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Final Dissertation - Steven Martin.pdf (1.69 MB)

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Culture of Control and its Relationship to Successful Large Scale Agile Transformations

Martin, Steven A
http://rave.ohiolink.edu/etdc/view?acc_num=frank1620731439153882

Abstract Details

2021, Doctorate of Business Administration, Franklin University, Business Administration.
This quantitative study focuses on how an organization’s culture with a predisposition towards control may influence the degree of success of a large-scale agile transformation change initiative. In today’s highly volatile and uncertain business environment, organizations must exercise agility to survive and thrive against their competition. Implementing an agile framework at large-scale across an organization can help increase an organization’s overall agility. However, transforming an organization to using agile frameworks is a complex and lengthy organizational change initiative. It requires the shift of a command-and-control culture to one that embraces change and empowerment. Not only is culture difficult to change, but culture also appears as one of several top challenges when executing large-scale agile transformation initiatives. From a sample of n=143 experienced persons with large-scale agile transformation initiatives in the United States, companies classified with either low control and high control cultures at the start of their agile transformation did achieve some level of success. Hypothesis one was supported in that companies with low control cultures at the start of their transformation had significantly higher success achieving their transformation goals over high control cultures. Hypothesis two, however, was not supported; no significant relationship was found in the strength of a culture at the start of its agile transformation and the degree of large-scale agile transformation success. A low reliability (Cronbach’s alpha 0.0456) for the instrument used to evaluate H2 may have contributed to its non-support. With culture a complex, multifaceted construct in agile transformations, recommendations for future studies are provided.
Lewis Chongwony (Committee Chair)
Timothy Reymann (Committee Member)
Kenneth Knox (Committee Member)
179 p.
Business Administration; Management
agile; agility; large-scale agile transformation; organizational culture; agile transformation

Recommended Citations

Citations

  • Martin, S. A. (2021). Culture of Control and its Relationship to Successful Large Scale Agile Transformations [Doctoral dissertation, Franklin University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=frank1620731439153882

    APA Style (7th edition)

  • Martin, Steven. Culture of Control and its Relationship to Successful Large Scale Agile Transformations. 2021. Franklin University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=frank1620731439153882.

    MLA Style (8th edition)

  • Martin, Steven. "Culture of Control and its Relationship to Successful Large Scale Agile Transformations." Doctoral dissertation, Franklin University, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=frank1620731439153882

    Chicago Manual of Style (17th edition)

frank1620731439153882
934
© 2021, some rights reserved.Creative Commons License Culture of Control and its Relationship to Successful Large Scale Agile Transformations by Steven A Martin is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. Based on a work at etd.ohiolink.edu.
This open access ETD is published by Franklin University and OhioLINK.