Learning in an agile setting: A multilevel research study on the evolution of organizational routines

Abstract

Recognizing a serious lack of research on routinized individual actions and organizational adaptation in the stability-change paradox, we intend to provide an in-depth explanation of the way in which agile methods affect organizational learning in self-managed, team-based organizations, taking a multi-level evolutionary approach. We explore learning in agile organizations by breaking the analysis of organizational routines down into different levels -individual, team and organization -and describing the process of variation, selection and retention of routines at each level. Leveraging on multiple case studies, we discuss how team members learn and gain knowledge, from both direct and indirect experience, and analyze how teams develop conceptual frameworks and interpret those experiences. Finally, we discuss how organizational memory develops and how teams in agile organizations adapt simultaneously within an ecological structure that also comprises the changing environment. Our findings reveal substantial flaws in the capacity of agile methods to foster organizational learning.

Adapting to the agile workplace : a descriptive case study on the role of corporate MOOCs in organizational learning processes

“…Because empirical research on MOOCs is limited, the goal of this research study was to expand the current literature on OL and the corporate use of MOOCs (Egloffstein & Ifenthaler, 2017;Milligan & Littlejohn, 2014). The benefit of studying the problem in the context of the phenomenon of an agile transformation builds upon the literature regarding agile as a potential catalyst for OL (Annosi, Martini, Brunetta, & Marchegiani, 2018). Lastly, the value of adding to the research is that it provides new perspective on…”

“…In addition, while the 4I model has been applied in a study in an IT department in a lean transformation (Hu et al, 2014) and another in an agile transformation (Annosi et al, 2018), as well as across various sectors of international telecommunication, manufacturing, and banking (Annosi et al, 2018;Berends & Lammers, 2010;Schulze et al, 2013), it has not appeared in an OL study of an insurance company. Studies that have included OL in the insurance industry utilize a variety of frameworks separate from Crossan et al (1999) but not the 4I model (Lee & Lee, 2014;Marvasti et al, 2014;Mousavi, Ghiasi, & Khodayari, 2017;Yao, Deng, & Wang;.…”

“…This adaptation demands work teams to work collaboratively and not individually, altering their social dynamics and routine learning practices (Annosi et al, 2016). Also, the IT organization is continually adapting to environmental and industry changes, creating a need for quickly learning as an organizational unit (Annosi et al, 2016;Annosi et al, 2018;Gandomani & Nafchi, 2016). Finally, the implementation of a MOOC platform for knowledge management and sharing connects learners and information through digital and social interactions (Egloffstein & Ifenthaler, 2017;Maravilhas & Martins, 2018), but could be hindered by legacy politics from the organizational levels that exist in the research site (Berends & Lammers, 2010).…”

“…Agile is a methodology most commonly used in product development and information technology work environments (Annosi et al, 2016). The premise of agile is that work teams use flexible work practices to complete projects more quickly with the ability to iterate and change with environmental uncertainty (Annosi et al, 2018).…”

“…Workgroups are often matrixed, the organizational structure is flat, and units own and solve their problems (Annosi et al, 2016). Managers enable the teams to set goals and make decisions (Annosi et al, 2018).…”