Research Publications

Now showing 1 - 2 of 2

Open Access
Sustaining Agile Usage: Role of Management Support in Shaping Agile Mindsets in Development Teams
(ICSDB 2024 and SLIIT Business School, 2024-12-10) Wickramarathne, C.; Wijesinghe, U.; Mapitiyage, V.; Wickramage, C.; Wisenthige, K.; Aluthwala, C.
Agile methodologies have acquired prominence in the modern landscape of software development. Regardless of development teams shifting to such methodologies, they experience obstacles in their sustained usage. Research implies these originate from shortcomings in the agile mindset of team members, considering the role of management support in fostering the same. However, they struggle to properly address the impact of management support on sustained agile usage. This study solidifies the impact of management support on the sustained usage of agile methodologies, exploring the mediating role of the agile mindset. A questionnaire was administered to select a group of 100 agile software development team members. A quantitative research approach was employed, with cross-sectional data gathering. Partial Least Squares Structural Equation Modelling was applied to analyse the relationships between variables, finding that the management support provided by an agile software development firm has a significant positive impact on the agile software development team’s sustained agile usage. Furthermore, the management support by the firm cultivates an individual’s agile mindset. An individual’s agile mindset has a positive correlation with sustained agile usage of the team as well, thereby establishing a partial mediation between management support and sustained agile usage. Interestingly, the findings assert the importance of management support while demonstrating their responsibility for the achievement of the ultimate goal of establishing a culture of agility by fostering individuals’ agile mindsets in an SD firm. Furthermore, it furnishes practitioners with the knowledge to develop effective interventions to foster an agile mindset among team members, thereby ensuring the long-term success of agile methodologies.
Open Access
Investigating the strategies for supply chain agility and competitiveness
(2019-06-27) Perera, S; Soosay, C; Sandhu, S
Research aims: This study explores the strategies that enable firms to establish supply chain agility and competitiveness in Australian manufacturing firms. Design/Methodology/Approach: Using a case study approach, interviews are conducted with eight Australian manufacturing firms. Underpinned by the dynamic capability perspective, data are then thematically analysed to derive the findings. Research findings: Agility strategies are based on collaborative efforts, requiring information sharing among firms in the supply chain and diversifying core competencies in a strategic manner to remain competitive. Theoretical contribution/Originality: This study shows how dynamic capabilities foster competitive advantage. It identifies both the strategic and operational agility which enable firms to respond to market changes and to remain competitive. Practitioner/Policy implication: The manufacturing industry in Australia is undergoing a transition where Australian manufacturers need to transform and be more agile by leveraging their competencies and supply chains collectively. Research limitation/implications: The results are based on a crosssectional study of firms identified from the Australian manufacturing industry.

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