validity and reliability testing in this research used the Cronbach Alpha technique. The results of the validity coefficient on the learning agility scale with corrected item-total correlation values ​​range from 0.316 up to 0.646, while the reliability coefficient is 0.831. The results of the validity coefficient on the Collaboration Behavior scale with corrected item-total correlation values ​​range from 0.302 up to 0.749, while the reliability coefficient is 0.853. Based on data analysis, the calculated t value of 17.309 is greater than the t table, which is 1.660. So it can be seen that the significance value is 0.001 < 0.05, which means the hypothesis is accepted. This illustrates that learning agility has a significant effect on collaborative behavior. So it can be explained that H1 states that learning agility has a positive effect on collaborative behavior. The effective contribution of the learning agility variable to collaboration behaviour variable is 53%.

Psychometric Properties of the Workforce Agility Scale

Psychometric Properties of the Workforce Agility Scale

ÇALIŞANLARIN VİZYONER LİDERLİK ALGILARININ ÖRGÜTSEL ÇEVİKLİK ÜZERİNDEKİ ETKİSİNİN YAPISAL EŞİTLİK MODELİ İLE İNCELENMESI: HAVACILIK SEKTÖRÜ ÜZERİNE BİR ARAŞTIRMA

Visionary leaders are leaders who shape the future in the direction of their goals and realize their attitudes and actions in this direction. In this situation visionary leaders struggle to obtain positive outputs from the internal and external environment of the organization, especially in a framework required by continuous change, which is a necessity of the time. One of these positive outcomes is organizational agility. The aim of this study is to illuminate the effect of visionary leadership behavior, one of the modern leadership theories that emerged together with the necessities of the time, on organizational agility. The research was performed on 308 non-managerial white-collar employees working in aircraft leasing companies operating within the structure of general aviation organizations throughout Turkey. Questionnaires were conducted by face-to-face interview method. In the study firstly, the “Visionary Leadership Scale” measured by Sashkin (1996) and transformed into Turkish scale by Tanrıbil (2015), and also, “Organizational Agility Scale” measured by Sharifi and Zhang (1999) and transformed into Turkish scale by Akkaya and Tabak (2018) were used. Analysis results were created using SPSS 23 and Amos 24 applications. In this context in the study, frequency analysis, factor analysis, and reliability analysis, descriptive statistics, and correlation analysis were applied. Additionally, Structural Equation Models (SEMs) analysis was used to test the confirmatory factor analysis, goodness of fit values and coefficients values related to the variables. The research findings showed that visionary leadership and organizational agility has a positive and significant relationship. In addition, a partial effect of visionary leadership on organizational agility was found. Regarding the sub-dimensions, it was determined that communication and risk have effects on flexibility; communication, risk, respect, and focus have effects on response; reliability, respect, and focus have effects on competence; and risk and focus have effects on speed.

The Relationship Between Executive Function with Learning Agility in Police Officers

Background: Learning agility is the willingness to learn from experiences and apply those learnings to new situations. Agile knowledge profoundly impacts performance, so several companies are incorporating it into their learning strategy. In comparison, cognitive processes and behaviors indicate learning agility. Learning agility has been used in many companies as an essential consideration for selecting high-potential talent. The study aims: This study aimed to determine the relationship between executive function and learning agility in police officers. Method: The research method used is a correlational quantitative method with Spearman as a data analysis technique. The research participants are 107 police officers. Data collection on learning agility uses a learning agility scale (17 items, α=0,922), and executive function uses a neuropsychological test tool. Result: Based on the results of the analysis test between executive function and learning agility on police officers with the Digit Span Backwards, Stroop Test, Trail Making Test A & B, Ruff's Five-point test, and the Verbal Fluency Test shows that there is no significant negative relationship between executive function and learning agility Conclusion: Based on the analysis of the data, it was found that there is an essential relationship between executive function and learning agility in police officers.

Factors influencing the change-supportive behavior: learning agility, perception of reasons and benefits for change

This study aimed at describing the influence of individual factors such as Learning Agility and the perception of reasons and benefits for change on change-supportive behavior. The study has also tested the effect of leadership position on learning agility and on change- supportive behaviors. The model was tested by a cross-section quantitative study in two corporations, with a sample of 324 employees. It used four instruments (learning agility scale, scales of reasons and benefits for change, and scale of behavioral responses to change) with evidence of validity, in addition to standard multiple regression analyses and structural equations to test the model. Results point out that reasons and benefits perceived for change and learning agility predict change-supportive behaviors, and also that leadership position predicts change-supportive behaviors.

Scaling Agile Company Wide: The Organizational Challenge of Combining Agile Scaling Frameworks and Enterprise Architecture in Service Companies

Scaling Agile Company Wide: The Organizational Challenge of Combining Agile Scaling Frameworks and Enterprise Architecture in Service Companies

How Large Scale Agile Can Operate Systems Engineering in the Future

ABSTRACTThe significant shift happening today towards more connected, more automated, and more autonomous systems is bringing software inside all systems, and at the same time agile practices. Our experience of large‐scale agile deployments in companies building or operating complex systems in automotive and aerospace shows that, whereas both approaches can easily coexist in isolated teams within the same company, major problems arise when coordinating them at the leadership level, where they are perceived as antagonist, and create misalignments, friction and quality issues. In this article, we propose to describe why it is important to make agile and systems engineering work together, how to do it, and how this impacts how we see value, systems, digital twins, and leadership. The following concepts of the FuSE agile roadmaps are addressed: ▪ Agility with long lead time components and dependencies ▪ Agility across organizations boundaries ▪ Orchestrating agile operations.