Hybrid approach to agile assembly planning – Empirical evaluation of the industrial practice

Burggräf, Peter; Dannapfel, Matthias; Adlon, Tobias; Fölling, Carsten

doi:10.1016/j.procir.2020.02.140

Cited by 5 publications

(1 citation statement)

References 9 publications

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“…Thus, this part will address PM usage in prior work passes via various perspectives. For instance, in the industry sector, agile methods are mainly used in product development, project management, and process development, whereas the usage in assembly planning and factory planning is less common (Burggräf et al 2020). In 'Team science and building a team', it was noted that modern progress in translational medicine requires highly integrated teams working together to achieve scientific goals.…”

Section: Project Management (Pm)mentioning

confidence: 99%

Effects of Public Service Motivation on R&D Project-Based Team Learning Where Psychological Safety Is a Mediator and Project Management Style Is a Moderator

Pattanatornchai,

Kohda,

Javed

et al. 2024

Administrative Sciences

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While public service motivation (PSM) and teamwork are widely recognized as crucial drivers for effective public service delivery, researchers primarily analyze these factors independently and at a personal level. The existing literature rarely explores the interplay between PSM, the project team learning process (PTLP), and psychological safety (PS) within research and development (R&D) project teams, particularly in national R&D organizations. This study addresses this gap by proposing a theoretical model that examines the combined effect of individual motivation and team collaboration, mediated by PS, on R&D PTLP. Additionally, it investigates the moderating influence of project management (PM) styles—fully agile and partially agile—on these relationships. The proposed method utilizes partial least squares structural equation modeling (PLS-SEM) for quantitative data analysis. Our findings revealed a positive relationship between PSM, PS, and R&D PTLP, with PS acting as a significant mediator. Notably, the relationship between PSM and R&D PTLP was stronger under fully agile project management compared to partially agile settings. These findings suggest that both project teams and organizations should prioritize promoting PS and consider the moderating effects of project management styles to foster a sustainable R&D team learning process, particularly within national R&D institutions.

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Section: Project Management (Pm)mentioning

confidence: 99%