Evaluation of Agile Team Work Quality

Poth, Alexander; Kottke, Mario; Riel, Andreas

doi:10.1007/978-3-030-58858-8_11

Cited by 28 publications

(32 citation statements)

References 20 publications

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“…Agility changes how organizations hire, develop and manage their people and how they create and encourage a culture of HR innovation. Recent research has shown that agile procedures enable people to evolve through challenging work, influential partnership, constant reflection, continuous feedback and improvement, all deeply embedded within the workflow (Julian et al , 2019; López-Alcarria et al , 2019; Poth et al , 2020). Denning (2010) also explained that human resource agility (HRA) allows organizations to successfully adapt to unpredictable and rapidly changing disruptive environments.…”

Section: Introductionmentioning

confidence: 99%

The impact of self-development on the tendency toward organizational innovation in higher education institutions with the mediating role of human resource agility

Thani

Mazari

Asadi

et al. 2021

JARHE

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PurposeConsidering innovation and its improvement as an essential strategy to enable organizations to continue their lives in the new competitive environment leads to a focus on employees' self-development as a factor that affects human resource agility (HRA) and the tendency toward organizational innovation. Consequently, the purpose of the study was to explain the impact of self-development on the tendency toward organizational innovation with the role of the mediator, HRA in higher education institutions as one of the most important and vital organizations in any society.Design/methodology/approachThe study was an applicable one with the quantitative approach using the descriptive–correlative method. The population consisted of 477 nonacademic employees of Kharazmi University among whom 214 ones were selected as the sample group, using a simple random sampling technique. Data were collected through the self-development, HRA and the tendency toward organizational innovation questionnaires and then analyzed using the structural equation modeling approach.FindingsThe study findings revealed a positive impact of self-development on the HRA (γ = 0/79) and HRA on the tendency toward organizational innovation (β = 0/6). Also, self-development with mediating HRA impacts the tendency toward organizational innovation (β = 0/58). Finally, self-development had no direct impact on the tendency toward organizational innovation.Research limitations/implicationsTaking the circumstances of doing this research into consideration, if there were the opportunity to do the research on the staffs of more than one university simultaneously and categorize the university staff into executives, managers and experts, more favorable results could be achieved. Also, considering group and organizational factors with the attention to the self-development approach and its factors would provide more awareness-training information on the higher education system in Iran. For future researches, both the individual and group factors are suggested to be surveyed and compared, to assess the weight and impact of these factors all together and to provide an adequate clarification of the role of the group and the organization. Finally, in future studies, it is also recommended that a qualitative approach be used to reach deeper clarifications on the aspects of these variables in the context of higher education.Practical implicationsThese findings have major practical implications concerning the higher educational settings. The findings of this study must give significant and practical insights for policymakers of universities and other higher education stakeholders, as well as recommendations to the academic community for further research in this area. First, they should recognize that nonacademic staff members are professional employees who contribute to improving organizational innovation. Higher education must focus on designing and implementing successful mechanisms and a well-planned self-development program that can help and promote the self-development approach among all staff. If the above-mentioned programs are designed based on the employees' needs analysis, they will get trained in a way to enhance mental and behavioral flexibility. The programs with such an approach can result in the proactive, adaptive, resilient behavior and agility of HR.Originality/valueThe model for this study has integrated and prioritized the key innovation drivers that would help universities design, adopt and implement policies and practices that facilitate and encourage improvements and adaptation to a fast-paced environment. Furthermore, the convincing reason for the significance of the current research is that although several types of research have been carried out on each of these three variables in different contexts separately, very few studies, like this, have directly examined the correlation between these three variables among the non-academic staff in higher education institutes. So, given the importance of the issue and rare availability of evidence in this regard, the authors were intrigued to discover whether the self-development through the mediation of HRA could reinforce and strengthen the tendency toward organizational innovation and whether HRA could be an appropriate mediator of the relationship between self-development and the tendency toward organizational innovation among the nonacademic staff of Kharazmi University as one of the most prestigious and celebrated universities in Iran.

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Section: Introductionmentioning

confidence: 99%

The impact of self-development on the tendency toward organizational innovation in higher education institutions with the mediating role of human resource agility

Thani

Mazari

Asadi

et al. 2021

JARHE

View full text Add to dashboard Cite

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“…Empowered teams can build and improve their delivery procedures and processes independently for fast and innovative solutions. The enabling building block for systematic team empowerment is aTWQ (agile Team Work Quality) as introduced in [17].…”

Section: The Architecture and Characteristics Of Efismentioning

confidence: 99%

“…A highly matured team can master their products and services and work autonomously. To make team maturity transparent and help improve it, the aTWQ approach [17] is part of the empowerment pillar of the EFIS framework.…”

Section: Leveraging Compliance Governance With Efismentioning

confidence: 99%

The EFIS Framework for Leveraging Agile Organizations Within Large Enterprises

Poth

Kottke

Heimann

et al. 2021

Lecture Notes in Business Information Processing

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This article presents the design and application of the EFIS framework that combines four pillars to foster agile and lean working in organizations within large enterprises. These pillars constitute the empowerment of teams, the focus on products, the integration of processes, and the scaling of knowledge. The framework is designed to systematically address typical large enterprise challenges such as governance of regulation requirements and product risks. By design, EFIS is lean and nimble to make it easily adaptable to domain-specific demands within large organizations. It can be used as a stand-alone approach to establish and continuously improve lean and agile organizations, as well as in combination with existing approaches like SAFe®.

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“…We address team quality aspects with agile Team Work Quality (aTWQ) [43]. As presented in Table I, the SSK guides with questions about the indicators of behavior and interactions between individuals.…”

Section: Team Qualitymentioning

confidence: 99%

Scaling agile on large enterprise level with self-service kits to support autonomous teams

Poth¹,

Kottke²,

Riel³

2020

Proceedings of the 2020 Federated Conference on Computer Science and Information Systems

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Organizations are looking for ways of establishing agile and lean delivery processes. In this paper, we propose a particular way which based on self-service kits (SSK's). The SSK approach can be used to share expert knowledge in an agile and scalable way to the teams by offering them approaches, methods and tools with background information about the addressed topic. An SSK is provided as a digital bundle of artifacts that help solving an issue related to agile teams. Built upon the pullprinciple, it supports team autonomy during teams' delivery procedures. An SSK addresses generic as well as domain specific topics. As all SSK's share a common structured approach to supporting an agile organization, they help systematically scaling expert knowledge. This leverages establishing best practices elaborated by experts in a large scale organization in a native agile manner. As an SSK is structured as a "how-to" guide including templates for learning by doing, it helps emphasizing quality aspects too. We demonstrate an example of the systematic application of the SSK approach as well as its scaling in the Volkswagen Group IT.

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Evaluation of Agile Team Work Quality

Cited by 28 publications

References 20 publications

The impact of self-development on the tendency toward organizational innovation in higher education institutions with the mediating role of human resource agility

The impact of self-development on the tendency toward organizational innovation in higher education institutions with the mediating role of human resource agility

The EFIS Framework for Leveraging Agile Organizations Within Large Enterprises

Scaling agile on large enterprise level with self-service kits to support autonomous teams

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