Implementierung von agiler Führung in multinationalen Konzernen: Empirische Erkenntnisse aus der Halbleiterbranche

Abstract

This paper provides empirical insights and practical implications for the implementation process of agile leadership in multinational firms. Building on Häußler’s and Fischer’s Trafo-model our research shows that the dimensions “culture” and “leadership” have been important dimensions for the Advantest Europe GmbH in 2017 to boost the implementation of agile leadership. Concerning the dimension “culture” the most important insight was that agile leadership is more than agile methods such as Scrum or Kanban. Concerning the dimension “leadership” our results show for example that a lack of a common understanding of agile leadership and role conflicts of managers complicate the implementation of agile leadership. Our research has several implications for the practical implementation of agile leadership such as setting up a common understanding of agile leadership or developing clear mechanisms for delegation.