Defining Agile Culture Using Topic Modelling

Rebentisch, Eric; Schuh, Günther; Dölle, Christian; Mattern, Christian; Abel, Hendrik

doi:10.21278/idc.2018.0394

Cited by 8 publications

(12 citation statements)

References 27 publications

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“…Noteworthy in this context is that the agile experts had ranked fast decision-making based upon facts as highly important, while among the IT workers it ranked only #22 (Table 2: last column). According to the agile experts and Rebentisch et al (2018), this value typifies an important aspect of an ideal agile culture: to make decisions based on high-quality data. The fact that the average respondents ranked this value low showed that decision-making was still somehow unrelated to their own current behavior at work.…”

Section: Resultsmentioning

confidence: 99%

“…This bifurcation may easily confound a common understanding of agile work values in relation to meaningful and productive agile work. The adoption of an effective agile mindset among employees brings many managerial challenges, such as handing over decision-making to self-organizing teams (Denning, 2019; Digital.ai TM , 2020; Dikert et al , 2016; Gregory et al , 2016; Gupta et al , 2019; Rebentisch et al , 2018). The entire organizational culture has to transform without a blueprint to guide it (Dikert et al , 2016; Riby et al , 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

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Agile and generic work values of British vs Indian IT workers: a culture-clash case

Bastiaansen

Wilderom

2021

JSMA

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PurposeAfter deciding to become agile, many information technology (IT) units struggle; they underestimate the needed managerial expertise to alter their current culture toward an agile one, particularly when cross-cultural (f)actors are involved. Given that work values are the key to an organizational culture, the study derived a set of agile work values of culturally diverse IT professionals together with a set of well-known generic work values. Consequently, the authors illustrate that managers in charge of the transition to an effective agile culture must pay serious attention to the specific value constellations of its often highly diverse workforce.Design/methodology/approachA literature review resulted in an initial list of agile work values. Then, mainly through a Delphi round, 12 agile-specific work values were established. These were survey rated, along with the validated set of 18 generic work values, by 102 British and Indian IT professionals in a digital service and consulting firm that was requested by its client to become agile. The observations made in 14 feedback group-interview-type dialogs enriched the surveyed data further.FindingsIn the current exploratory study, four generic value dimensions were complemented by two agile-specific ones: team communication and shared responsibility. Among the British and Indian (on-site and offshore) workers, only 2 of the 30 current work values were shared while 7 significant value differences were found, explaining the noted employee bitterness, productivity losses and client disengagement. This situation was reflected in the many discrepancies between the professionals' ideal agile way of working and how their unit was currently functioning.Originality/valueThe multi-method study shows an over-optimistic approach to becoming agile in a common cross-cultural context; insights are gained on how to optimize agile ways of organizing IT work when British IT workers collaborate with Indian IT workers. It may benefit many agile practitioners and managers working with(in) cross-culturally mixed and partly remote teams.

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Section: Resultsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Agile and generic work values of British vs Indian IT workers: a culture-clash case

Bastiaansen

Wilderom

2021

JSMA

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“…The resulting pieces of information are used as input for the topic modelling with the LDA. The LDA, first introduced by Blei et al (2003), is a machine learning algorithm that has been widely used in text mining and other domains (Huang et al, 2018;Rebentisch et al, 2018;Wei and Croft, 2006). The generated topics are interpreted, and attributes are derived.…”

Section: Methodsmentioning

confidence: 99%

“…The analysis shows, that a method to systematically identify attributes of ECR does not exist in the field of ECs. By extending the search into other fields an approach of Rebentisch et al (2018) was identified which presented a systematic approach to derive aspects of agile culture from literature. A latent dirichlet allocation (LDA) algorithm was used to discover latent topics in a collection of relevant literature.…”

Section: Related Researchmentioning

confidence: 99%

Derivation of Description Features for Engineering Change Request by Aid of Latent Dirichlet Allocation

Riesener

Dölle

Mendl-Heinisch

et al. 2020

Proc. Des. Soc.: Des. Conf.

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Complex products and shorter development cycles lead to an increasing number of engineering changes. In order to be able to process these changes more effectively and efficiently, this paper develops a description model as a first step towards a data driven approach of processing engineering change requests. The description model is systematically derived from literature using text mining and natural language processing techniques. An example of the application is given by an automated classification based on similarity calculations between new and historic engineering change requests.

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“…Measurement and accountability frameworks need to be redesigned, and internal and crossinstitutional silos need to be broken down. Organizational cultures, leadership styles, and professional mindsets should be reoriented [21].…”

Section: A Agile In the Indonesian Bureaucracy Domainmentioning

confidence: 99%

Agile Bureaucracy for Public Policy Accountability: Implementation of the Street Vendor Policy in Indonesia

Aripin¹,

Rulinawaty²,

Samboteng³

2021

Advances in Social Science, Education and Humanities Research

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Public policy accountability seems to pose an everdeveloping challenge all around the globe. The increasing rate of complexity at the global scale compels bureaucracies to enhance their capabilities. In reality, however, bureaucracies become the most frequent targets of complaints from civic community organizations with respect to public policy implementations. On the other hand, they are seen as necessary multilateral, but much-in-need-of-reform, actors in global development. The main objective of this study is to build an agile bureaucracy model for public accountability in the implementation of the street vendor (PKL) policy in Indonesia. This model will observe whether agile bureaucracy management is helpful or inhibitory instead to the implementation of public policies. This study will also reveal the demanded accountability and politicization in policy actors' relationships. Data were collected by interview through focus group discussion (FGD) technique with twenty street vendor groups, with 10 to 15 members in each group. Documentation of informants who were directly involved in activities was also carried out. Data analysis processes included data reduction, data presentation, and conclusion drawing. The results of this research showed that building an agile model for the implementation of public policies helps teams with governance to generate high-quality outputs quickly. This features changes to the mindset which prioritizes clear, thorough vision over prescriptive details. This facilitates flexible leadership and organizational structures, cross-functional teams, talent ecosystems, and collaborative cultures and behaviors. Upon improvement and application to all organizations, agile breaks down functional silos, heightens transparency and accountability, and empowers employees.

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Defining Agile Culture Using Topic Modelling

Cited by 8 publications

References 27 publications

Agile and generic work values of British vs Indian IT workers: a culture-clash case

Agile and generic work values of British vs Indian IT workers: a culture-clash case

Derivation of Description Features for Engineering Change Request by Aid of Latent Dirichlet Allocation

Agile Bureaucracy for Public Policy Accountability: Implementation of the Street Vendor Policy in Indonesia

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