Using Technology and Innovation to Streamline Agile Project Management

2022 ◽  
pp. 1-21
Author(s):  
Vannie Naidoo ◽  
Thokozani Ian Nzimakwe
Keyword(s):  
Project Management ◽  
Psychological Empowerment ◽  
Work Processes ◽  
Technology And Innovation ◽  
Project Completion ◽  
Agile Project Management ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Job Meaningfulness

Agile project management has transformed due to the rapid advancements in technologies. Digitisation of work processes has also contributed to increased efficiencies and lowering of costs within companies and organisations worldwide. This is essential in agile project management as managing and maintaining schedules and budgets are imperative for a successful project completion. The employees' drive, confidence, job meaningfulness, autonomy in job, and mastery of skills, or psychological empowerment as they often referred to in literature, are instrumental in nourishing employees' innovative work behaviour. This is a key contributor to successful agile project management.

Who is attracted and why? How agile project management influences employee's attraction and commitment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jan Koch ◽  
Carsten C. Schermuly
Keyword(s):  
Project Management ◽  
Sensation Seeking ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Equation Modeling ◽  
Content Type ◽  
Effective Strategies ◽  
Agile Project Management ◽  
Indirect Relationship ◽  
Work Structure

PurposeIn times of market volatility and uncertainty, finding effective strategies to attract and retain individuals continues to be a challenge for organizations. Based on the psychological empowerment process (Spreitzer, 1996), this paper strives to examine if the application of agile project management could serve as such a strategy.Design/methodology/approachIn two independent studies, the authors used an experiment with students as potential applicants (N = 121) and a field study with employees (N = 229) to test the predictive quality of agile project management for attracting individuals toward the organization.FindingsUsing structural equation modeling, the authors identified an indirect relationship between agile project management and attraction toward the organization via psychological empowerment. The authors found this relationship for potential applicants as well as employees. Furthermore, individuals high in sensation seeking are found to be more attracted toward organizations that apply agile project management than individuals low in sensation seeking.Research limitations/implicationsThe findings contribute to the empowerment literature by establishing agile project management as a work structure that fosters feelings of psychological empowerment.Practical implicationsTaken together, these results suggest that agile project management can attract individuals who seek novel, complex and intense sensations. Where applicable, organizations may highlight their practice of agile project management methodologies as part of their employer brand to attract future specialists for agile projects.Originality/valueThis paper is the first to integrate the research streams on agile project management and attraction toward the organization using quantitative data.

scholarly journals Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matej Grošelj ◽  
Matej Černe ◽  
Sandra Penger ◽  
Barbara Grah
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Added Value ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.Design/methodology/approachWe have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.FindingsThe research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.Originality/valueThis paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

Team-member exchange and innovative work behaviour

2019 ◽  
Vol 11 (3) ◽  
pp. 344-361 ◽  
Author(s):  
Vinit Ghosh ◽  
Manaswita Bharadwaja ◽  
Sresha Yadav ◽  
Gaurav Kabra
Keyword(s):  
Self Efficacy ◽  
Team Member ◽  
Psychological Empowerment ◽  
Content Type ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Creative Self ◽  
Innovative Output

Purpose In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The current study presents a moderated mediation model and examines the mechanisms and conditions involved in TMX-IWB relationship. Design/methodology/approach A quantitative research methodology was adopted where 156 engineering and management students (grouped into 33 teams) were given a task in the form of an assignment to be completed in three weeks’ timeframe. Post task, perceptions about TMX and IWB of members were captured using a questionnaire and the innovative output of each team was assessed using multi-rater technique. Findings Psychological empowerment fully mediates TMX’s effect on team member's IWB. Furthermore, the results indicate that creative self-efficacy moderates the mediated path from TMX to IWB via psychological empowerment. The mediating effect of psychological empowerment is stronger when creative self-efficacy of a team member is higher. Furthermore, the relation between group-level innovative behaviour and the team's innovative output has been established. Originality/value The current research has contributed to the limited literature on team performance and management. This paper has uniquely investigated psychological empowerment in the context of TMX and IWB. The paper has encapsulated the theoretical and practical underpinnings of the mediated effect of psychological empowerment on team members' innovation-oriented behaviour.

Entrepreneurial culture and innovative work behaviour: the mediating effect of psychological empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hoa Thi Nhu Nguyen ◽  
Huong Thi Thien Nguyen ◽  
Anh Thi Lan Truong ◽  
Thao Thi Phuong Nguyen ◽  
Anh Van Nguyen
Keyword(s):  
Psychological Empowerment ◽  
Mediating Effect ◽  
Organizational Level ◽  
Content Type ◽  
Entrepreneurial Culture ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Impact ◽  
The Relationship

Purpose This paper aims to explore how entrepreneurial culture (EC) and psychological empowerment (PE) support innovative work behaviour (IWB) of employees in organizations. First, it examines the impact of EC on IWB. It also explores the mediating effect of PE to support the EC – IWB relationship. Accordingly, it suggests a mechanism model to explain the relationship between EC and IWB. Design/methodology/approach This is an empirical research using quantitative methods. Data were collected via both face-to-face and online surveys from 308 employees in Vietnamese enterprises. The partial least squares-based structural equation modelling (PLS-SEM) approach was applied to test hypotheses in the research model. Findings Significant R-square values were achieved for both EC – PE and PE – IWB relationships, according to the PLS-SEM. The most interesting finding is the full mediating role of PE in the relationship between EC and IWB. Despite the non-significance in the direct impact of EC on IWB, the role of EC in promoting IWB is important in an indirect way through PE. The significant role of PE in facilitating IWB has been proven. Originality/value This research is one of the initial attempts to empirically build the roadmap from EC, as a typical type of organizational culture, through the mediating effect of PE to improve IWB. This roadmap provides top managers with a hierarchical view that effectively cascading interventions from the organizational level, such as EC, through a significant mediator as PE at the group level, and then down to IWB as a result at the individual level.

THE MEDIATING ROLE OF PSYCHOLOGICAL EMPOWERMENT IN THE RELATIONSHIP BETWEEN KNOWLEDGE SHARING AND INNOVATIVE WORK BEHAVIOUR

2020 ◽  
pp. 2150014
Author(s):  
HAZEM ALDABBAS ◽  
ASHLY PINNINGTON ◽  
ABDELMOUNAIM LAHRECH
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship

Knowledge sharing (KS) is often considered central to encouraging innovative work behaviour (IWB). We concentrate specifically on the relationship between KS and IWB through the mediating role of psychological empowerment (PE). A stratified sampling method was employed for three organisations operating in the services sector. We obtained 340 completed survey returns from employees. Based on a framework informed by social exchange theory (SET), structural equation modeling (SEM) was implemented to examine the research model and the mediation effect. The main finding is a significant positive relationship between KS and PE from one side and PE and IWB from the other. In addition, there is a significant relationship between KS and IWB. It is concluded that PE partially mediates the relationship between KS and IWB. We recommend that researchers and practitioners further investigate the contribution of KS to promoting PE and IWB that enhance organisational performance.

Transformational leadership and innovative work behaviour: the mediating role of psychological empowerment

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dan Florin Stanescu ◽  
Alexandra Zbuchea ◽  
Florina Pinzaru
Keyword(s):  
Transformational Leadership ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Cross Sectional Design

Purpose This study aims to explore the relationship between transformational leadership and employees’ innovative work behaviour (IWB), additionally examining the mediating effect of psychological empowerment. Design/methodology/approach The study is based on a cross-sectional design, data being collected from 139 employees through the following structured questionnaires: Multifactor Leadership Questionnaire, IWB and psychological empowerment instrument. Findings The findings revealed a positive and significant relationship between transformational leadership and both IWB and psychological empowerment, as well as the fact that transformational leadership, through psychological empowerment, fosters IWB. Research limitations/implications One of the main weaknesses of this study is the use of a cross-sectional design, which does not allow for an assessment of the cause–effect relation. Also, using a self-reported questionnaire might have brought common method bias. Practical implications The paper shows that, by creating a greater sense of empowerment, leaders could have a higher positive effect on employee’s levels of IWB. Moreover, empowerment acts as one of the most important and effective processes within the transformational leadership framework in fostering innovation among followers. Originality/value This study extends the empirical research on transformational leadership and its influence on employees’ work attitudes. Given the scant research on the role of the psychological empowerment, the results of this study confirm not only its mediating role but also the need for further studies in this direction.

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