Innovation, agile project management and firm performance in a public sector-dominated economy: Empirical evidence from high-tech small and medium-sized enterprises in China

Purpose This study aims to examine the impact of balanced agile project management (balanced APM) on firm performance through the mediating role of market orientation and strategic agility of medium and large telecommunication technology providers in Indonesia. Design/methodology/approach Research data was collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit through confirmatory factor analysis and causal relationships through structural equation modeling. Findings The results indicate that market orientation mediates the link between balanced APM and strategic agility and that strategic agility mediates the link between market orientation and firm performance. Research limitations/implications The choice of single telecommunication industry in a single country, Indonesia, provides a limitation on external validity. It is, therefore, suggested to extend the research efforts to other industry sectors in multi-country environments. Originality/value This study extends the knowledge about agile project management by embracing balancing control enforcement and tests it empirically. This study also re-conceptualizes strategic agility to embrace business partner switching capability and market orientation to embrace the inter-partner coordination dimension. Finally, the results highlight that agile project management needs to be framed by market orientation to create higher value for customers. However, market orientation alone is not enough and that the organization requires strategic agility to achieve firm performance.

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Initial empirical evidence for Agile Project Management in the Film Industry

2021 IEEE Technology & Engineering Management Conference - Europe (TEMSCON-EUR) ◽

10.1109/temscon-eur52034.2021.9488606 ◽

2021 ◽

Author(s):

Kristin Kiri Trier ◽

Theresa Treffers

Keyword(s):

Project Management ◽

Empirical Evidence ◽

Film Industry ◽

Agile Project Management

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AGILE PROJECT MANAGEMENT IN PUBLIC SECTOR – METHODOLOGICAL ASPECTS

JOURNAL OF EUROPEAN ECONOMY - No 1 (2018) ◽

10.35774/jee2020.02.283 ◽

2020 ◽

Vol 19 (Vol 19, No 2 (2020)) ◽

pp. 283-298

Author(s):

Margarita BOGDANOVA ◽

Evelina PARASHKEVOVA ◽

Mariela STOYANOVA

Keyword(s):

Project Management ◽

Public Sector ◽

Service Users ◽

Business Organizations ◽

The Public ◽

Agile Methodology ◽

Governmental Organizations ◽

Agile Project Management ◽

Methodological Aspects ◽

Two Sectors

One of the current approaches to improving business organizations is agile project management. It emerged in the software industry in 2001, but gradually entered other, non-software industries. However, the transfer of the approach to the public sector requires a specific transformation of the agile methodology, insofar as the two sectors are radically different. The public sector is predetermined by regulations, insufficiently oriented towards service users, bureaucratized and hierarchically organized. All this is a barrier to agile project management that aims at providing project team autonomy, frequent and honest feedback to clients and other stakeholders, flexibility of project scope, etc. The aim of the article is to present a conception of a methodology for agile project management in the public sector and to discuss the issues related to its implementation in governmental organizations.

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