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An investigation of the relationship between agile transformation and organizational performance
Dissertation   Open access

An investigation of the relationship between agile transformation and organizational performance

Tarun Sood
Doctor of Business Administration (D.B.A.), Drexel University
Mar 2023
DOI:
https://doi.org/10.17918/00001604
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Sood_Tarun_20231.53 MBDownloadView

Abstract

Agile and investment in human capital Agile and maturity in digital transformation Agile and top management support Agile methodologies Agile transformation Maturity of agile transformation
Agile methodologies have been discussed in professional practice and academic research for several years. Agile methods have gained notoriety over the last 2 decades as companies have embraced the digital revolution. Agile was popular with various companies before COVID-19, but the pandemic turbocharged its adoption. Companies that were able to show resiliency and adapt to COVID-19 displayed characteristics borrowed from the Agile framework. Although Agile methods are beneficial, they are costly and lengthy and require considerable organizational commitments such as process transformation, organizational structure and culture change, and continuous employee learning. There is dense literature on the maturity of Agile transformation (MAT), top management support (TMS), maturity of digital transformation (MDT), and investment in human capital (IHC) individually. Further, the findings from prior research identify how leadership, investment in resources, technology, human capital, and digital technologies are vital for successful transformations. This study used a linear regression model to assess the relationship between MAT and organizational performance. Using quantitative analysis, this study examined the effects of MAT on organizational performance. In addition, this study investigated the impact of TMS, MDT, and IHC on organizational performance.

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