Exploring the impact of Agile methodology in a firm’s financial and non-financial performance within Telecommunications industry

Εξερευνώντας την επίδραση της Agile μεθοδολογίας στην οικονομική και μη οικονομική απόδοση εταιρίας στο χώρο Τηλεπικοινωνιών (Αγγλική)

  1. MSc thesis
  2. Paveli, Ioanna
  3. Διοίκηση Επιχειρήσεων (MBA)
  4. 07 Σεπτεμβρίου 2019 [2019-09-07]
  5. Αγγλικά
  6. 164
  7. Argyropoulou, Maria
  8. Argyropoulou, Maria | Gagialis, Sotiris
  9. Agile methodology | Agile framework | New Product Development | Organizational Performance | Telecommunications | Agile μεθοδολογία | Agile πλαίσιο | Ανάπτυξη Νέου Προιόντος | Απόδοση της Οργάνωσης | Τηλεπικοινωνίες
  10. 2
  11. 28
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List of Figures Figure 2.3.2: The Balanced Scorecard 18 Figure 4.2.1.1: Distribution of Responses by Gender 40 Figure 4.2.1.2: Distribution of Responses by Age Group 41 Figure 4.2.1.3: Distribution of Responses by Educational Level 42 Figure 4.2.1.4: Distribution of Responses by Work Experience Group 42 Figure 4.2.1.5: Distribution of Responses by International Experience Flag 43 Figure 4.2.1.6: Distribution of Responses by Current Role 43 Figure 4.2.1.7: Distribution of Responses by Current Function 44 Figure 4.2.1.8: Distribution of Responses by Agile Training Flag 45 Figure 4.2.1.9: Distribution of Responses by Agile Project Participation Flag 46 Figure 4.2.2.1: Question: Agile methodology means delivery of highly customized product offerings 47 Figure 4.2.2.2: Question: Agile methodology means development of configurable products 47 Figure 4.2.2.3: Question: Agile methodology means using state-of-the-art technology to deliver innovative products/ services 48 Figure 4.2.2.4: Question: Agile methodology is based on rapid decision and learning cycles 49 Figure 4.2.2.5: Question: Agile methodology implies welcoming change and efficiently respond to it 49 Figure 4.2.2.6: Question: Agile methodology requires reduction of hierarchical managerial control 50 Figure 4.2.2.7: Question: Agile methodology requires cross-functional co-operation during product development 51 Figure 4.2.2.8: Question: Agile methodology requires ‘’’face2face’’ conversation to cascade information among team members 52 Figure 4.2.2.9: Question: Agile methodology requires involvement of highly skilled and empowered individuals 53 Figure 4.2.2.10: Question: Agile methodology assumes customers’ involvement in product development by checking out the product’s features 54 Figure 4.2.2.11: Question: Agile methodology requires reflection at regular intervals on how to become more effective and modify accordingly 54 Figure 4.2.2.12: Question: Agile methodology implies employee engagement with high employee retention rates 55 Figure 4.2.2.13: Question: Ability to succeed in a turbulent environment 56 Figure 4.2.2.14: Question: Proven ability to sense and perceive change 56 Figure 4.2.2.15: Question: Short ''time to market'' 57 Figure 4.2.2.16: Question: Accelerated rate of new products & services' introduction 58 Figure 4.2.2.17: Question: Implement changes quickly and at reasonable costs 58 Figure 4.2.2.18: Question: Implement changes at high quality so there is no need for constant attention (robustness) 59 Figure 4.2.2.19: Question: Effectively manage customers who demand quick responses, lower cost and greater customization 60 Figure 4.2.2.20: Question: Achieve customer satisfaction through early and continuous delivery of valuable and innovative product offerings 60 Figure 4.2.2.21: Question: Migrate from selling products to selling solutions to customers 61 Figure 4.2.2.22: Question: Superb customer experience overall 62 Figure 4.2.2.23: Question: Provide customers faster and better service 62 Figure 4.2.2.24: Question: Being regarded by customers as a ''company of choice'' 63 Figure 4.2.2.25: Question: Ongoing focus on the firm's internal operations that enable customer satisfaction 64 Figure 4.2.2.26: Question: High levels of customer acceptance among various segments 64 Figure 4.2.2.27: Question: Achieve sustainable competitive advantage 65 Figure 4.2.2.28: Question: Increased market share 66 Figure 4.2.2.29: Question: Increased Return on Investment (ROI) 66 Figure 4.2.2.30: Question: Improved financial metrics overall 67 Figure 4.2.2.31: Question: Sales growth 68 Figure 4.2.2.32: Question: Revenue growth 68 Figure 4.2.2.33: Question: Increased productivity 69 Figure 4.2.2.34: Question: Increased profitability (profit margin, return on assets, return on equity etc) 70 Figure 4.2.2.35: Question: Improved cash flow 70 Figure 4.2.2.36: Question: Positive growth outlook and value creation to shareholders 71 Figure 4.2.2.37: Question: Improved operational efficiency 72 Figure 4.2.2.38: Question: Ongoing management learning, feedback and training 72 Figure 4.2.2.39: Question: Employees are aligned with the firm's vision and strategy 73 Figure 4.2.2.40: Question: Increased allowance for R&D activities 74 Figure 4.3.1: Histograms outcome 76 Figure 4.3.2: Histograms outcome 78 Figure 4.5.1 Regression: Tests of Normality Histogram 110 Figure 4.5.2 Regression: Standardized Residual Histogram 116 List of Tables Table 2.1: Key Agile Characteristics and Impact on Organizational Performance 23 Table 2.2: Key Agile Characteristics and Impact on Organizational Performance 24 Table 2.3: Key Agile Characteristics and Impact on Organizational Performance 25 Table 3.6.1 Reliability Statistics Outcome 35 Table 3.6.2 Cronbach’s alpha value per question 36 Table 4.3.1a: Kolmogorov- Smirnov outcome 75 Table 4.3.1b: Descriptives outcome 75 Table 4.3.1c: Test of Homogeneity of Variances outcome 76 Table 4.3.1d: ANOVA outcome 76 Table 4.3.2a: Tests of Normality outcome 77 Table 4.3.2c: Descriptives outcome 79 Table 4.3.2d: Test of Homogeneity of Variances outcome 79 Table 4.3.2e: ANOVA outcome 79 Table 4.3.2f: Test of Equality of Means outcome 80 Table 4.3.3a: Tests of Normality outcome 80 Table 4.3.3b: Tests of Homogeneity of Variance outcome 81 Table 4.3.3c: Descriptives outcome 81 Table 4.3.3d: Ranks outcome 81 Table 4.3.3e: Test Statistics outcome 82 Table 4.3.4a: Test Statistics outcome 82 Table 4.3.4b: Test of Homogeneity outcome 83 Table 4.3.4c: Descriptives outcome 83 Table 4.3.4d: Test of Homogeneity outcome 83 Table 4.3.4e: ANOVA outcome 84 Table 4.3.4f: Test of Equality of Means outcome 84 Table 4.3.5a: Group Statistics outcome 84 Table 4.3.5b: Independent Samples outcome 85 Table 4.3.6a: Tests of Normality outcome 85 Table 4.3.6b: Tests of Homogeneity of Variance outcome 86 Table 4.3.6c: Descriptives outcome 86 Table 4.3.6d: Test of Homogeneity of Variances outcome 87 Table 4.3.6e: ANOVA outcome 87 Table 4.3.6f: Test of Equality of Means outcome 87 Table 4.3.7a: Test of Normality outcome 88 Table 4.3.7b: Test of Homogeneity of Variance outcome 88 Table 4.3.7c: Descriptives outcome 89 Table 4.3.7d: Test of Homogeneity of Variances outcome 89 Table 4.3.7e: ANOVA outcome 89 Table 4.3.7f: Test of Equality of Means outcome 90 Table 4.3.8a: Group Statistics outcome 90 Table 4.3.8b: Independent Samples Test 91 Table 4.3.9a: Group Statistics Test 91 Table 4.3.9b: Independent Samples Test 92 Table 4.3.10.1: Q1_Coded Correlations 93 Table 4.3.10.2: Q2_Coded Correlations 94 Table 4.3.10.3: Q3_Coded Correlations 94 Table 4.3.10.4: Q4_Coded Correlations 95 Table 4.3.10.5: Q5_Coded Correlations 95 Table 4.3.10.6: Q6_Coded Correlations 96 Table 4.3.10.7: Q7_Coded Correlations 97 Table 4.3.10.8: Q8_Coded Correlations 97 Table 4.3.10.10: Q10_Coded Correlations 98 Table 4.3.10.11: Q11_Coded Correlations 99 Table 4.3.10.12: Q12_Coded Correlations 100 Table 4.3.10.13: Q13_Coded Correlations 101 Table 4.3.10.14: Q14_Coded Correlations 101 Table 4.3.10.15: Q15_Coded Correlations 101 Table 4.3.10.16: Q16_Coded Correlations 102 Table 4.3.10.17: Q17_Coded Correlations 102 Table 4.3.10.18: Q18_Coded Correlations 103 Table 4.3.10.19: Q19_Coded Correlations 103 Table 4.3.10.22: Q22_Coded Correlations 104 Table 4.3.10.33: Q33_Coded Correlations 104 Table 4.4.1: Factor Analysis Correlation Matrix 105 Table 4.4.2: Factor Analysis KMO and Bartlett’s Test 105 Table 4.4.3: Factor Analysis Total Variance Explained 106 Figure 4.4.1: Factor Analysis Scree Plot 107 Table 4.4.4: Factor Analysis Component Matrix 107 Table 4.4.5: Factor Analysis Communalities 108 Table 4.5.1 Regression: Tests of Normality 109 Table 4.5.2 Regression: Variables Entered/ Removed 111 Table 4.5.3 Regression: ANOVA 112 Table 4.5.3 Regression: Model Summary 113 Table 4.5.4 Regression: Coefficients 114 Table 4.2.1.1: Frequency Table of Gender 133 Table 4.2.1.2: Frequency Table of Age Group 133 Table 4.2.1.3: Frequency Table of Educational Level 133 Table 4.2.1.4: Frequency Table of Work Experience 134 Table 4.2.1.5: Frequency Table of International Experience 134 Table 4.2.1.6: Frequency Table of Current Role 134 Table 4.2.1.7: Frequency Table of Current Function 134 Table 4.2.1.8: Frequency Table of Agile Training Flag 135 Table 4.2.1.9: Frequency Table of Agile Project Participation Flag 135 Table 4.2.2.1 Question: Agile methodology means delivery of highly customized product offerings 135 Table 4.2.2.2 Question: Agile methodology means development of configurable products 135 Table 4.2.2.3 Question: Agile methodology means using state-of-the-art technology to deliver innovative products/ services 136 Table 4.2.2.4 Question: Agile methodology is based on rapid decision and learning cycles 136 Table 4.2.2.5 Question: Agile methodology implies welcoming change and efficiently respond to it 136 Table 4.2.2.6 Question: Agile methodology implies welcoming change and efficiently respond to it 136 Table 4.2.2.7 Question: Agile methodology requires cross-functional co-operation during product development 137 Table 4.2.2.8 Question: Agile methodology requires '''face2face'' conversation to cascade information among team members 137 Table 4.2.2.9 Question: Agile methodology requires involvement of highly skilled and empowered individuals 137 Table 4.2.2.10 Question: Agile methodology assumes customers’ involvement in product development by checking out the product’s features 138 Table 4.2.2.11 Question: Agile methodology requires reflection at regular intervals on how to become more effective and modify accordingly 138 Table 4.2.2.12 Question: Agile methodology implies employee engagement with high employee retention rates 138 Table 4.2.2.13 Question: Ability to succeed in a turbulent environment 139 Table 4.2.2.14 Question: Proven ability to sense and perceive change 139 Table 4.2.2.15 Question: Short ''time to market'' 139 Table 4.2.2.18 Question: Implement changes at high quality so there is no need for constant attention (robustness) 140 Table 4.2.2.19 Question: Effectively manage customers who demand quick responses, lower cost and greater customization 140 Table 4.2.2.20 Question: Achieve customer satisfaction through early and continuous delivery of valuable and innovative product offerings 141 Table 4.2.2.21 Question: Migrate from selling products to selling solutions to customers 141 Table 4.2.2.22 Question: Superb customer experience overall 141 Table 4.2.2.23 Question: Provide customers faster and better service 142 Table 4.2.2.24 Question: Being regarded by customers as a ''company of choice'' 142 Table 4.2.2.25 Question: Ongoing focus on the firm's internal operations that enable customer satisfaction 142 Table 4.2.2.26 Question: High levels of customer acceptance among various segments 142 Table 4.2.2.27 Question: Achieve sustainable competitive advantage 143 Table 4.2.2.28 Question: Increased market share 143 Table 4.2.2.29 Question: Increased Return on Investment (ROI) 143 Table 4.2.2.30 Question: Improved financial metrics overall 144 Table 4.2.2.31 Question: Sales growth 144 Table 4.2.2.32 Question: Revenue growth 144 Table 4.2.2.33 Question: Increased productivity 144 Table 4.2.2.34 Question: Increased profitability (profit margin, return on assets, return on equity etc) 145 Table 4.2.2.35 Question: Improved cash flow 145 Table 4.2.2.36 Question: Positive growth outlook and value creation to shareholders 145 Table 4.2.2.37 Question: Improved operational efficiency 146 Table 4.2.2.38 Question: Ongoing management learning, feedback and training 146 Table 4.2.2.39 Question: Employees are aligned with the firm's vision and strategy 146 Table 4.2.2.40 Question: Increased allowance for R&D activities 146
    • Η επίτευξη ενός μακράς διαρκείας βιώσιμου συγκριτικού πλεονεκτήματος είναι ένας διαχρονικός στόχος των επιχειρήσεων παγκοσμίως. Οι ομάδες διοίκησης σε όλους τους επιχειρησιακούς τομείς εξερευνούν συνεχώς επιλογές για τις οποίες αναμένουν να βελτιώσουν την απόδοση της οργάνωσης των εταιριών τους και άρα να διευκολύνουν την επίτευξη του παραπάνω στόχου. Ένα σημαντικό μέρος της προσπάθειας αυτής επικεντρώνεται στη διαδικασία Ανάπτυξης Νέου Προϊόντος της εταιρίας με δεδομένη τη σημαντική συνεισφορά της διαδικασίας αυτής στην εισροή εισόδων, στο μερίδιο της αγοράς και την αντίληψη των πελατών για την εταιρία. Η Agile μεθοδολογία εμφανίστηκε στις αρχές του εικοστού πρώτου αιώνα σα μια πρωτοπόρος εναλλακτική προσέγγιση της διαδικασίας ανάπτυξης λογισμικού που υπόσχεται ευελιξία, αποτελεσματική διαχείριση της αλλαγής, συνεχής εστίαση στην παραγωγή αξίας και ικανοποίηση του πελάτη. Σήμερα, η Agile μεθοδολογία χρησιμοποιείται και σε άλλες διαδικασίες πέραν της ανάπτυξης λογισμικού ενώ θεωρείται πλέον σαν ένας νέος ‘’τρόπος επιχειρηματικής δραστηριότητας’’ συνολικά και όχι απλά σαν ένα διακριτό πλαίσιο βελτίωσης διαδικασιών. Η παρούσα διατριβή εξερευνεί την επίπτωση που η ενσωμάτωση της Agile μεθοδολογίας στην διαδικασία Ανάπτυξης Νέου Προϊόντος επιφέρει στην απόδοση της οργάνωσης, οικονομικής και μη-οικονομικής, μιας εταιρίας Τηλεπικοινωνιών στην Ελλάδα. Για το σκοπό αυτό μετά την ολοκλήρωση της ανασκόπησης της βιβλιογραφίας, πρωτογενή δεδομένα συλλέγονται μέσα από την αποστολή ερωτηματολογίου στους υπαλλήλους μιας εταιρίας Τηλεπικοινωνιών η οποία συμμετέχει ενεργά στην Agile μεθοδολογία.
    • The achievement of a long-lasting sustainable competitive advantage is an intertemporal goal of enterprises worldwide. Management teams across industries constantly explore options that are expected to improve their firms’ organizational performance hence facilitate attainment of the aforementioned goal. A significant portion of that effort focuses on the New Product Development process of the firm given its significant contribution to revenue inflow, market share and customers’ perception of the firm. Agile methodology appeared in the beginning of the 21st century as a pioneering alternative approach in software development process promising flexibility, efficient change management, constant focus on creating value and customer satisfaction. Nowadays, Agile methodology is employed in other processes besides software development while it has come to be regarded as a new ‘’way of doing business’’ altogether and not just as a standalone process improvement framework. This dissertation explores the impact embedment of Agile Methodology in the New Product Development process has on the organizational performance, financial and non-financial, of a Telecommunications firm in Greece. To that end, following completion of literature review primary data are collected by extending a questionnaire to the employees of a Telecommunications firm which is actively engaged in Agile methodology.
  14. Αναφορά Δημιουργού 4.0 Διεθνές