Facing barriers to unlock large-scale agile benefits: exploring the mediating role of organizational readiness

Abstract

PurposeThis aims to explore the relationship between the agile methods barriers in large-scale contexts and the benefits for business, team and product and process, exploring the organizational readiness (OR) mediating role.Design/methodology/approachWe propose a theoretical model through survey-based research, applying partial least square structural equation modelling.FindingsWe confirmed that OR mediating effect on the relationship between agile methods barriers and team benefits. We operationalized OR in a broader context that embeds the strategic alignment of large-scale agile implementation, considering variables such as organizational structure and culture.Research limitations/implicationsThe data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between agile methods and organizational issues.Practical implicationsThe findings offer a way forward for organizations already using or planning to implement agile management to understand the pathway towards achieving the expected benefits. Our study also unveils the importance of looking at OR when implementing such a complex change in management from traditional to large-scale contexts.Originality/valueOur results show the significant and positive influence of agile method on all three benefit variables (team, business, product and processes). Furthermore, we identified the significant and positive mediating role of OR on the relationship between agile method and team benefits.