Agile R&D units' organisation and its relationship with innovation performance DOI Creative Commons
André Meier, Alexander Kock

R and D Management, Journal Year: 2023, Volume and Issue: 54(3), P. 496 - 512

Published: Nov. 7, 2023

Firms increasingly apply agile approaches in their development processes, and therefore researchers started investigating how agility affects innovation performance. However, previous research on often only considers software or the concept from an outcome perspective (i.e. increased adaptability to changes) instead of a capability organise for be successful). Consequently, failed investigate organisation (R&D) units physical new product (NPD) We structural equation modelling 162 R&D large industrial firm analyse interplay units' organisation, resulting agility, front‐end success NPD success. Moreover, we consider contingency factors environmental turbulence. The study extends agility's neglected management, thus providing better understanding relationship with performance showing managers increase unit's

Language: Английский

Agile practices and performance: Examining the role of psychological empowerment DOI
Mohsin Malik, Shagufta Sarwar, Stuart Orr

et al.

International Journal of Project Management, Journal Year: 2020, Volume and Issue: 39(1), P. 10 - 20

Published: Oct. 6, 2020

Language: Английский

Citations

188
What is Agile Project Management? Developing a New Definition Following a Systematic Literature Review DOI Creative Commons
Hao Dong, Nicholas Dacre, David Baxter

et al.

Project Management Journal, Journal Year: 2024, Volume and Issue: unknown

Published: May 20, 2024

The concept of “Agile Project Management” has gained significant traction in various sectors, beyond its origins software development. However, a coherent, universally accepted definition remains elusive, prompting this study to embark on systematic exploration agile practices and their implications broader contexts. Employing literature review across three major academic databases business management studies the past two decades, research scrutinizes final selection 80 high-quality papers. principal contribution our is articulation nuanced Agile Management, which demarcates it from traditional project frameworks those specific This not only sheds light prevailing ambiguities understanding Management but also sets stage for future into emerging organizational dynamics engendered by adoption practices.

Language: Английский

Citations

13
A System of Management Principles to Improve the Performance of Innovative Project Portfolios DOI

habil. Hans Georg Gemünden,

Henrik Kock

Project Management Journal, Journal Year: 2025, Volume and Issue: unknown

Published: April 30, 2025

In this article, we develop a system of six management principles to enhance the success innovative project portfolios. Ambition for high degree innovation and proactive anticipation sequences help drive direct long-term strategy. On tactical level, alignment contributes resource spending, reflecting strategic goals realizing synergies between projects. Ambidexterity supports an adequate balance exploratory exploitative Adaptability agility operationally foster managing dynamics Empirically, all but ambidexterity relate significantly positively portfolio success, accounting 45% variance in success.

Language: Английский

Citations

1
Rethinking project governance: Incorporating contextual and practice-based views DOI
Jinbo Song, Lingchuan Song, Hongyan Liu

et al.

International Journal of Project Management, Journal Year: 2022, Volume and Issue: 40(4), P. 332 - 346

Published: April 18, 2022

Language: Английский

Citations

37
Toward a theory of team resource mobilization: A systematic review and model of sustained agile team effectiveness DOI Creative Commons
Tom L. Junker, Arnold B. Bakker, Daantje Derks

et al.

Human Resource Management Review, Journal Year: 2024, Volume and Issue: 35(1), P. 101043 - 101043

Published: Aug. 28, 2024

The notion of resources is central to many theories in HRM and applied psychology. Prominent resource-based tend focus on issues related accessing at the firm-level (e.g., view firm) or employee-level job demands - theory). However, team-level, critical issue often a matter resource mobilization rather than access. Previous research has discovered that team's ability use effectively indicative collective intelligence. Instead explaining this with latent intelligence factor, we argue teams can develop by using agile work practices (AWPs). Through systematic review team literature, describe how mobilize embedded internal external environment achieve sustained effectiveness. Generalizing beyond context, propose model introduces team-internal team-external as unique predictors We further strengthened challenge complexity) weakened hindrance role conflict). hope our effectiveness inspires future into perform across multiple episodes, without going cost members' health well-being.

Language: Английский

Citations

7
Organizational antecedents to bootlegging and consequences for the newness of the innovation portfolio DOI
Dietfried Globocnik, Birgit Peña Häufler, Sören Salomo

et al.

Journal of Product Innovation Management, Journal Year: 2022, Volume and Issue: 39(5), P. 717 - 745

Published: April 23, 2022

Abstract Literature on strategy, innovation, and portfolio management has recently shown increased interest in the concept of planned emergence. This builds an understanding that organizations' innovation is triggered both by deliberate top‐down approaches as well emergent bottom‐up processes. However, little known how to effectively plan In this context, bootlegging been mentioned a potential approach, describing instances which employees choose innovate without knowledge permission top managers. Whereas past research focused individual employee, we shift perspective overall tendency organizations. We investigate organizational conditions facilitate propensity becoming widespread practice organization, associated with organization's innovativeness. Drawing theory creative deviance, argue organizations deploying practices fostering induced initiatives increase structural strain thereby such As more are elaborated outside formal process, number diversity ideas strategic scope should increase. Higher proposed be higher Empirical evidence from study 930 respondents 124 firms supports notion supporting tendency, turn increases newness portfolio. Management inducing particular direction are, contrast, less prone trigger lesser effects tendencies organization. sum, contribute literature providing promising approach enable “planned emergence”. illustrate different types can used regulate deviance organization achieve degrees outcomes.

Language: Английский

Citations

27
Sustainability meets agile: Using Scrum to develop frugal innovations DOI
Miro Endres, Peter M. Bican,

Theresa Wöllner

et al.

Journal of Cleaner Production, Journal Year: 2022, Volume and Issue: 347, P. 130871 - 130871

Published: March 2, 2022

Language: Английский

Citations

26
Measuring project team performance: A review and conceptualization DOI
Ignacio Pavez, Hugo Gómez, Canlong Liu

et al.

International Journal of Project Management, Journal Year: 2022, Volume and Issue: 40(8), P. 951 - 971

Published: Nov. 1, 2022

Language: Английский

Citations

25
The interplay between dynamic capabilities’ dimensions and their relationship to project portfolio agility and success DOI Creative Commons
Jadena Bechtel, Carsten Kaufmann, Alexander Kock

et al.

International Journal of Project Management, Journal Year: 2023, Volume and Issue: 41(4), P. 102469 - 102469

Published: May 1, 2023

Recent literature emphasizes agility's importance for a project portfolio's success in dynamic environment. Conceptually, capabilities should be relevant antecedents portfolio agility since they help organizations cope with environments. Dynamic disaggregate into three dimensions: sensing market and technology opportunities, seizing opportunities through prioritizing exploiting them, continuously reconfiguring assets structures. Although previous the of management (PPM), former research rarely analyzed PPM empirically. Further, can conceptualized differently, it remains unclear how different conceptualizations coexist what effects have on results study. This paper quantitatively investigates relationship between capabilities' dimensions (sensing, seizing, reconfiguring) using multi-informant, cross-industry sample 135 portfolios. The findings show that positively relate to mediates success. Surprisingly, sensing, do not entirely complementary effects. Instead, at least two must strongly present enhance positively. study underscores agility. It contributes more differentiated view their consequences.

Language: Английский

Citations

16
Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy DOI Creative Commons
Miia Martinsuo, Lauri Vuorinen, Catherine P. Killen

et al.

International Journal of Project Management, Journal Year: 2024, Volume and Issue: 42(4), P. 102592 - 102592

Published: May 1, 2024

Implementing strategy through an innovation project portfolio starts with formation. The routine of formation is especially influential, as it includes identifying, screening, and prioritizing the projects that shape eventual portfolio. Comprehensive understanding important for addressing simultaneous pressures continuity renewal when implementing strategy. This study explores actors' behavioral patterns in to understand their contextuality implications on implementation. A multiple-case innovative companies reveals a comprehensive framework governing empowering actions organization-specific actions. Differences between organizations combination may be explained by types, size history organization. can provide foundation both continuity- renewal-oriented strategies.

Language: Английский

Citations

4