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Purpose of the study: In order to survive in the face of contemporary risks, organizations are forced to initiate the evolution of employee behavior towards developing agile traits. The article, based on the concept of agility and classification of agile employee characteristics defined in the literature, aims to present the theoretical model of the behavior of agile employees in the face of organizational risk. Methodology: The model presented in the article was developed on the basis of a critical analysis of the literature in the field of agile management and risk management. Main Findings: One of the possible reactions of modern enterprises to the emergence of organizational risk is promoting employee agility. An agile employee is able to effectively anticipate problems related to the occurrence of risk, has the ability to solve problems related to the occurrence of risk. Such an employee is able to implement innovative ideas and perform his duties effectively in stressful conditions, as well as propose new procedures or processes for his area of ​​work. Applications of this study: The presented model of agile behavior of employees in the face of organizational risk is of a utilitarian nature and can be implemented in the organizational culture of various entities, including small and medium-sized enterprises. Novelty/Originality of this Study: Research originality: The article allows for a better understanding of the need to develop agile traits in employees and the possibility of using them to eliminate or minimize risks. The article may be an inspiration for further research on the role of employee agility in the enterprise.

Modern businesses throughout the world operate in a market characterized by constant changes. These changes are becoming more dynamic from year to year. It is the project-based approach that will allow one to solve problems and ensure high efficiency of project-oriented operations. The purpose of the study is a comparative analysis of the impact of the use of IT project management methodologies of Kanban and Scrum on a company's financial performance. The authors identify the essence of the agile methodology, its conceptual foundations, and explore the key aspects of its efficient implementation. The popularity of the practical application of the agile approach in various business areas is analyzed. The authors also choose the best methodology for a particular IT project for the optimization of such economic and financial indicators as project cost, profit from project implementation, and implementation time. The key differences between the most popular agile technologies are identified. The requirements for forming an agile team are examined considering the main issues during the implementation of agile management technologies. The primary stages in the implementation of an IT project using the Scrum methodologies are defined.

How has the experience of managerial work changed in the digital age? This two-phase (2002–2006, 2015–2019) study addresses this question by examining how middle managers perceive the spatio-temporal boundaries of their work to have shifted. Typically, such managers report change occurring in two directions: (i) the contractual employment boundary becoming stretched as hours completed inside the workplace increase; and (ii) this boundary becoming breached as managers conduct additional work voluntarily from locations outside corporate premises. Although such trends can be explained deterministically – the former stemming from corporate acceptance of consultancy-influenced organizational prescriptions (business process reengineering, lean management, agile management etc.), and the latter from widespread adoption of digital communication innovations (BlackBerry, email, WhatsApp etc.) – we argue that to achieve a more rounded appreciation of such work ‘extensification’ attention must also be paid to agentic forces of strategic and political choice. Developing this argument, and acknowledging paradox when theorizing spatio-temporal change, we suggest future research on managerial employment must entail documenting not only factors influencing the stretching and breaching of work boundaries, but also – given incipient political regulations and innovative surveillance technologies – others serving to strengthen and protect them, notably those directed at improving work–life balance and physical/psychological health.

The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation in Agile transformation of Education Establishment is considered. Substantial changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management in Agile transformation of Education Establishment. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion: The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.

The Apollo moon missions of the 1960s pioneered the classic phased approach to space mission management. While successful at the time, this rigid and inflexible management philosophy has become synonymous with cost and schedule overruns of most high-profile space missions. The software industry has recently adopted modern, more flexible project management techniques based on “lean-agile” methods that enable team collaboration and communication through distributed task and schedule management, online document sharing and rolling-wave planning. However, due to the inherent schedule complexities of hardware development and the firm constraints of design review and launch timelines, flexible project management frameworks have not been widely adopted for space mission management. This paper presents a modified version of the traditional agile management philosophy, adapted to the unique needs of the space industry. A recent satellite development project was managed using the new modified-agile approach, while collecting project hours and task durations. Comparisons were made between this new style of space project management and a recently completed satellite development project using traditional space project management techniques. Results show that the new management approach reduced strain on the project team, improved overall productivity, and maintained a more level task loading when compared to the traditional management approach. This paper also illustrates how the new management approach can enable project resilience to change by analyzing its response to the labor disruptions caused by the COVID-19 pandemic.

Our explorative, qualitative study uncovers the dynamic processes of agility unleashing or inhibiting potentials within German small and medium sized enterprises through the lens of digitization. Based on an analysis of 22 interviews, we propose a conceptual model, which illuminates antecedents and external determinants of agility and their impact on potentials and performance in organizational settings. In this process we determine digitization both as an external driver and as an internal provider of agility. Resource constraints and traditional leadership styles are SME-specific barriers to agility. How extensively the potentials of agility can be utilized dependents on the moderating factors firm size and department.

The aim of this article is to analyze the challenges and success factors on organizations’ path to agile transformation, as frequently discussed in the literature and encountered in business practice. The research conducted proved that large-scale agile transformations require a dedicated approach with set of tools and best practices in place. The implementation challenges and barriers have been categorized into method-, organization-, culture- and technology-oriented groups. As a result of an in-depth analysis carried on for the purpose of this paper, a dedicated methodology of agile transformation has been proposed to ease the implementation process.

The topicality. The escalation of the pandemic and the oscillating lockdown create depressive moods in the restaurant business: owners balance on the verge of choosing between survival and violation of quarantine conditions, staff are forced to change professions. The realities of further uncertainty require the transformation of the restaurant’s business environment and strengthening the competencies of staff suitable for crisis management. The strategic framework requires effective tactical sessions given the specifics of working in a lockdown: restaurant business adjusts service formats and continues effective communication through distribution systems, distancing services, organizing targeted delivery to customers and sales of restaurant products. Customer-oriented management thus acquires new meaning and flexible forms, where mentoring becomes a flagship in a disoriented economic environment. Therefore, the introduction of mentoring, which is correlated with Agile-management technologies, is an important component of the strategy of restaurant business development and a relevant object of study. Purpose and methods. The purpose of the study is a theoretical analysis of mentoring and the formation of its reference model, which determines the areas of restaurant management improvement in pandemic risks. The inter paradigmatic nature of the research objects determines the use of a set of general scientific methods, such as theoretical analysis and synthesis, modeling, elimination, which provided a thorough consideration of the components of mentoring and Agile-management of business processes in the restaurant, their modeling into a single system of anti-crisis lockdown. Results. An empirical analysis of the definitions of “mentoring” and “Agile” has been made. A reference model of mentoring has been formed and its main components have been investigated. The basic provisions of Agile-control in a restaurant in the conditions of oscillating lockdown have been developed. Recommendations for compiling mentoring and Agile management into an effective model of restaurant tactical development have been developed. Conclusions and discussions. The study showed that the actualization of mentoring and flexible management methods is an urgent scientific task, as it allows studying and scientifically substantiating the recommendation complex for their implementation in the practice of business entities. Further research needs to be deepened to assess the mentoring effectiveness and Agile-management in restaurants in the post-harvest period.

The paper aims to provide an overview of human resource management’s characteristic features in agile companies and identify the attributes preferred by Generation Y representatives in everyday work life. Detailed literature review of general agile attributes and specifics of agile HR management has shown that the phenomenon is not sufficiently examined. There is a gap in the literature research related to the agile approach applied to Generation Y. Based on a literature review and primary data analysis, the authors identified the attributes of agile organisations that correspond to Generation Y preferences in the field of working conditions. In this way, the authors have opened a discussion on the possibilities of applying the preferred agile approaches to attract Generation Y representatives, increase their work motivation and satisfaction. The paper’s findings support the information base used by HR professionals and companies to ensure that factors such as flexibility, informality, continuous learning, etc, are known by managers and companies. It realises the importance of agile principles in the working environment created for Generation Y to produce a greater added value. The literary part of the paper provides an introduction to the general agile management approach, specifics of agile HR practices and indicates key factors influencing work and supporting effective cooperation with Generation Y. Key findings of the detailed literature review were applied to empirical findings of the sample of Generation Y representatives in the Czech Republic and used for discussion and recommendations. This article aims to contribute to the debate on agile management approaches with regard to Generation Y and its leadership. The paper contributes to a gap in the literature, as key findings confirm that Generation Y is open to adopting an agile approach and prefers some of the agile factors in corporate and human resource management over traditional systems.

The formation of an innovative economy imposes new obligations on various industries and spheres of activity. The relevance of using new management methods and approaches is increasing. The identification of methods for integrating HR practices used by organizations in the process of digital transformation into the strategic context of the information society is of both scientific and practical interest. The challenges facing the Russian economy motivate the management of Russian organizations to respond in a timely manner to the dynamism of the external environment. The systematization of the main provisions of the Concept of Development of the Russian Federation until 2020, reports of consulting companies, reports of leading Russian banks - the best employers in Russia indicates the readiness of the latter to respond to external threats of the new strategic context. Further improvement of management methods and personnel practices will ensure both the development of the Russian economy as a whole and the attractiveness of Russian organizations for highly qualified specialists. In the context of the information society, it is recommended to continue the consistent and systematic implementation of new management techniques.

One of the conditions for effective management in a VUCA world is organizational agility. It requires changes in the implementation of the personnel function so it is oriented at agile human capital management. The article aims to present the assumptions as well as two key attributes of Agile HRM: the leadership model and creating an agile mindset. These features create specific consequences for the human capital management process. Due to the multidimensionality of the HRM process, the study of the analysis of changes was limited to two areas: employee acquisition (recruitment) and preformance management. The article is a theoretical reflection, illustrated by the results of secondary research and examples of good practices.

Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.

Agile manifesto has proven its ability in managing and execution of projects in multiple industry sectors. Many researches have been conducted on the advantages and applicability of agile practices in software development and information technology industry. In this paper, empirical research has been conducted to identify the differences in agile management practices between software development and software as a service (SaaS) deployment projects. Case studies of a payment card industry (PCI) organization have been presented to identify key characteristics, tools, and methods of agile project management practices practically followed while implementing and managing of SaaS-based projects. Moreover, best suited agile management practices for pre- and post-deployment projects have also been discussed.

The study of the management system of modern companies indicates the need for a qualitative justification of managerial decisions related to the selection of methodological and instrumental approaches for their improving. It has been established that a qualitative choice of agile management methodologies is a prerequisite for the formation of universal algorithms for the automation of managerial processes and general optimization of the company strategic development processes. Agile management allows to quickly respond to processes of rapid change in the functioning environment of individual business entities and provides enterprise management with a sufficient number of managerial alternatives. The direct selection of agile management tools should be based on reliable methods, that is the basis of economic mathematical modeling. The article suggests using optimization models for choosing agile management tools based on the criterion of minimizing costs. It is proved that it is agile management with a reasonable choice of the necessary tools that can provide enterprise management with the opportunity to formulate high-quality management decisions in the context of the company strategic development.

The global competition requires from industries New Product Developments (NPD) with innovation, speed and flexibility, which has to be tightly connected with new manufacturing technologies, in order to achieve success and constant growth. Additive Manufacturing (AM) is an emerging technology from Industry 4.0 capable to address such challenges. It provides better and functional product development, promptly allowing running tests and reducing time to market, promoting agility, as a whole. Parallel evolution is in course regarding the theory of Agile Project Management (APM) applied to NPD, especially when conducting development of innovative products and technologies. However, to achieve the whole benefits with such new approaches towards the NPD process, it is necessary to study and understand how to combine AM and APM for improve NPD. The present research proposes an innovative framework to manage NPD with AM, incorporating APM envisioning innovative products, customer involvement and successfully obtaining a final product faster than conventional routes. The proposal is based on a rigorous Systematic Literature Review (SLR) method, which identified the most appropriate practices to be combined to promote a NPD with agility and flexibility when using AM. All concepts and practices were analyzed and systematically organized, generating the proposed framework. The result can be a reference model to companies conjointly adopt AM and APM.

The advancements in the industries have paved the way for the distributed establishment of the big data volumes, cyber-physical systems, and industrie 4.0. The perspectives of modules are integrated with the shop-floor monitoring and controlled by computational paradigms, and digital computational spaces. The performance rises after introducing an intelligent and automated manufacturing industry into the next-generation industry. The scope of this paper is to address the state-of-the-art technologies and phases such as digital twins, big data analytics, artificial intelligence, and internet-of-things. The research challenges are examined with attention on data integrity, data quality, data privacy, data availability, data scalability, data transformation, legitimate and monitoring issues, and governance. Lastly, potential research issues that need considerable research efforts are summarized. We believe that this paper is presenting the research directions for researchers in the area of smart industry towards its integration for the advancements of the industrial sector, and agile management. Some surprising development as industry 4.0 integration with socio-technical systems was found in designing the architecture of vertical, horizontal, and end-to-end integration mechanisms.

© 1999-2012 IEEE. Satellite networks have long been regarded as a key enabler for ubiquitous Internet access and global data distribution. However, since they are highly dynamic and much more vulnerable to various failures, how to detour traffic around fault satellites and interrupted links becomes an important but challenging issue. Thanks to the emerging software-defined networking, great controllability can be introduced to the satellite networks for agile management and automation. Hence, in this article, we focus on elastic resilience for software-defined satellite networking, and propose a preliminary solution to cope with the related fundamental challenges in guarantees of controller reachability, collections of network status, and failure detection and recovery. We also discuss several key open issues to be urgently addressed, hoping to shed some light on this promising land.

The authors consider symbolic interactionism to be a suitable theoretical framework to analyze projects in creative sectors because it affords ample space for individual and collective creativity. Furthermore, teams working on different cultural artifacts establish a negotiated order (interactionist term coined by A. L. Strauss) among artists, managers, the audience, and sponsors, et cetera, by discussing and translating various meanings and perspectives. This is especially noticeable when projects are managed using an agile methodology. The application of agile methodologies in creative sectors is a relatively new idea, although it seems to be in harmony with the nature of artistic work. For instance, it implies the acceptance of unpredictability and flexibility while also recognizing the ability and individuality of project participants. There are also specific problems related to the personalities of the artists and the irregularities and discontinuities inherent in the process of creation. The first part of the article raises the topic of creativity in symbolic interactionism. This perspective is subsequently extended to teamwork in creative sectors employing the description of collective work in Howard Becker’s book entitled Art Worlds as an example. The authors reflect on other contemporary works explaining the cultural shift transpiring during the move from the analog age to the current digital age and its influence on the process of creation in the world of artists. This leads to a discussion of distributed agility, a concept stemming from agile management. The various agile methods are mentioned and shortly characterized; we also present a succinct depiction of historical perspective. The literature on the use of agile methods in creative sectors is referred to along with some of the challenges they face. The need to develop an agile management methodology specifically for creative industries is emphasized. This article utilizes the literature on symbolic interactionism to explain group dynamics by drawing analogies with agile management.

Disasters have quadrupled over the last two decades leading to unprecedented loss of life. The objective of disaster-focussed humanitarian supply chains (HSCs) is to ensure saving maximum lives with limited resources; despite severe uncertainties. Therefore, significant research has investigated lean and agile in HSCs; to effectively source and speedily deploy resources, with minimum wastage; in each disaster life-cycle phase. However, the literature and research findings are currently highly disjointed regarding how lean and agile principles may be aligned with different HSC activities in the disaster management lifecycle; and do not provide a collective understanding for practitioners and researchers. This paper reviews and organises the literature on HSCs in relation to lean and agile paradigms, focussing on the pre-disaster (mitigation and preparedness) and post-disaster (response and recovery) phases. Findings reveal, all phases benefit from both lean and agile, with agile benefitting the response phase most. The phases are inter-dependent and identifying optimum decoupling points for lean and agile principles are crucial. Majority research has focussed on individual or a couple of phases. Therefore, authors recommend research on integrating the functions of the different phases by employing lean and agile principles, to generate rapid response, economies of scale and cost minimisation.

Increased industrial accidents and accelerated industrial accidents forced businesses to take precautions. This is important not only for businesses to continue their operations smoothly, but also for the human element; the only valuable, rare, inimitable and substitutable resource of the enterprise. In this study, a new occupational safety management system was designed according to Axiomatic Design principles with agile management approach and put into practice in a company in automotive sector. As a result of the study, some steps of the model have been put into practice and some steps have been taken into planning in the mentioned company. This study is expected to contribute to literature and the businesses well, as it seeks to improve the safety conditions in production companies.

The aim of the article is to develop a new model of the digital economy as a new scientific direction of the philosophy of economics. Analysis methodology is the use of methods such as cross-cultural, systemic, synergetic, informational, axiological, cybernetic to develop a new model of the digital economy as a new scientific direction, in the context of which a new information space is being formed. The problems of solving the digital economy are taking place against the backdrop of new trends - globalization 4.0, Industry 4.0, Enlightenment 2.0, Agile management, in the context of which there is a transition from simple interconnection to hyperconnection and the spread of Moore's law, according to which there is a doubling of information. The results of the study. 1) The development of the digital economy as a new scientific field, which is based on a combination of concepts of informatization, digitalization, robotics, developing under the influence of global trends is studied. 2) It has been established that the digital economy contributes to technological progress and, under the pressure of global trends, develops a variety of economic models of scientific, technical and digital progress, which are based on the solution of problems of man, science, society. 3) The problematic issues of the digital economy and the conditions for its solution are identified. Conclusions. The prospects that the digital economy opens up thanks to modern technologies representing a technological breakthrough are analyzed. The digital technology network is designed so that it moves with the least loss and the smallest pieces of calculus are at the heart of this new constant flow system. All this indicates that in the context of globalization and the BIG DATA era, humanity is entering a new stage of calculus, when information doubles in accordance with Moore's law.

The subject of this article is the transformation of project management systems, programs and project portfolios in the context of the interaction of the infodemic and pandemic in the COVID-19 environment. Infodemiс, ahead of the pandemic, is filled with rumours, conjectures and speculation at the first stage, creating an atmosphere of fear and panic. At the same time, Agile methodologies, systems of knowledge and competencies of project and program managers come to the fore in project management. The basis of the changes lies in changing the decision-making paradigm in the management of projects and programs in the "infodemiс - pandemic" system. The goal is to study the models of interaction and mutual influence of the pandemic (infodemiс) information support during the development of the COVID-19 pandemic for the application of modern methodologies of flexible methodologies in managing projects and programs at all levels of the state and society. The key challenges to a successful project and program management are Agile Transformation. Today there is an intuitive transition to the use of flexible project and program management methodologies, which does not bring the expected results. The research results allowed the authors to build a model of interaction "infodemiс - pandemic). This model can be used to analyse the mutual influence of the information envelope in each country on the distribution of the coronavirus and project management to minimize the negative consequences of the pandemic. Conclusions : This article explores the phenomenon of "infodemiс" that occurs during the global crisis of the COVID-19 pandemic. It is proposed to apply the Agile transformation of the project management system and pandemic programs, taking into account the influence of informational "noise" in the mental space of global society. The model can significantly improve project preparation by transforming Agile management with a focus on stakeholder value systems. At the same time, it is important to use the opportunities to accelerate and increase the effectiveness of project implementation using Agile umbrella tools such as Kanban, P2M, Kaizen and others. Disinformation, which includes false claims about a "cure", conspiracy theory and misleading information about the spread of the virus will expand. The effectiveness of the response to control this "infodemiс" is likely to vary from country to country and will depend on public confidence in the authorities. New developments, including the detection of outbreaks of the virus in almost all countries of the world, the publication of epidemiological data and the start of clinical trials of the vaccine, are likely to lead to new misinformation, which will hamper efforts to control the pandemic.

Superior business performance is a central objective of any firm in an unpredictable environment. Organizational agility (OA) constitutes one option for prospering in this environment. Although research confirms a positive effect of OA on business performance, studies show conceptual imprecision. I systematically review and compile previous findings and provide a coherent view of OA. A search in three databases yielded a final sample of 75 articles. From a qualitative analysis, I identify four agility categories: agility drivers, agility enablers, agility capabilities, and agility dimensions. Based on findings from each category, I develop a conceptual map of OA that (i) connects the agility categories and clarifies how they work, and (ii) proposes a framework for the tasks and responsibilities of management within an agile organization. As part of the conceptualization, I also consider the business environment and the impact of an increased OA level. Viewed from a dynamic capability perspective, changing internal and external agility drivers necessitate the development of agility capabilities. These are realized by a specific set of interdependent enablers. Within this concept of an agile organization, management assumes various responsibilities, in particular, engaging in monitoring and decision-making functions. Conceptual clarity of OA at the organizational level facilitates a systematic development of agility research and provides guidance for practitioners. This article contributes to agility research by integrating insights from various research streams on OA. By highlighting the close ties to strategic management and the derivation of a model to agile management, this research also contributes to strategic management research.

Agile management is currently being discussed extensively both in business and in science. Companies have been subject to ever increasing competitive pressure for several years. Here the agile management should help. In the following, the topic “Agile Management in Management” will be considered in particular. Zusammenfassung Agiles Management wird momentan sowohl in der Wirtschaftspraxis als auch in der Wissenschaft umfangreich diskutiert. Unternehmen unterliegen seit einigen Jahren einem immer stärker zunehmenden Wettbewerbsdruck. Die steigende Wettbewerbsintensität lässt sich auf die ausgeprägte Globalisierung, die stark anwachsende Digitalisierung, auf den einhergehenden Trend zur kundenindividuellen Bedarfsdeckung sowie die damit verbundenen technologischen und prozessualen Innovationen sowie die resultierenden Anpassungen der Unternehmensstrukturen zurückführen. Agiles Management wird dabei regelmäßig als Instrument zur Bewältigung der immer stärker zunehmenden Wettbewerbsintensität gesehen. Im Folgenden soll im Speziellen die Thematik „Agiles Management in der Unternehmensführung“ betrachtet werden.

The article contains the results of the analysis of China’s immigration regulation dynamics during the period of January - November 2020 in the context of the COVID-19 pandemic. The comparative research of changes in the epidemiological situation and immigration regime helps to study the example of the experience of a large scale usage of the principles of adaptive and agile management in the context of global uncertainty and a rapidly changing situation, and to detect the significant factors influencing the immigration policy of China. To solve these tasks, the author uses general scientific methods and research techniques: observation, description, analysis, synthesis, generalization, abstraction, the comparative method and other methods. The results of the case-study show that China, pursuing its immigration policy during the period under study, had to search for a balance between the necessity to eliminate the possibility of importing the new corona cases and the importance of maintaining and developing foreign economic relations in terms of the limitation of transborder mobility. At the same time, the case of China proves that, in the context of global uncertainty, the principles of adaptive politics with their complicated procedures of harmonization of controversial interests are more often substituted by the principles of agile management, which designates the transition on the governmental level to the trial-and-error management method. It’s obvious that the end of the pandemic will put on the agenda the issue of the evaluation of the adaptive and agile management experience, which requires the creation of suitable scientific tools.

The organisationl development of project, programs and project portfolios management systems with drivers of agile transformation is considered. Fust changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in agile project and programs management. The article explores modern approaches to leadership formation when applying agile methodologies of its specificity from decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of Agile transformation of organisation are considered. The studies were conducted based on a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and Crises, Resourcefulness, Negotiation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development for Agile transformation of organization.

The Agile approach proved to be effective in building self-managed software development teams that can quickly respond to rapid changes and adapt to ambiguous and complex business environments with fast-changing requirements. After the pandemic, and as a cause of worldwide lockdown, companies struggled to survive. Most companies started shifting their work processes and environment to handle ambiguity using Agile methods and tools. The company’s transition to Agile is usually led by HR, which played an essential role in this change, managing the talent and choosing the best processes to benefit the organization and avoiding other rigid processes and consider them wastes. Some Agile methodologies can add tremendous value to the organizations, while applying other methods can be harmful. Today, companies seek to reinvent their working practices by incorporating the Agile approach to improve flexibility and meet increasingly competitive market demands. This study examines the Agile management role in the HRM environment transformation and its effect on the new reality of adopting technologies in all HRM.

The competition in the software market demands that the time required for any software product to reach the market be reduced if the product is to survive competition from other developers. The pursuit of this goal has led to the adoption of agile software development methodologies. While other agile methodologies provide guidelines as to the software engineering (SE) practices to be used during the development lifecycle, Scrum does not. The purpose of this study is twofold: first, to identify the usage and level of importance of software engineering practices in the Scrum development environment; and second, to investigate how Scrum teams adopt an appropriate set of SE techniques and whether a hybrid Scrum/Extreme Programming (XP) methodology is an appropriate approach to take. This research was conducted by examining sample data from five organizations using the Scrum methodology. The sample included a range of industries including communications and embedded systems, financial asset management, software development houses and consulting firms in South Africa. The study employed a mixed method approach. A key finding was that, regardless of the fact that Scrum does not explicitly recommend engineering practices, there was extensive use of these practices by all of the participating organizations. The study also found that the lack of software engineering practices in Scrum does not constitute a barrier to a successful adoption of Scrum, provided the 'inspect and adapt' principle inherent in Scrum is properly followed. The study discusses the findings, explains the implications and suggests future research.

An innovating organization faces the challenge of how to prioritize distinct goals of novelty and value, both of which underlie innovation. Popular practitioner frameworks like Agile management suggest that organizations can adopt an iterative approach of frequent meetings to prioritize between these goals, a practice we refer to as iterative coordination. Despite iterative coordination’s widespread use in innovation management, its effects on novelty and value in innovation remain unknown. With the information technology firm Google, we embed a field experiment within a hackathon software development competition to identify the effect of iterative coordination on innovation. We find that iterative coordination causes firms to implicitly prioritize value in innovation: Although iteratively coordinating firms develop more valuable products, these products are simultaneously less novel. Furthermore, by tracking software code, we find that iteratively coordinating firms favor integration at the cost of knowledge-creating specialization. A follow-on laboratory study documents that increasing the frequency and opportunities to reprioritize goals in iterative coordination meetings reinforces value and integration, while reducing novelty and specialization. This article offers three key contributions: highlighting how processes to prioritize among multiple performance goals may implicitly favor certain outcomes; introducing a new empirical methodology of software code version tracking for measuring the innovation process; and leveraging the emergent phenomenon of hackathons to study new methods of organizing.

Background: Organisations must respond quickly and consistently to ongoing global shifts. This streak separates remaining competitive from losing market share. Globalisation has accounted for the majority of this transformation, which has been reinforced by rapid digital transformation. Industry experts and researchers are continually studying effective remedies to this worldwide transition as part of their response to this drive. This is required because the world is changing unavoidably, and effective responses to the change should be investigated. Objectives: To study the relationship between Agile and innovation, and how this relationship might facilitate organisations’ reaction to global changes, in response to the battle of how to adapt to global transformations successfully. Method: A systematic literature review analysing 1645 peer-reviewed journals through the use of social network analysis. Results: The terms ‘Agile,’ ‘digital transformation’, ‘design thinking’, ‘agility’, ‘innovation management’, ‘lean’, ‘Industry 4.0’, ‘Agile development’ and ‘digital innovation’ have the strongest links to ‘innovation’. This demonstrates how innovation is reliant on Agile and its characteristics. Furthermore, the computed data clusters from the analysed dataset led to five propositions: (1) Agility sustains innovation strategies (P1). (2) Collaborating Agile methodology with digital innovation leads to competitive advantage (P2). (3) Agile development accelerates or facilitates new business models, such as Industry 4.0 (P3). (4) Design thinking creates value in innovation management or development of new product (P4). Lastly, (5) the concept or theory of lean Agile management (P5). Conclusion: The correlation between Agile and innovation is critical for effective responses to global digital transformations that are ongoing.

The aim of the paper is to analyze how agile management practices are being adopted by specialists from software development technology companies in Brazil, identifying actions that contribute to the success of software implementation, aiming to ensure the survival of organizations in the market. The study counted with a literature review to support the field research with software development specialists who use the agile methodology and work in Brazil in the states of Rio de Janeiro and São Paulo. The results were analyzed through a descriptive statistics and content analysis. The research identified that the companies that adopt agile software management methodology in Brazil prefer the Scrum method and the development teams may be geographically distributed. The main positive points identified when adopting agile methods were the process speed, team involvement, maximization of results, involvement with the client, and simplicity. Most experts identified problems in the implementation of the agile methodology and as points of attention: management of distributed teams, scope estimation and communication. It was possible to identify the existence of a positive financial result by adopting the agile method for software development projects, as well as actions that contribute to the success of these projects, such as controlling quality using different testing techniques, project management, time, stakeholders, scope, and have agile communication, with feedback and good leadership. On the other hand, it was observed in the statistics that, although efficient, this method is still not being widely used. This research can contribute to the managers of software development companies in the use of agile methods as well as improving management decision-making.

The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation is considered. Substantial changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion : The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.

Recently the business environment surrounding the financial investment industry is changing rapidly, and the demands of customers (diversity and the cycle of change etc.) are getting shorter. In this context, it can be said that companies are forced to adopt an agile management environment. In particular, non-face-to-face channels, including MTS, is adopting the agile system into the digital finance sector from a company-wide and strategic perspective. This study analyzed the effects of MTS services’ environment quality on customer satisfaction and continuous intention to use for MTS users who are rapidly increasing under the agile management environment in the financial investment industry. This study surveyed the quality of service environment (accessibility, convenience, design, security), customer satisfaction, and continuous intention to use for 350 MTS users. First, accessibility, convenience, and security of MTS service environment quality had a positive effect on customer satisfaction, and design was rejected Second, customer satisfaction has a positive effect on continuous intention to use. Third, convenience and security of MTS service environment quality have positive effects on continuous intention to use, and accessibility and design were rejected. The results of this study, together with demographic analysis, are expected to provide useful implications for MTS activation studies and securities firms’ strategies.

Agile emerged in software development in the 1990s and became popular mainly after the issue of the Agile Manifesto by Beck and coauthors in 2001. Influenced by the culture of value maximization and waste reduction that found its first expression in lean manufacturing, Agile’s methods contrast with traditional methods of software engineering, which tend to be bureaucratic and hierarchical. Agile values include collaboration, team empowerment, iterative and incremental development, increased customer engagement, and adaptability to change.

Purpose The article offers a clear and succinct account of the Amazon approach to Agile management (though it doesn’t call it that, and offers best practices to enable others to learn how to think–and act–like Amazon. Design/methodology/approach The article draws on the insights and experiences of John Rossman an Amazon senior manager who was an effective innovator for the company. Findings Amazon has a distinctive approach to implementing the three principles of Agile: 10;∙9; Customer-obsessed. 10;∙9; Small is beautiful. 10;∙9; Networks. Practical implications Customer obsession at Amazon is enabled and driven by customer-driven metrics. Originality/value Drawing on his experience innovating for the company, John Rossman describes in detail how Amazon created an environment with very different values and behaviors, an approach that employs the principles of Agile management.

Rapid changes in demographics, technology and globalization have considerable global implications for work and the worker. This new context is also disrupting talent management as known for the last two decades. Progressive companies in all sectors realize that their talent management practices are no longer meeting the needs of their workers. Instead, employers focus their attention on developing a meaningful employee experience to attract and nurture the talent they need. A new breed of talent management practitioners is developing an HR stack that includes other management frameworks such as design thinking, agile management, behavioral economics and analytics to augment their HR competencies. Organizations will be unable to reinvent their existing talent management practices in a sustainable way unless they broaden the talent management conversation. JEL classification: J24 human capital, M10 business administration general, Keywords: Talent management, Disruption, HR stack, Design thinking, Agile management, Behavioral economics, HR analytics, Global HR.

Purpose The purpose of this article is to show how companies that embraced the Agile management mindset succeeded at continuous innovation. Design/methodology/approach The article describes the processes and mindsets of companies that successfully and unsuccessfully adopted post-bureaucratic management models. Findings Pioneering companies that have adopted a post-bureaucratic mindset are obsessed with adding more value for customers and end-users. Practical implications A case example of the model in practice is included. Originality/value The article recounts the problems and advantages of both top-down and bottom-up adoption of Agile management concepts and practices.

How do socio-economic change and technological revolution change the way we manage people. How does the development of AI (Artificial Intelligence) affect the process of talent acquisition? The author will present the concepts of technological unemployment, creative class, millennials (generation Y), humanistic management, sustainable development, CSR and new managerial models in light of current social changes. Humanistic management as a broader concept, and humanistic talent attraction as its direct implication, will be presented as an answer to the current technological development. The author presents a narrower topic of human resources management but sees potential in the topic to develop a discussion on future of work in a broader sense.

En el marco de un estudio, se realizó una propuesta metodológica para el seguimiento integral de proyectos de Tecnologías de la Información y la Comunicación (TICs) en un ámbito particular de la Administración Pública Argentina. Esta nueva propuesta considera aspectos relevantes de la gestión tradicional y ágil, y permite la alineación del proyecto con la estrategia y la gestión del gobierno, ya que por cada etapa se puntualizan una serie de requisitos considerados fundamentales para la gestión exitosa de proyectos de TICs en el sector público. Este trabajo presenta la implementación de dicha propuesta metodológica de enfoque “híbrido”, a un proyecto de TICs perteneciente al Departamento de Informática de una municipalidad, considerando el cumplimiento de los requisitos en cada etapa de la misma. Este nuevo escenario facilita una transferencia de conocimiento más receptiva y útil y favorece el acercamiento entre las partes interesadas.

In this chapter, the authors highlight that the challenges related to managing modern projects are that the management problems have changed since traditional project management methods were developed. This calls for new project management methods, adapted to situations of rapid technological change and flexibility. The authors identify and highlight the limitations of both traditional and agile management methods. They pay special attention to such project characteristics as obstacles to agility, skills, leadership, stakeholders and customers. They discuss hybrid project management and identify which method is the best fit in a given situation.

This study shows the agile management of a project using the Scrum methodology. The main objective is to analyze the use of Scrum for life, specifically in scientific production when writing a Paper. The results obtained recognize that the common practices of the agile approach such as revision and retrospective allow that the writing of the article can be improved throughout its development and that the collaboration between the participants is efficient and effective. Likewise, a consistent and effective alternative is provided to the scientific community for the administration in the development of scientific products.

Although there are e-health systems for the care of elderly people, the reactive characteristics to enhance scalability and extensibility, and the use of this type of system in smart cities, have been little explored. To date, some studies have presented healthcare systems for specific purposes without an explicit approach for the development of health services. Moreover, software engineering is hindered by agile management challenges regarding development and deployment processes of new applications. This paper presents an approach to develop health Internet of Things (IoT) reactive applications that can be widely used in smart cities for the care of elderly individuals. The proposed approach is based on the Rozanski and Woods’s iterative architectural design process, the use of architectural patterns, and the Reactive Manifesto Principles. Furthermore, domain-driven design and the characteristics of the emerging fast data architecture are used to adapt the functionalities of services around the IoT, big data, and cloud computing paradigms. In addition, development and deployment processes are proposed as a set of tasks through DevOps techniques. The approach validation was carried out through the implementation of several e-health services, and various workload experiments were performed to measure scalability and performance in certain parts of the architecture. The system obtained is flexible, scalable, and capable of handling the data flow in near real time. Such features are useful for users who work collaboratively in the care of elderly people. With the accomplishment of these results, one can envision using this approach for building other e-health services.

This chapter aims to study the digital transformation strategies of public management and, within this, the analysis of the main aspects of the transformation of the public acquisition system. It is based on the new public management approach, its evolution towards post-new public management, as well as other strategic derived approaches, such as all government, good government, united government, or government of the digital age. The application of lean and agile methodologies is a great facilitator to support the digital transformation processes of public administration, and far from being incompatible, they are complementary and combinable. This work focuses on the design of strategies for the restructuring of public investment and procurement systems, a critical part of public management, making them more effective and efficient, seeking a greater rationalization of public spending, as well as avoiding waste and corruption.

International audience; The rapid development of information and wireless communication technologies together with the large increase in the number of end-users have made the radio spectrum more crowded than ever. Besides, providing a stable and reliable service is challenging, as electromagnetic environments are evolving and becoming more sophisticated. Accordingly, there is an urgent need for more reliable and intelligent communication systems that can improve the spectrum efficiency and the quality of service to provide agile management of network resources, so as to better meet the needs of future wireless users. Specifically, Automatic Modulation Recognition (AMR) plays an essential role in most intelligent communication systems especially with the emergence of Software Defined Radio (SDR). AMR is an indispensable task while performing spectrum sensing in Cognitive Radio (CR). Thanks to the significant advancements in Deep Learning (DL) applications, new and powerful tools have been provided which can tackle problems in this space. Thus, today, integrating DL models into AMR has gained the attention of many researchers. This work aims to provide a comprehensive state-of-the-art review of the most recent Machine Learning (ML) based AMR methods for Single-Input Single-Output (SISO) and Multiple-Input Multiple-Output (MIMO) systems. Furthermore, the architecture of each model will be identified along with a detailed comparison in terms of specifications and performance. Finally, an outline of the open problems, challenges, and potential research directions is provided along with discussion and conclusion.

Due to the increasing importance of digitization, ICT and engineering sectors are also growing. In these sectors, there are a lot of high-qualified and well-paid jobs. However, despite the growing importance and popularity of digital solutions, one fact (at least) is, unfortunately, still very stable within the ICT and engineering sectors: When it comes to employees, there are still huge differences with respect to gender and gender stereotypes. (Commercial) technology development can be regarded as having masculine connotations both structurally and culturally. Therefore, we address these connotations, especially the roles of androcentric bureaucracy, which could be described as hierarchical, technocentric, and very controlling-oriented, and (the structural possibilities of) self-efficacy. We discuss, conceptually and empirically with a focus on software development, whether new management approaches like agile frameworks and new management roles like Feel-good Managers and Scrum Master could be seen as a cure for inequality or if there are new stereotypical gender-related ascriptions for specific activities or processes.

The idea that Parametric Strategic Management represents business agility of organizations is developed. Moreover, it is considered that Agile methods comply with the Emergent Strategy concept isomorphically, and follow that concept in a consistent manner. In that context, use of Strategic Planning in organization development is reduced significantly. Inasmuch as it remains, it takes on new, more flexible forms. The concept of Managed Self-organization, which Parametric Strategic Management essentially is, holds a special place in these trends. In a case study of a Russian teal supermarket chain «VkusVill» we will analyze, how such management can be practically applied. That particular case, as well as the exploration of necessary conditions and limits to the implementation of Managed self-organization indicate, that Parametric Management is relevant for the business practice. Overall, the author succeeds to: (1) trace the precursor of Agile methods within Emergent Strategies concept before even defining his own Parametric Strategic Management concept; (2) discuss Hybrid Management which combines Agile methods and Planning approaches, all the while considering benefits of both, as well as the requirements of business practice; (3) detect the signs of Parametric Strategic Management in the initial case of «VkusVill» company, where Agile Management methods underlie it's business growth. The following article is going to be of interest to all who conduct research in the modern Strategic Management field, as well as to business representatives in search of a conceptual verification of Agile Methods application in their business practice.

Over the past several years, global project management teams have been facing dynamic challenges that continue to grow exponentially with the increasing number of complexities associated with the undertaken tasks. The ever-evolving organizational challenges demand project managers to adapt novel management practices to accomplish organizational goals rather than following traditional management practices. Considering which, the current study aims to explain the effect of agile management practices upon project performance directly as well as while being mediated through project complexity. Furthermore, the aforementioned mediatory relationship is evaluated in terms of the moderating effect of leadership competencies. The current study utilized the survey approach to collect the data from registered I.T firms deployed in the potential metropolitans of each province of Pakistan including, Peshawar, Islamabad, Lahore, Sialkot, Faisalabad, Hyderabad, Sukkur, and Karachi. A total of 176 responses were utilized for statistical evaluations. As result, it was observed that the negative influence anticipated by project complexity on project performance was compensated by the agile management practices. Further, the leadership competencies played a pivotal role in managing project complexity while implementing agile management practices and therefore enhancing project performance. The current study abridges the potential knowledge gap conceptually by evaluating the direct impact of agile management upon project performance while considering all of its aspects, exploring the mediatory role of project performance and evaluating the moderating role of leadership competencies in attaining optimum project performance. In contextual terms, the current study fills the knowledge gap by gauging the implications of agile management practices within the I.T sector of Pakistan. The results of the current study can be a potential guide for both the academicians and the industry professionals.

Agile methodology for software development and IT projects has developed into more complex, hybrid project management frameworks – notably the Scaled Agile Framework (SAFe). This allows the agile management of complex IT portfolios or development programmes which require methodology which goes beyond the single-project-single-team scope of e.g. the basic Scrum approach. The SAFe methodology claims to be the right approach for lean enterprises. But this still assumes that it is implemented in a single organization with stable organizational setups and team structures and with professional staff. In contrast, we apply SAFe in a typical distributed and loose environment of an Open Source development project. Instead of a dedicated team, the involved staff is organized in an informal, open community of practice (OpenCoP) where participants join and leave and where staff contributes only certain amounts of time with a limited commitment. In addition, we deal with a university led IT programme which involves students as developers with limited experience and competence in professional project work. This paper presents the case study of the development of a Digital Education Ecosystem (DEE) for a Virtual Master School. The members of this Master School (including the students) are the co-developers and the users of the DEE. They form an OpenCoP which develops a customized IT system for their own needs. Applying SAFe in such an environment is new and challenging. This paper describes first experiences in this field.

This chapter seeks to explore the role of organizational culture in employing design thinking as an agile management tool and to reflect upon the benefits and challenges of doing so. The authors highlight the issue that the most difficult underlying task if design thinking is to succeed is to organize for self-organization and show that design thinking cannot be employed successfully if the organizational culture does not allow for such an agile management approach. Such a managerial approach is also most likely to be contingent upon an appropriate organizational culture. The chapter thus posits that the ‘one size fits all’ premise in terms of design thinking is unlikely to hold true in managerial practice.

Banking 4.0 is characterised by digital innovations, fusing the physical, artificial, and biological worlds, affecting societies, industries, and companies with ever higher speed and intensity. In the process to a new world order with new competitive forces and uncertainty, where goals are continually changing, and resources must be flexibly reorganised, there is no room for traditional ways of strategic thinking. With old management concepts, linear value chains, and rigid and closed organisational structures, established firms will be the losers. This article explains why the banking industry is ripe for disruption. It introduces a conceptual framework based on a case study research of Chinese juggernauts, including value constellations, platform business models and super-apps. Our journey from the industrial economy to the digital era opens up new vistas on how to create and capture value for businesses and clients of the next generation. We describe why modern leaders must embrace change, learn from Asia, and develop strategies through the lens of the ecosystem theory. Digital ecosystems focus on clients and data and consolidate interconnected goods and services. To achieve sustainable financial growth, we suggest an agile management approach that takes the digital transformation as a chance and builds upon partnerships to connect with diverse actors—technologically, socially, and culturally.