Agile Project Management, New Leadership Roles and Dynamic Capabilities – Insight from a Case Study Analysis
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Published
Dec 16, 2021
Valentin Langholf
Uta Wilkens
Abstract
This paper emphasizes the microfoundations of organizational agility and explores the interplay between new technologies, organizational structure and processes, leadership style and individual competencies. This interplay is analyzed in a case study conducted in an international information technology company with headquarters in Germany during the period from 2017 to 2019. The focus of the analysis is on the implementation process of agile team work. The outcome is that structural changes, as an isolated step of implementing agile teams, are not able to increase agility and can even lead to unintended effects. An agile team structure can enhance organizational agility when it is accompanied by empowering leadership in conjunction with specific competencies for the implementation of new work concepts. In this regard, the paper provides a deeper understanding of organizational agility regarding the dynamic interaction between certain micro variables.
How to Cite
Langholf, V., & Wilkens, U. (2021). Agile Project Management, New Leadership Roles and Dynamic Capabilities – Insight from a Case Study Analysis. Journal of Competences, Strategy & Management, 11, 1–18. https://doi.org/10.25437/jcsm-vol11-17
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Keywords
Agility, agile teams, empowerment, empowering leadership, dynamic capabilities
References
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Bass, J.M. (2014). Scrum master activities: process tailoring in large enterprise projects. 2014 IEEE 9th International Conference on Global Software Engineering. Proceedings: 18-21 August 2014: Shanghai, China. Los Alamitos, California: Conference Publishing Services, IEEE Computer Society, 6–15.
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Bryman, A. (2007). Barriers to integrating quantitative and qualitative research. Journal of Mixed Methods Research, 1(1), 8–22.
Cegarra-Navarro, J.-G., Soto-Acosta, P. & Wensley, A. K. P. (2016). Structured knowledge processes and firm performance: the role of organizational agility. Journal of Business Research, 69(5), 1544–1549.
Chakravarty, A., Grewal, R. & Sambamurthy, V. (2013). Information technology competencies, organizational agility, and firm performance: enabling and facilitating roles. Information Systems Research, 24(4), 976–997.
Chang, H.-F. & Tzeng, G.-H. (2010). A causal decision making model for knowledge management capabilities to innovation performance in Taiwan’s high-tech industry. Journal of Technology Management & Innovation, 5(4), 137–146.
Charbonnier-Voirin, A. (2011). The development and partial testing of the psychometric properties of a measurement scale of organizational agility. M@n@gement, 14(2), 119–156.
CollabNet. (2019). 13th Annual State of Agile Report. Available at: https://www.stateofagile.com/ (Accessed 22 October 2021).
Crocitto, M. & Youssef, M. (2003). The human side of organizational agility. Industrial Management & Data Systems, 103(6), 388–397.
Dybå, T. & Dingsøyr, T. (2008). Empirical studies of agile software development: a systematic review. Information and Software Technology, 50(9-10), 833–859.
Eisenhardt, K.M., Furr, N.R., & Bingham, C.B. (2010). Microfoundations of performance: balancing efficiency and flexibility in dynamic environments. Organization Science, 21(6), 1263–1273.
Felipe, C.M., Roldán, J.L., & Leal-Rodríguez, A.L. (2016). An explanatory and predictive model for organizational agility. Journal of Business Research, 69(10), 4624–4631.
Gebert, D., Boerner, S., & Lanwehr, R. (2003). The risks of autonomy: empirical evidence for the necessity of a balance management in promoting organizational innovativeness. Creativity and Innovation Management, 12(1), 41–49.
Grass, A., Backmann, J., & Hoegl, M. (2020). From empowerment dynamics to team adaptability: exploring and conceptualizing the continuous agile team innovation process. Journal of Product Innovation Management, 37(4), 324–351.
Helfat, C.E. & Peteraf, M.A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.
Herrenkohl, R.C., Judson, G.T., & Heffner, J.A. (1999). Defining and measuring employee empowerment. Journal of Applied Behavioral Science, 35(3), 373–389.
Hewlett Packard Enterprise. (2017). Agile is the new normal: adopting Agile project management. Available at: https://softwaretestinggenius.com/docs/4aa5-7619.pdf (Accessed 22 October 2021).
Hsu, I.-C. & Sabherwal, R. (2012). Relationship between intellectual capital and knowledge management: an empirical investigation. Decision Sciences, 43(3), 489–524.
Janssen, M.J., Castaldi, C., & Alexiev, A. (2016). Dynamic capabilities for service innovation: conceptualization and measurement. R&D Management, 46(4), 797–811.
Jyothi, V.E. & Rao, K.N. (2011). Effective implementation of agile practices. International Journal of Advanced Computer Science and Applications, 2(3), 41–48.
Karimi, J. & Walter, Z. (2015). The role of dynamic capabilities in responding to digital disruption: a factor-based study of the newspaper industry. Journal of
Management Information Systems, 32(1), 39–81.
Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. Hoboken, New Jersey: John Wiley & Sons.
Laaksonen, O. & Peltoniemi, M. (2018). The essence of dynamic capabilities and their measurement. International Journal of Management Reviews, 20(2), 184–205.
Laschinger, H.K., Finegan, J., Shamian, J., & Wilk, P. (2001). Impact of structural and psychological empowerment on job strain in nursing work settings: expanding Kanter’s model. Journal of Nursing Administration, 31(5), 260–272.
Lei, H., Ganjeizadeh, F., Jayachandran, P.K., & Ozcan, P. (2017). A statistical analysis of the effects of Scrum and Kanban on software development projects. Robotics and Computer-Integrated Manufacturing, 43, 59–67.
Mahringer, C.A., Gabler, M., & Renzl, B. (2017). Agilität in wissensintensiven Organisationen: Von der Produkt- zur Dienstleistungsorientierung. IM+io,1, 38–41.
March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
Mayring, P. (2000). Qualitative content analysis. Forum Qualitative Sozialforschung, 1(2), Art. 16.
McKelvie, A. & Davidsson, P. (2009). From resource base to dynamic capabilities: an investigation of new firms. British Journal of Management, 20(s1), 63-80.
Meyer, R. & Meijers, R. (2017). Leadership agility: developing your repertoire of leadership styles. London: Routledge.
Moe, N.B., Dingsøyr, T., & Dybå, T. (2010). A teamwork model for understanding an agile team: a case study of a Scrum project. Information and Software Technology, 52(5), 480–491.
Moe, N.B., Dingsøyr, T., & Kvangardsnes, O. (2009). Understanding shared leadership in agile development: a case study. In Sprague, R.H. (ed.) Proceedings of the 42nd Annual International Conference on System Sciences. Abstracts and CD-ROM of full papers (Vol. 42). Los Alamitos: IEEE Computer Society, 1–10.
Molina-Azorin, J.F. (2016). Mixed methods research: an opportunity to improve our studies and our research skills. European Journal of Management and Business Economics, 25(2), 37–38.
Moore, E. (2009). Influence of large-scale organization structures on leadership behaviors. In Sidky, A., Adolph, S., Dybå, T. and Dubinsky, Y. (eds.) Proceedings 2009 Agile Conference. AGILE 2009: 24-28 August 2009. Chicago, Illinois. Los Alamitos, CA: IEEE Computer Society, 309–313.
Muduli, A. (2016). Exploring the facilitators and mediators of workforce agility: an empirical study. Management Research Review, 39(12), 1567–1586.
Muduli, A. (2017). Workforce agility: examining the role of organizational practices and psychological empowerment. Global Business and Organizational Excellence, 36(5), 46–56.
Nijssen, M. & Paauwe, J. (2012). HRM in turbulent times: how to achieve organizational agility? International Journal of Human Resource Management, 23(16), 3315–3335.
Oliveira, M.A., Valentina, L.V., & Possamai, O. (2012). Forecasting project performance considering the influence of leadership style on organizational agility. International Journal of Productivity and Performance Management, 61(6), 653–671.
Ortmann, G. & Sydow, J. (2018). Dancing in chains: creative practices in/of organizations. Organization Studies, 39(7), 899–921.
Panda, S., & Rath, S. K. (2021). Information technology capability, knowledge management capability, and organizational agility: The role of environmental factors. Journal of Management & Organization, 27(1), 148-174.
Park, Y., El Sawy, O.A., & Fiss, P. (2017). The role of business intelligence and communication technologies in organizational agility: a configurational approach. Journal of the Association for Information Systems, 18(9), p. 1.
Parker, D.W., Holesgrove, M., & Pathak, R. (2015). Improving productivity with self-organised teams and agile leadership. International Journal of Productivity and Performance Management, 64(1), 112–128.
Pavlou, P.A. & El Sawy, O.A. (2011). Understanding the elusive black box of dynamic capabilities. Decision Sciences, 42(1), 239–273.
Pearson, C.A.L. (1992). Autonomous workgroups: an evaluation at an industrial site. Human Relations, 45(9), 905–936.
Protogerou, A., Caloghirou, Y., & Lioukas, S. (2012). Dynamic capabilities and their indirect impact on firm performance.
Industrial and Corporate Change, 21(3), 615–647.
Rajulton, F. (2001). The fundamentals of longitudinal research: an overview. Canadian Studies in Population, 28(2), 169–185.
Raschke, R.L. (2010). Process-based view of agility: the value contribution of IT and the effects on process outcomes. International Journal of Accounting Information Systems, 11(4), 297–313.
Rigby, D.K., Sutherland, J., & Takeuchi, H. (2016). Embracing agile: how to master the process that’s transforming management. Harvard Business Review, 94(5), 40–50.
Rogers, E.S., Chamberlin, J., & Ellison, M.L. (1997). Measure empowerment among users of mental health services. Psychiatric Services, 48(8), 1042–1047.
Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership. Leadership Quarterly, 22(5), 956–974.
Sailer, P. (2019). Project management methods as a way to ambidexterity. International Journal of Managing Projects in Business, 12(4), 1061–1078.
Salge, T.O. & Vera, A. (2013). Small steps that matter: incremental learning, slack resources and organizational performance. British Journal of Management, 24(2), 156–173.
Salvato, C. & Rerup, C. (2011). Beyond collective entities: multilevel research on organizational routines and capabilities. Journal of Management, 37(2), 468–490.
Schwaber, K. & Beedle, M. (2002). Agile software development with Scrum. Upper Saddle River, New Jersey: Prentice Hall.
Serrador, P. & Pinto, J.K. (2015). Does Agile work? A quantitative analysis of agile project success. International Journal of Project Management, 33(5), 1040–1051.
Sheffield, J. & Lemétayer, J. (2013). Factors associated with the software development agility of successful projects. International Journal of Project Management, 31(3), 459–472.
Sprafke, N. (2016). Kompetente Mitarbeiter und wandlungsfähige Organisationen: Zum Zusammenhang von Dynamic Capabilities, individueller Kompetenz. Wiesbaden: Springer Gabler.
Spreitzer, G.M. (1995). Psychological empowerment in the workplace: dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
Spreitzer, G.M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39(2), 483–504.
Spreitzer, G.M., Kizilos, M.A., & Nason, S.W. (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness satisfaction, and strain. Journal of Management, 23(5), 679–704.
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