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Abstract

We investigate the effects of two components of agile management—agile practices and agile mindset—across various industries through quantitative research. Previous research on agile management at the organizational level has chiefly involved case studies or conceptual discussions. We address the gap in quantitative empirical research by developing a scale for an agile mindset. This study follows Hinkin's suggestion on the scale-development process. The data were collected in two phases, totaling 371 responses. The first phase used 200 questionnaires for exploratory factor analysis to validate the scale. The second phase gathered 171 questionnaires from 51 teams for confirmatory factor analysis and hierarchical linear modeling. We found that a team's agile mindset and agile practices can promote an innovative climate within the team, enhancing individual innovative behavior. We underscore that an agile mindset is an individual attitude and can be a shared action guideline within the team.

Keywords

agile management agile practice agile mindset team innovative climate individual innovative behavior

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The Impacts of Agile Management on Innovative Climate and Individual Innovative Behavior

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