This study’s aim is to determine the consistency of student opinions regarding the importance of individual skills in three areas—people, practice, and perspective—with expert assessment. The study group consisted of five-year students accredited by IPMA Poland. The team of experts was comprised of recruiters, project management lecturers, assessors, and information technology (IT) industry project managers. Our research shows divergences in the approach to key competence that a project manager should have. This is understandable, given the specifics of the comparison. However, the analysis that has been conducted and presented will allow the curricula to be revised. The subsequent evaluation of curricula should address the changes in the labor market. Education should provide key competences, especially as modern project management requires a full spectrum of competences and approaches. Besides experience, project management is the most frequently pursued competence that is required in terms of staff recruitment criteria. The research resulting figures may be useful for recruiters, certification institutions, and universities.

PurposeThe aim of the article is to define the way of understanding of agile in enterprises, to verify the factors limiting agility implementation, as well as to understand what the expectations of enterprise management towards agile implementation are.Design/methodology/approachThe article uses both literature studies and empirical research. The research was conducted in 2019 in 152 companies located in Luxemburg, Croatia and Poland, which have implemented an agile approach to management.FindingsIn most of the surveyed organisations, agile is understood as a methodology for creating projects or applications. The most common barriers to implementing agile in the surveyed enterprises are culture too deeply rooted in traditional methodologies and the lack of funds to introduce transformations. Growth in productivity and competitiveness and reducing delivery time stand out among the most common expectations of the management of the surveyed enterprises.Originality/valueThe article is in line with the idea of analysing the key factors of a successful agile implementation, which can be a guideline for an enterprise to manage the adoption of agility. The article utilises original research tools, provides comparisons between countries and presents implications for practitioners and researchers.

The issue of project management methodologies has never be undertaken by academics in the context of their contribution to sustainability. There is the lack of understanding which Agile Project Management (APM) results and Agile value creation methods are in line with the assumptions of sustainability. The article fills this gap and presents the linkage between Agile project management and sustainability. The article presents both theoretical considerations as well as the results of empirical research that explains the relationship between APM and sustainability. As a result of multiple surveys, Guttman scales were developed, which showed the degree of Agile aspects' influence on sustainability, taking into account both the results of Agile implementation and the methods of value creation. Research revealed that improving the timeliness of deliveries, increase in productivity and improving the atmosphere in the organization as APM result is significant for sustainability. Value creation methods that most correspond with sustainability are design thinking and Agile rituals. The above provide certain practical and theoretical implications.

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PurposeThe purpose of the study was to detect trends in human resource management (HRM) research presented in journals during the 2000–2020 timeframe. The research question is: How are the interests of researchers changing in the field of HRM and which topics have gained popularity in recent years?Design/methodology/approachThe approach adopted in this study was designed to overcome all the limitations specific to the systematic literature reviews and bibliometric studies presented in the Introduction. The full texts of papers were analyzed. The text-mining tools detected first clusters and then trends, moreover, which limited the impact of a researcher's bias. The approach applied is consistent with the general rules of systematic literature reviews.FindingsThe article makes a threefold contribution to academic knowledge. First, it uses modern methodology to gather and synthesize HRM research topics. The proposed approach was designed to allow early detection of nascent, non-obvious trends in research, which will help researchers address topics of high value for both theory and practice. Second, the results of our study highlight shifts in focus in HRM over the past 19 years. Third, the article suggests further directions of research.Research limitations/implicationsIn this study, the approach designed to overcome the limitations of using systematic literature review was presented. The analysis was done on the basis of the full text of the articles and the categories were discovered directly from the articles rather than predetermined. The study's findings may, however, potentially be limited by the following issues. First, the eligibility criteria included only papers indexed in the Scopus and WoS database and excluded conference proceedings, book chapters, and non-English papers. Second, only full-text articles were included in the study, which could narrow down the research area. As a consequence, important information regarding the research presented in the excluded documents is potentially lost. Third, most of the papers in our database were published in the International Journal of Human Resource Management, and therefore such trends as “challenges for international HRM” can be considered significant (long-lasting). Another – the fourth – limitation of the study is the lack of estimation of the proportion between searches in HRM journals and articles published in other journals. Future research may overcome the above-presented limitations. Although the authors used valuable techniques such as TF-IDF and HDBSCAN, the fifth limitation is that, after trends were discovered, it was necessary to evaluate and interpret them. That could have induced researchers' bias even if – as in this study – researchers from different areas of experience were involved. Finally, this study covers the 2000–2020 timeframe. Since HRM is a rapidly developing field, in a few years from now academics will probably begin to move into exciting new research areas. As a consequence, it might be worthwhile conducting similar analyses to those presented in this study and compare their results.Originality/valueThe present study provides an analysis of HRM journals with the aim of establishing trends in HRM research. It makes contributions to the field by providing a more comprehensive and objective review than analyses resulting from systematic literature reviews. It fills the gap in literature studies on HRM with a novel research approach – a methodology based on full-text mining and a big data toolset. As a consequence, this study can be considered as providing an adequate reflection of all the articles published in journals strictly devoted to HRM issues and which may serve as an important source of reference for both researchers and practitioners. This study can help them identify the core journals focused on HRM research as well as topics which are of particular interest and importance.