Disciplined Autonomy and Innovation Effectiveness: The Role of Team Efficacy and Task Volatility

Kude, Thomas; Schmidt, Christoph; Mithas, Sunil; Heinzl, Armin

doi:10.5465/ambpp.2015.286

Cited by 9 publications

(11 citation statements)

References 15 publications

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“…Second, agile taskwork and agile teamwork were positively related to team efficacy. In line with previous studies (Kude et al, 2015;You, 2021), the present study also emphasizes the significance of the adoption of agile taskwork and agile teamwork for fostering team efficacy. This study shows that agile work practices encourage teams to work together more closely and communicate more effectively, enhancing a sense of shared confidence in the team's ability to progress towards their objectives.…”

Section: Discussionsupporting

confidence: 90%

“…Sprints are typically time-bound, with specific goals to be achieved within a set period. Sprints allow team members to focus on achieving clear, measurable objectives within a defined timeframe, which can increase their motivation and sense of achievement (Kude et al, 2015). As team members achieve their goals, they will likely feel a sense of confidence in their ability to perform their tasks effectively.…”

Section: Agile Work Practices and Team Efficacymentioning

confidence: 99%

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Agile work practices and team creativity: the mediating role of team efficacy

Uraon,

Bharati,

Sahu

et al. 2023

JOEPP

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PurposeThis study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.Design/methodology/approachThe data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.FindingsThe results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.Practical implicationsThis study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.Originality/valueThere is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.

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Section: Discussionsupporting

confidence: 90%

Section: Agile Work Practices and Team Efficacymentioning

confidence: 99%

Agile work practices and team creativity: the mediating role of team efficacy

Uraon,

Bharati,

Sahu

et al. 2023

JOEPP

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“…While many researchers focused on the structural aspect of IT, other researchers suggested that governing is a negotiated coordinating process that evolves over time, along with the governance structures [27]. Other researchers like Kude et al (2015) used the RBV to discuss how IT governance capabilities (structures, processes, relational mechanisms) lead to business synergies [28].…”

Section: It Governancementioning

confidence: 99%

Incorporating Stakeholder enfranchisement, Risks, Gains, and AI decisions in AI Governance Framework

Sidorova¹,

Saeed²

2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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The emergence of AI-enabled applications has drawn attention to the need for AI governance. This essay builds on organizational governance literature and proposes a framework for developing organizational governance structures. Following a call to incorporate all stakeholders in governance [1], the framework considers the interests of all organizational stakeholder groups. In addition, it delineates five types of AI-related organizational decisions, which have the potential to significantly impact stakeholder interests. Furthermore, the framework considers four distinct outcomes and byproducts of AI which may impact the distribution of stakeholder benefits and risks. These need to be specifically addressed by organizational AI governance structures. We contend that the details furnished by the framework pave the way for future research on AI governance, adaptation in an AI-driven organization, and AI-related legal framework development.

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“…11 T ata Group's corporate innovation program is a manifestation of "disciplined autonomy" that also informs its overall transformation efforts, which include business excellence and globalization. 3,7 The use of IT to sustain corporate innovation programs suggests that an enterprise's digital, innovation, and global strategies should be viewed as part of its broader portfolio of interdependent strategic choices to transform itself and to meet the product, process, and business model innovation needs of its customers across the globe. 7,[12][13][14][15] The group-level innovation programs are best viewed as a complement to firm-level or within-firm functional innovation strategies.…”

Section: Embracing It To Drive Innovationmentioning

confidence: 99%

“…anaging innovation in enterprise has always been a complex task, but it's become even more so as organizations become more globally distributed and new digital technologies proliferate. Some studies of IT companies have used agile approaches in software development and the IT-enabled global innovation ecosystem, [1][2][3][4] whereas others focus on IT's effects on innovation. 5,6 However, it's hard to find examples of non-IT firms that have crafted a practical corporate strategy to manage innovations in a variety of contexts globally across industries, and how they have embraced IT to drive innovation.…”

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confidence: 99%