Enterprise agility – its meaning, managerial expectations and barriers to implementation – a survey of three countries

Zakrzewska, Małgorzata; Jarosz, Szymon; Piwowar‐Sulej, Katarzyna; Sołtysik, Mariusz

doi:10.1108/jocm-02-2021-0061

Cited by 16 publications

(12 citation statements)

References 116 publications

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“…“Inadequate level of documentation” has been reported as a failure factor of Agile but not others (Maiden and Jones, 2023). While PI projects may place less emphasis on comprehensive documentation, Agile projects rely on proper documentation to trace the evolution of requirements, decisions and changes (Radhakrishnan et al , 2022; Zakrzewska et al , 2022). It enables teams to understand why certain choices were made, track the impact of changes and ensure accountability (Maiden and Jones, 2023).…”

Section: Discussionmentioning

confidence: 99%

Why do process improvement projects fail in organizations? A review and future research agenda

Bader,

Antony,

Jayaraman

et al. 2023

IJLSS

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Purpose The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study. Design/methodology/approach This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO. Findings Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures. Practical implications Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations. Originality/value To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.

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Section: Discussionmentioning

confidence: 99%

Why do process improvement projects fail in organizations? A review and future research agenda

Bader,

Antony,

Jayaraman

et al. 2023

IJLSS

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“…The answer to the dilemma of dealing with uncertainty is agility. An agile work environment presents successful and well-organized teamwork and a high level of communication [10,20,72]. The operation of agile working and, above all, the cooperation of employees, is supported by modern digital technologies that enable better use of available knowledge, skills and talents [54,52].…”

Section: Discussionmentioning

confidence: 99%

“…This is followed by encouraging the team to examine different ways of solving problems in terms of learning opportunities and developing a new approach to the problem and taking care that employees are optimally engaged and motivated. According to Attar and Abdul-Kareem [70], Armanious and Padgett [71], Zakrzewska et al [72], those companies that fail to change the way they work and manage will become weaker, while those companies that implement a new way of leadership, a new culture and structure will have the opportunity to achieve greater performance, growth, improved customer experience and greater employee engagement. Working agile means implementing programs that create an environment that enables adaptability, innovation, collaboration and quick response to changes.…”

Section: Discussionmentioning

confidence: 99%

“…As a result, the timely and appropriate digital transformation of companies is becoming one of the key strategic goals to which companies have been committed in recent years [70,71]. Untimely adapting to customer needs and expectations could quickly become missed business opportunity [72]. Despite the significant shift in the direction of digitization of services in recent years, companies still do not exploit the full potential brought by the introduction of modern information and communication technologies [52].…”

Section: Implementation Of Ai Technology In Work Environmentmentioning

confidence: 99%

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A Multidimensional Model of the New Work Environment in the Digital Age to Increase a Company’s Performance and Competitiveness

2023

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The purpose of the paper is to develop a multidimensional model of the new work environment in the digital age to increase a company's performance and competitiveness in VUCA (volatility, uncertainty, complexity, and ambiguity) business environment. The multidimensional model covers the implementation of an agile work environment through the prism of using artificial intelligence technology to increase company's performance and competitiveness. Researched determined multidimensional aspects for successful implementation of work environment in the digital age are, therefore (1) drivers for shifting towards agility, (2) implementation of agile leadership, (3) implementation of an agile work environment, (4) implementation of AI technology in work environment, (5) company's performance, (6) competitiveness. The main survey involved randomly selected 473 medium-sized and large companies in Slovenia. Structural equation modelling was used for statistical data analysis. The results show that drivers for shifting towards agility have a positive effect on implementation of agile leadership. Also, results show that implementation of agile leadership and implementation of AI technology in work environment have a positive effect on implementation of an agile work environment. Moreover, results show that implementation of an agile work environment has positive effect on company's performance and competitiveness. The paper highlights the important multidimensional aspects of the successful implementation of an agile work environment to increase the company's performance and competitiveness. Also, our results will contribute to the proper implementation of the work environment in the digital age and give owners or top managers a broad insight into the various aspects that must be considered in their business governance in today's rapidly changing business environment.

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“…FACTORS INFLUENCING ANALYTICAL DECISION MAKING AND ORGANIZATIONAL EFFECTIVENESS IN TECHNOLOGY DRIVEN COMPANIEShighlighted the impact of managerial behavior on employees' job performance in organizations, includingAndersson and Florén (2011) Zakrzewska et al (2021). emphasize the significance of recognizing factors that facilitate or hinder the effective implementation of agile management systems Zhu et al (2006).…”

mentioning

confidence: 99%

Examining Human Resource Factors Influencing Analytical Decision Making and Organizational Effectiveness in Technology Driven Companies

Srinivas,

Kumar,

Basavaraj

et al. 2024

J. Professional Business Review

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Purpose: The primary objective of this research is to analyze and examine the factors contributing to the issues in analytical decision-making in large technology-driven Indian organizations. Theoretical Framework: The study aims to develop an 'analytical organizational effectiveness model' and 'analytical transformation theory' for technology-driven industries. Design/Methodology/Approaches: The study adopted a mixed methodology research design using systematic literature review (SLR), exploratory research, expert interviews and quantitative techniques to identify key variables of the study. Findings: The SLR validated the proposed conceptual model and found that human resource factors influence analytical decision-making and organizational effectiveness. Research Practical Social Implication: The study provides actionable insights for organizations aiming to enhance decision-making processes. This research advances analytical transformation theory by exploring and identifying key factors influencing organizational analytical transformation. This study emphasizes the human dimension in successful analytical implementation. Developing an 'analytical organizational effectiveness model' for technology-driven industries represents a significant theoretical contribution, offering a structured framework for understanding and assessing analytics within specific organizational contexts. Originality/Value: This study is more relevant and practically applied to organizations lagging in decision-making and facing a competitive advantage.

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Enterprise agility – its meaning, managerial expectations and barriers to implementation – a survey of three countries

Cited by 16 publications

References 116 publications

Why do process improvement projects fail in organizations? A review and future research agenda

Why do process improvement projects fail in organizations? A review and future research agenda

A Multidimensional Model of the New Work Environment in the Digital Age to Increase a Company’s Performance and Competitiveness

Examining Human Resource Factors Influencing Analytical Decision Making and Organizational Effectiveness in Technology Driven Companies

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