Agile methods in the financial services industry

A Systematic Literature Review

Sarah Lindevall

Master’s Thesis
International Business Management
2023
Degree Thesis
Sarah Lindevall
Agile methods in the financial services industry. A Systematic Literature Review.
Arcada University of Applied Sciences: International Business Management, 2023

Identification number:
9216

Commissioned by:
-
Abstract:
The aim of this thesis is to explore previous research on agile methods in the financial services
industry, especially within banking and Fintech. The focus is on agile in general, as well as on
specific agile methods such as Scrum, Kanban, XP, and hybrids. In addition to this, this study
aims to explore factors regarding the implementation of agile, providing actors within the
financial services industry an overview on the topic. In this study, banking, Fintech, the
collaboration between them, and the Agile approach with its values, principles, and methods
are discussed. The results of this study are primarily drawn from a systematic literature review,
which is conducted in the databases BASE, EBSCO, Google Scholar, SAGE Journals, Science
Direct and SpringerLink. The review results in 881 articles from the years 2018 to 2022, of
which 29 are included in this study. The findings suggest that recent research on agile regard
company-specific success stories, country-specific research, project management, scaled agile,
a changing world, and a deeper understanding on agile. When implementing agile, relevant
factors include a gradual plan for adoption, practical implications for the organization, the
importance of proper training, vast support from the management, constant reflection on what
has been done, and functional teams.

Keywords: Agile methods, financial services industry, banking, Fintech, implementing

agile

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Contents

1 Introduction ................................................................................................................................... 5
1.1 Research aim and questions ................................................................................................................. 6
1.2 Delimitations ......................................................................................................................................... 7
1.3 Thesis structure ..................................................................................................................................... 7

2 Theoretical framework ................................................................................................................. 8

2.1 The financial services industry .............................................................................................................. 8
2.1.1 The collaboration of banking and Fintech .................................................................................... 9
2.2 The Agile approach.............................................................................................................................. 12
2.2.1 Recent research in the field ........................................................................................................ 14
2.2.2 Agile methods ............................................................................................................................. 15
2.3 Summary ............................................................................................................................................. 19

3 Research method ....................................................................................................................... 20

3.1 Systematic literature review ............................................................................................................... 20
3.1.1 The research phase .................................................................................................................... 22
3.1.2 Analyzing the data ...................................................................................................................... 25
3.1.3 Presenting the findings ............................................................................................................... 27
3.2 Trustworthiness of the literature review ............................................................................................ 28

4 Results ......................................................................................................................................... 28
4.1 General findings .................................................................................................................................. 30
4.2 Research regarding agile ..................................................................................................................... 31
4.2.1 The research methods ................................................................................................................ 36
4.3 Agile methods ..................................................................................................................................... 37
4.3.1 Pros of agile ................................................................................................................................ 37
4.3.2 Cons of agile ............................................................................................................................... 38
4.3.3 Recommendations...................................................................................................................... 40
4.4 Summary ............................................................................................................................................. 42

5 Discussion .................................................................................................................................. 43
5.1 The scope of agile research ................................................................................................................. 43
5.1.1 The research topics .................................................................................................................... 44
5.2 The implementation of agile ............................................................................................................... 46
5.2.1 Implementing the agile values ................................................................................................... 47
5.2.2 Implementing the agile principles .............................................................................................. 47

6 Conclusions ................................................................................................................................ 48
6.1 Limitations ........................................................................................................................................... 49
6.2 Ethical and critical review of the study ............................................................................................... 49
6.3 Future studies ..................................................................................................................................... 49

References ........................................................................................................................................... 51

Appendices .......................................................................................................................................... 57

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 Appendix 1: Database search results ............................................................................................................... 57
Appendix 2: Articles in phase one .................................................................................................................... 63
Appendix 3: Articles in phase two.................................................................................................................. 112
Appendix 4: Articles in phase three ............................................................................................................... 122
Appendix 5: Extraction sheet Articles 1 - 29 .................................................................................................. 125

Figures
Figure 1 Banking divisions and activities (Choudhry, 2018, Scope of banking activities section) .............................................. 9
Figure 2 Various divisions of Fintech (Fischer, 2021, The fintech market segments section) .................................................. 10
Figure 3 Percentage of collaborations between financial institutions and Fintechs................................................................ 11
Figure 4 The agile values .......................................................................................................................................................... 13
Figure 5 Graph of most followed agile methods (Digital AI, 2021, pp.13) ............................................................................... 15
Figure 6 The Kanban Board (Malakar, 2021, Kanban workflow section) ................................................................................. 17
Figure 7 Methodological plan for conducting a systematic literature review ......................................................................... 21
Figure 8 Databases available and selected for the review ....................................................................................................... 23
Figure 9 The complete search string ........................................................................................................................................ 23
Figure 10 The selection process ............................................................................................................................................... 26
Figure 11 The distribution of articles per year ......................................................................................................................... 30
Figure 12 The distribution of general topics ............................................................................................................................ 31
Figure 13 The geographical distribution of articles .................................................................................................................. 31
Figure 14 The agile methods represented in the articles ........................................................................................................ 37

Tables
Table 1 Keywords for the search string ................................................................................................................................... 23
Table 2 Results from the search in the databases ................................................................................................................... 24
Table 3 Evaluation criteria in articles (Jesson et al., 2011, Appraisal – assessing the quality of research section). ................ 25
Table 4 The chosen articles ...................................................................................................................................................... 29
Table 5 Research regarding agile ............................................................................................................................................. 32
Table 6 The research methods used ........................................................................................................................................ 36
Table 7 The pros of agile .......................................................................................................................................................... 38
Table 8 The cons of agile.......................................................................................................................................................... 39

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1 Introduction

“Intelligence is the ability to adapt to change.”

Stephen Hawking
1942 - 2018

The world is changing faster than ever before (Federman, 2021; Greco, 2019; Kaeser, 2018;
Trudeau, 2018). Technology is especially going through continuous rapid changes such as
artificial intelligence and automation, (Trudeau, 2018) as we find ourselves in a fourth
industrial revolution (Kaeser, 2018). This has enabled a lot of new opportunities throughout
the globe, but it has also resulted in change in political, social, and economic aspects (Trudeau,
2018), with factors such as shifting demographics (Federman, 2021), sustainability, and
political polarization (Greco, 2019).

In accordance with the rapid changes, studies also state that people demand that their needs
created by said changes must quickly be fulfilled. Personal values and individual goals are not
as set in stone as they used to be. Businesses are required to instantly offer options that satisfy
their customers' transformed needs. This requires businesses to be adaptable, flexible and
creative, and while implementing large changes can contain a lot of risks for them, it can result
in great profit if they succeed (Droga & Shah, 2022). An option to enable fast transformations
within a company is to do it in an agile way (Accenture, 2022).

Agile is a philosophical approach which focuses on continuously improving and delivering

complex and dynamic products in a flexible and people-oriented way. It consists of principles
such as focusing, among others, on customer and business values, good communication
between all stakeholders, and having self-organized teams. It also includes the values trust,
respect, openness, and courage which are the foundation for all actions. There are several
different agile methods, such as Scrum and Kanban, which offer more detailed instructions on
how to proceed with a project (Malakar, 2021). To keep up with change and be competitive,
several companies have therefore implemented the agile method in, for example, their software
and product development, and their project management. Since the focus is on quick releases,

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the clients and users can benefit from even the smallest changes – instead of waiting for a long
time for the project to be completely done (Mendonca and Sachitanand, 2018).

The purpose of this thesis is to explore previous research regarding agile methods in Fintech
and banking, with a focus on factors one should be aware of both when implementing agile and
when using it. According to an article in Forbes (Marr, 2022), it is predicted that the financial
services industry is facing many large technological trends, including the uprising of digital
currency, financial apps, and personalized digital services. These are large digital projects that
require constant development from the businesses within the industry. In combination with
this, agile in general is a current topic. In a study conducted by KPMG in 2019, 91% of the
respondents stated that it was strategically their main priority to become agile (KPMG, 2019).

A collection of examples regarding other agile actors within the financial services industry has
not been created, thus creating a need for research within this subject – especially considering
the aforementioned facts regarding both large technological trends (Marr, 2022) and the
strategic priority to become agile (KPMG, 2019). In addition to this, as I am working as a
Product Owner in an agile software development team within a bank that co-operates with
several Fintechs, this topic interests me and will support my daily work.

1.1 Research aim and questions

This study aims to explore previous research on agile methods in the financial services industry,
especially within banking and Fintech. The focus is on agile in general, as well as on specific
agile methods such as Scrum, Kanban, and XP. In addition to this, this study also aims to
explore factors regarding the implementation of agile, such as what pros and cons there are
with agile, and what recommendations there are on implementing it. The analysis provides
actors within the financial services industry an overview on what research has been done, what
factors regarding agile methods they need to be aware of, both if they are in the stage of
implementing agile, and if they are already using agile methods, so that they can adjust their
actions accordingly.

The thesis will answer the following questions:

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 • What research has recently been done regarding agile methods in the financial services
industry, especially within Fintech and banking?
• What should be considered when implementing or using agile in said industry?

1.2 Delimitations

This thesis focuses on agile in general, without being specifically about e.g., software or
product development, or project management. It will, however, be solely about agile in the
context of the financial services industry. Based on the 15th Annual State Of Agile Report by
Digital AI (2021), only the agile methods Scrum, Kanban, XP and a combination of these are
included in the theoretical framework of this thesis. Other agile methods were discarded in the
theoretical part of this thesis due to the low percentage of usage, based on said report. Detailed
descriptions and terminology of software development such as code, for example, will also not
be included in this thesis.

The subject is on the financial services industry in general, but the focus is specifically on
banking and Fintech, since these are the areas within I am working. However, if other areas of
the financial services industry are found in the review, they will be included. Specifically
searching for “insurance”, “credit institutions”, or “investment companies” in the review will,
however, not be done.

The results of this study are also solely drawn from a systematic literature review. Results from
e.g., interviews and surveys are not included, since they will not be conducted within this study.
The lack of access to a multitude of people in different companies that can be e.g., interviewed
prevents me from getting a broad spectrum of answers. Therefore, to widen the overview, the
focus is on secondary data. In addition to this, only studies conducted in 2018 or later will be
reviewed in this thesis.

1.3 Thesis structure

This thesis consists of six main chapters. The first chapter is the introduction, which contains
a brief overview of the topic, the aim of the research and the research questions, delimitations
concerning the research, and this presentation of the structure. Following this chapter is a
collection of theory about agile methods, background about the financial services industry,

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banking, and financial technologies. Next is a chapter on a systematic literature review, with
theory regarding the methodology presented in addition to a structured step-by step plan based
on said theories with specific parameters regarding the search itself. The second half of the
thesis consists of results obtained from conducting the systematic literature review, discussions
about said results, and general conclusion of the whole study.

2 Theoretical framework

In this chapter, the theoretical framework for this thesis is presented. This includes a short
overview of the financial services industry, with the focus on banking and Fintech and their
different subareas, in addition to the collaboration between these two. Then, agile in general is
presented in combination with an introduction on various types of agile methods such as Scrum,
Kanban, and Extreme Programming.

2.1 The financial services industry

The financial services industry is an industry that consists of businesses that offer financial
services and products - such as banks, credit institutions, insurance companies, and investment
companies, to their customers. In addition to this, the industry covers supporting companies
such as businesses that offer e.g., technological, regulatory, and legal solutions for the main
actors (Taylor, 2022).

External factors such as regulations and data-related aspects heavily affect the industry. Both
national and global regulations affect its processes and how the industry can innovate. Being
compliant with regulations requires resources from the institutions, both in manpower and
financially. Data-related aspects are also an important part of the industry, since a lot of
sensitive financial data is handled. Local laws, such as the EU’s General Data Protection
Regulation (GDPR), need to be followed, and making sure that data security is handled
properly (Taylor, 2022).

The industry has during the 21st century gone through many changes, such as constantly
updated regulations and technological advances. Consequently, the changes have resulted in
new customer needs regarding, for example, prices, convenience, and performance. This has
driven the industry into evolving technologically at a rapid pace, and it has perhaps resulted in

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the rise of Fintech (Xu & Zou, 2022). The industry and how it has been transformed cannot be
presented without mentioning COVID-19. According to a study by Deloitte and the Institute
of International Finance, the pandemic had a dramatic effect on the financial services industry,
e.g., speeding up the adoption of contactless payments, forcing the financial institutions’
customers to adopt digital versions of services, transforming onsite work to remote work, and
restructuring the industry in general (Deloitte, 2020).

2.1.1 The collaboration of banking and Fintech

Banks have existed thousands of years, but the concept of a modern bank has its roots in the
1200’s - from when the Roman Empire fell, in modern day Italy (Panzarino & Hatami, 2020).
It encompasses everything from cash and asset management to loans, bonds, and much more.
In the figure below, a bank’s different activities are presented. The division in the top of the
figure consisting of retail and wholesale banking encompasses the more traditional banks that
offer e.g., trusts and loans. The lower division, investment banking, encompasses banks that
are focused on e.g., trade, mergers, and acquisition (Choudhry, 2018). Banking has been
transformed by historic events such as wars, industrialization, the inventing of computers, and
the internet revolution. Most recently, the rapid pace of digitalization and the uprising of
Fintech have played a big role in shaping how banks function (Panzarino & Hatami, 2020).

Figure 1 Banking divisions and activities (Choudhry, 2018, Scope of banking activities section)

Fintech, or financial technology, is a part of the financial services industry that focuses on
creating and developing new technological solutions within the industry (Fischer, 2021). Even
though the financial services industry has always evolved in symbiosis with new technology

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(Taylor, 2022), Fintech as its own context is not an old concept - with the first relevant actors
being founded around 2007. However, growth occurred first after the financial crisis that ended
in 2008, and it has exponentially grown since (Fischer, 2021).

There are many divisions of Fintech, as pictured below. The payment and account division
includes several famous actors such as payment methods such as PayPal and Alipay, and
cryptocurrencies such as Bitcoin and Ethereum. In the financing division, the crowdfunding
company Kickstarter is the most significant one. In addition to this, several mobile applications
through which credits can be applied also exist (Fischer, 2021). Within the services and tools
division, Blockchain, AI, and Big Data are flagships for new products and services (Fischer,
2021; Xu & Zou, 2022).

Figure 2 Various divisions of Fintech (Fischer, 2021, The fintech market segments section)

Fintech has affected the financial services industry in several ways. The industry is more
diverse since it is easier for new businesses to penetrate it. Collaboration between different
types of businesses has also increased. It has also made the industry even more competitive,
since there are so many different types of companies. Many Fintech products are cloud-based,
which has increased the importance of cyber-security. In addition to this, regulations have been
constantly updated to even out competition, protect consumers, and open communication
between the different actors by sharing financial data (Xu & Zou, 2022).

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As stated earlier, the financial services industry is evolving technologically in a rapid place,
and customer needs have transformed. Actors of the industry, such as banks, have been
disrupted by Fintech (Choudhry, 2018). To keep up with the technological evolution and their
customers’ needs, many banks have thus started to collaborate with various Fintech companies.
The benefits of this are, for example, that it is sometimes cheaper to purchase a service from a
third party instead of developing it internally. It can also be time-consuming to recreate a
system or a process internally and utilizing another company can thus be a faster way to
implement e.g., a new product or service that can be offered to the customers. (Marous, 2023).

In the Digital Banking Report Research January 2023, it was found that 60% of the financial
institutions included in the study were collaborating with a Fintech company, with a 9%
increase since 2021. The institutions that were planning on collaborations also grew from 13%
to 19% during the years 2021- 2023, while the institutions with no collaborations decreased
from 36% to 21% (Marous, 2023). Based on this information, the chart below was created.

2021 2023
60%
51%

36%

21%
19%
13%

EXISTING COLLABORATION NO
COLLABORATION PLANNED COLLABORATIONS

Figure 3 Percentage of collaborations between financial institutions and Fintechs

There are different kinds of collaboration, depending on what strategic needs each party has. If
the bank is, for example, struggling with their internal processes or wish to change their
infrastructure, they can collaborate with a Fintech that provides tools for making the
operational aspects more effective and efficient. If the wish is to be more customer-oriented,
the bank can collaborate with a Fintech that e.g., creates or enhances mobile applications. In
addition to this, analytic data, and security aspects such as fraud prevention are common
reasons for collaboration (Marous, 2023). Examples of banking and Fintech collaborations are,
for example, the partnership between the Nordic bank Nordea and the Swedish Fintech Tink –
improving Nordea’s app with the help of open banking technology (Tink, 2020), and the

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partnership between the German bank Deutsche Bank and the German Fintech Traxpay –
improving supply chain financing with the help of platform technology (Deutsche Bank, 2020).

2.2 The Agile approach

As stated earlier, agile is a framework that is often used in software development, product
development, or project management, which focuses on continuously improving and delivering
complex and dynamic products in a flexible and people-oriented way. The agile team is cross-
functional, which means that it consists of members with various expertise so that all skills
needed for the project is found within the team. The team is also self-organized, which means
that the team has the autonomy to decide what they should work with next (Malakar, 2021).

Agile became popular through the creation of the Agile Manifesto in 2001, which is a statement
created by 17 experts within the fields of software and methodology. The manifesto includes
four values and twelve principles which define how one should proceed when going agile
(Malakar, 2021). The four agile values according to the manifesto (Beck et al., 2001) are
presented in the figure below.

The contents of both columns are considered important within agile, with the left one in the
row being more valuable than the right one. There are several reasons why the left values are
more valuable, with a main factor being improving the relationship between the people who
are technical and those who are not. It is, for example, important to focus on the individuals
and interactions, since processes and tools can be confusing for the non-technical ones.
Between working software and comprehensive documentation, working software is more
important for the customer, as it is easier to understand the entirety better when they have
something concrete to see and use. Customer collaboration is more valuable than contract
negotiation, as the project might change during the process due to unpredicted situations or
new realizations. This is also the reason to responding to change being more important than
following an exact plan (Flewelling, 2018).

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 Individuals and Processes and
interactions tools

Comprehensive
Working software documentation

Customer Contract
collaboration negotiation

Responding to Following a
change plan

Figure 4 The agile values

Supporting these values are the following twelve principles (Beck et al., 2001, Principles
behind the Agile Manifesto section):

1. “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
2. “Welcome changing requirements, even late in development. Agile processes harness change for the customer's
competitive advantage.”
3. “Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the
shorter timescale.”
4. “Business people and developers must work together daily throughout the project.”
5. “Build projects around motivated individuals. Give them the environment and support they need, and trust them
to get the job done.”
6. “The most efficient and effective method of conveying information to and within a development team is face-to-
face conversation.”
7. “Working software is the primary measure of progress”
8. “Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.”
9. “Continuous attention to technical excellence and good design enhances agility.”
10. “Simplicity--the art of maximizing the amount of work not done--is essential.”
11. “The best architectures, requirements, and designs emerge from self-organizing teams.”
12. “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior
accordingly.”

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Why is agile so popular? Studies state that agile companies are quicker to release new products
to the market in addition to being fast innovators. Studies also state that agile companies get
better feedback from their customers regarding, for example, quality. Agile companies also
have better productivity, saved resources, and higher morale rates in their employees (Malakar,
2021; Digital AI, 2021). Agile does also, however, have its challenges that arise when there
are differences between teams (e.g., different methods) that complicates cooperation,
inexperience, resistance to change, low management participation, and the need for
comprehensive training (Digital AI, 2021). Agile should also be implemented in the whole
organization for maximum success (Malakar, 2021).

2.2.1 Recent research in the field

When exploring recent research on agile, a multitude of different approaches are found. Ciriello
et al. (2022), for example, researched in their article “Becoming agile together: Customer
influence on agile adoption within commissioned software teams” how customers influence
software teams when they are in the process of adopting agile. When researching a Danish
company within the IT-industry, they found that both the customer and the team are very
dependent on each other, and that they influence each other a lot. They must communicate
often and well, they need to trust each other, and they need to be flexible for agile to work.
They also recommended that both the team and the customer go through the new aspects of
agile together, instead of doing it separately.

Peeters et al. (2021), then again, focused in their article “The effects of working agile on team
performance and engagement” on the relationship between agile working methods and how the
team engages and performs. They studied 97 agile teams in and found that agile improves the
team’s performance and engagement, but that feeling psychologically safe is an important
factor.

Lindskog’s (2022) article “Tensions and ambidexterity: a case study of an agile project at a
government agency” focused on presenting the four values of agile (also included in chapter
2.2. of this thesis) within a Swedish government agency. It explored whether there were any
tensions related to each value, and how the agency tried to diffuse said tensions. It found that,
for example, that tensions connected to the fourth value “responding to change” over
“following a plan” were that it was difficult for the team to change to agile and to get used to

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it. The tension could be diffused by having an active Product Owner, and by often having
retrospectives.

Thorgren and Caiman’s (2019) article “The Role of Psychological Safety in Implementing
Agile Methods across Cultures” researched challenges created by cultural differences when
implementing agile methods. Attitudes regarding inclusiveness, collective responsibility, and
open communication are different in different cultures, and might affect the implementation of
agile as employees from different parts of the world might feel different about them, and thus
feel unsafe. The study was conducted by comparing workplaces in Europe and South America.

2.2.2 Agile methods

Within agile, there are several different types of specific agile methods, and factors such as
team sizes and how experienced the organization is within agile should be considered when
choosing the method (Flewelling, 2018). According to a study conducted by Digital AI (2021),
the most popular type of agile method is Scrum. According to Flewelling (2018), Scrum is
popular because it is quite simple to learn with its well-documented framework. In Digital AI’s
study (2021), 66% of the respondents stated that they follow this specific method, while smaller
percentages follow Kanban, Extreme Programming, Iterative, Lean Startup, or various
combinations of these methods.

Figure 5 Graph of most followed agile methods (Digital AI, 2021, pp.13)

In the following subchapters, Scrum, Kanban, Extreme Programming and hybrid combinations

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of these methods are presented. These specific methods were chosen based on the study of the
most followed methods presented in the illustration above by Digital AI (2021).

Scrum
The Scrum method does not contain specific instructions – it is more of a collection of
guidelines which help a team that is developing a complex project. The focus is on solely one
objective – the goal of the product or project (Schwaber and Sutherland, 2013). It is suitable
for beginners within agile, as it offers clear guidelines on how to operate (Flewelling, 2018).
The development is divided into iterations, or Sprints, which is a specific time reserved for
certain tasks – usually one to four weeks (Flewelling, 2018). The team consists of developers,
a Scrum Master, and a Product Owner, and should have a maximum of ten members. The team
of developers, in addition to developing, is responsible for mapping out the tasks when
planning and adjusting the Sprint. The Scrum Master acts as a coach for the whole team, teaches
about Scrum, and leads the team through the different phases in a productive and time efficient
way. Finally, the Product Owner is in charge of representing the wishes and requirements of
the stakeholders and making sure that the team knows the goal of the project (Schwaber and
Sutherland, 2013).

Scrum is divided into different phases, with the first one being the planning of the Sprint. After
this, the Sprint begins in the form of e.g., development work. During these weeks, the team has
Daily meetings during which the tasks and progress are discussed. The Sprint ends in new
working software. At the end of the iteration, the team also presents what has been done to the
key stakeholders during the Sprint Review. During the review, the work is discussed, and
possible future changes are considered. Finally, they have the Sprint Retrospective, during
which the Sprint itself is discussed – what went well and what could be improved (Schwaber
and Sutherland, 2013).

Kanban
In Japanese, “Kan” means visual, and “Ban” means board (Malakar, 2021). It is an agile
method which uses a visual board that guides the ones involved, and it is suitable for beginners
of agile as it is simple to understand and learn (Flewelling, 2018). The goal of Kanban is to
optimize the whole development flow and to find if there are any bottlenecks in the process.
There are no specific iterations in Kanban, as everything is done in a continuous matter. There

16
are also no specific roles in Kanban. The method works as long as the expertise that is needed
to succeed is found in the team doing the work (Flewelling, 2018).

The first step to implementing Kanban is to create a visual board. In its most simple form, the
board consists of four columns: the backlog, to-do, in progress, and done – an example of this
type of board is shown in the figure below. The backlog contains a list of requirements that is
needed from a product. When ready to be worked upon, the backlog item is moved to the To
Do column. From there, the e.g., developers can pick a task, and move it to the In Progress
column when they actively start to work on it. When they are done with the specific task, they
can move it to the Done column. While the tasks are going through a flow from the left to the
right, the board is, however, viewed from the right to the left. The developers can see what has
been most recently done, what is being done right now, and based on that they can make a more
informed decision on what to do next (Flewelling, 2018; Malakar 2021).

Figure 6 The Kanban Board (Malakar, 2021, Kanban workflow section)

The second step of Kanban is to define what type of criteria each column has. Do some tasks
need e.g., to contain certain information or go through specific tests to be accepted in a specific
column? The third step of Kanban is to set a limit on each column – how many tasks is a
specific column allowed to contain so that bottle necks can be avoided? Finally, the last step
of Kanban is Kaizen – which mean continuous improvement in Japanese, and consists of
reflecting upon one’s work (Flewelling, 2018; Malakar 2021).

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Extreme Programming
Extreme programming, or XP, is a method that focuses on specifying technical practices, and
is suitable for experienced in agile. The development is done in pair-programming, which
means that all development is done in pairs where both members take turns to both write code
and observe code that the other person writes. XP is divided into iterations, which are one to
three weeks (Flewelling, 2018). A XP team consists of a Customer, a Programmer, a Tester, a
Tracker, and a Coach, and it should ideally consist of 2 to 10 people. The Customer is
responsible for explaining and prioritizing what is needed in the project, and keeping track of
stakeholders' wishes and the budget. The Programmer helps the Customer with time estimation
and implementation in addition to programming the software. The Tester, then again, defines,
plans, and runs tests on what has been developed. Finally, the Tracker tracks the progress of
the team during the iteration while the Coach supports the members and schedules meetings
and helps with communication (Flewelling, 2018).

The XP iteration is divided into the planning game, development, and increment of working
software. The planning game is divided into two phases – the release planning and the iteration
planning. During the release planning, the customer has created and prioritized User Stories,
which are short descriptions of scenarios that are given to the development team so that they
can shortly investigate them and give a time estimate on the work that must be done. The team
then proceeds to the iteration planning, where the User Stories are broken down into smaller
tasks. When the planning is done, the development can begin. The development goes through
a cycle of writing tests, writing code, and refactoring the code until the tasks are succeeded.
The team can then finally proceed to the phase of increment of working software, with a Demo
of what has been done to the key stakeholders and a Retrospective of the iteration that has been
(Flewelling, 2018)

Combined methods
It is very common to combine the different agile methods. With, for example, Kanban being
simple to follow and easy to use, and XP being complicated and too disciplined for some, the
most suitable features for a specific situation can be pieced together from the different types
(Flewelling, 2018). Examples of combined agile methods are ScrumBan and a Scrum/XP
hybrid. Kanban boards are especially popular to use within other methods (Digital AI, 2021).

18
2.3 Summary
The financial services industry has evolved significantly in recent years, affected by regulations
and technological advances, resulting in changes in customer needs. This has led to the rise of
Fintech. Fintech focuses on developing new technological solutions within the financial
services industry, making it more diverse and competitive. To keep up with technological
advancements, banks are therefore collaborating with Fintechs. The pandemic and its
consequences have also affected the industry in whole.

Agile is a framework which is used to improve and deliver complex and dynamic products in
a flexible and people-oriented way. The Agile Manifesto consists of four values and twelve
principles that act as guidance on how to use Agile. The four values are: individuals and
interactions over processes and tools; working software over comprehensive documentation;
customer collaboration over contract negotiation, and responding to change over following a
plan. The twelve principles include customer satisfaction through early and continuous delivery
of valuable software, welcoming changing requirements, delivering working software
frequently, promoting sustainable development, daily collaboration between business people
and developers, building projects around motivated individuals, face-to-face communication,
testing working software as the primary measure of progress, continuous attention to technical
excellence, simplicity, self-organizing teams, and reflecting on how to become more effective
and adjusting behaviour accordingly.

There are different types of agile methods, such as Scrum, Kanban, Extreme Programming,
and hybrid combinations. Scrum divides development into iterations called Sprints and has a
team of developers, a Scrum Master, and a Product Owner. Kanban works continuously
without specific iterations or roles, with a visual board that guides the team. Extreme
Programming emphasizes teamwork and collaboration and includes processes such as Pair
Programming. Finally, hybrid agile combinations are customized based on the specific needs
of the organization.

As the aim of this research is to explore the connection between the financial industry and
agile, these topics are looked into in the following chapter. The chapter consists of presenting
the method - a systematic literature review, and how it is conducted in this context.

19
3 Research method

In this chapter, the selected research method for this thesis is presented. First, the systematic
literature review as a method is presented in combination with a general plan on how to conduct
the review in this thesis. In addition to the general plan, detailed aspects of the plan in question
are presented. The specific parameters for the review are also presented, as well as what search
results were found with the parameters. The method section of this thesis also contains a
subchapter on the trustworthiness of this review.

3.1 Systematic literature review

A systematic literature review is a research method through which new results are created based
on previously existing research – or, in other words, secondary data. The method differs from
the traditional literature review in several ways. It is more time-consuming and structured, more
transparent and objective, and easier to reproduce. In addition to this, the systematic literature
review acts like a research paper itself, with new findings. The traditional literature review is
mostly support for other research, and it consists of searching information on a topic, reading
the information, and writing notes about what was found (Jesson et al., 2011).

According to Saunders et al. (2019), the benefits of this type of research is that it is less
obtrusive, it requires less resources, it compares different types of objectives, it can include
studies conducted during a longer time, it is more transparent since the original data is
available, and it can lead to new insights. As a thesis for this master’s degree does not include
a long-term study, the systematic literature review was chosen as a suitable way for gaining
information from a longer time. It is also an efficient method for gathering information from
different actors, as agile in a company can be a very broad topic. I did not have the resources
to study agile in enough of different companies to have a broad selection of data.

The weaknesses of this type of research are that the quality of the secondary data might not be
the best, and access to the data might be limited and hard to find, and that the secondary data
might not answer the research question (Saunders et al., 2019). According to Jesson et al.
(2011), it is therefore important that the research question includes the specific factor or
process, the specific population or subgroup, the specific context in which the previous two
aspects are, and the specific interests in conducting the research for it to succeed. Therefore,

20
by checking off these criteria by specifically choosing to study agile methods by teams in the
context of the financial services industry, I will hopefully maximize the success of the review.
However, I am aware of the risks regarding the data, its quality, and its availability. Since agile
is such a trending topic, the weaknesses of a review will hopefully not be seen in this study.

A systematic literature review can be divided into different stages. The first stage is researching
what information is available and creating the plan for conducting the specific systematic
literature review. This is followed by the searching of the data from the databases. After the
data has been searched, the quality of the data is assessed. When the quality has been verified,
the data is extracted, synthesized and the findings are presented (Jesson et al., 2011). These
stages are presented in Figure 7 below.

Based on the theory in the following subchapters, the plan for conducting the review was
created. The first step, called Research, includes researching other studies, key words, and
databases. In addition to this, the step includes creating search strings from the key words,
doing some pilot runs with said words, and then conducting the actual search. The second step,
called Evaluation, consists of exporting the results, going through the results, and removing
duplicates and irrelevant articles. In addition to this, the step also includes reading the abstracts
followed by reading the relevant articles. The references in the remaining articles are
investigated, in case there are some other relevant articles that have not been found through the
search. The third step, called Data control, includes finding common themes and categorizing
the information. Finally, the last step – called Presentation, consists of presenting the findings
from the review. All these steps are elaborated upon in the following subchapters.

- Ensure that a - Export the results in an - Find common themes - Present findings
Data control
Research

Evaluation

Presentation

Systematic Literature Excel spreadsheet - Create categories of

Review has not been - Go through the titles, each theme
conducted within the remove duplicates and
topic - Create more detailed
irrelevant articles subcategories
- Research key words by - Read the abstracts,
looking into the subject remove irrelevant
- Research which - Read the articles,
databases are suitable remove irrelevant.
for economics and
software development - Check the authors and
sources of the remaining
- Create search strings articles - is there
from the key words, do anything else relevant?
some pilot searches, do
the actual search

Figure 7 Methodological plan for conducting a systematic literature review

21
3.1.1 The research phase

The first stage begins with researching whether a systematic literature review within the topic
is needed. If a review has already been conducted, the research question needs to, for example,
be different or even more specific. This stage then proceeds to the creation of a protocol for
conducting the review, with factors such as what databases and literature should be used, and
which key words are relevant. After the pre-work is done, the search itself can be conducted.
If there are too many hits, adjusting the key words and inclusion criteria might be needed. It is
important to document all steps of the research, so that the results can be reproducible (Jesson
et al., 2011).

These parameters were followed by systematic literature reviews conducted by Schmitt and
Hörner (2021), Amna and Poels (2022), and Marnada et al. (2022). In Schmitt and Hörner’s
(2021) review “Systematic literature review – improving business processes by implementing
agile”, the authors carefully considered which databases to use. Since the topic was both on
software engineering and economics, databases for each industry were analyzed, and three
were selected. Also, a universal database was also chosen. In addition to this, all three reviews
focused a lot on creating relevant search strings from their key words. The search strings
consisted of various combinations of the words separated by “AND” or “OR”. In the review
“Agile project management challenge in handling scope and change: A systematic literature
review” by Marnada et al. (2022), synonyms to the key word were, for example, added with
and “OR” value. Inclusions and exclusions were defined in all three cases, with examples like
including studies in specific languages (Schmitt and Hörner, 2021), only including peer-
reviewed papers (Amna and Poels, 2022) or papers published during specific years (Marnada
et al., 2022)

The databases EBSCO, Emerald, ProQuest, SAGE Journals, Science Direct, and SpringerLink
are available and recommended for the International Business Management students at Arcada
University of Applied Sciences. As this thesis is created for said education, the databases were
thus explored. In addition to this, Google Scholar and Bielefield Academic Search Engine
(BASE), and the Directory of Open Access Journals (DOAJ) were chosen for exploration, as
they provide a lot of open access articles. All databases were tested with a pilot search
consisting of the combination of the keywords “agile” and “financial”. The databases displayed
in the upper grey row in the figure below were considered as relevant for this topic in question

22
when conducting the pilot search, as the top hits consisted of several titles that were within the
topic. The databases in the lower grey row offered irrelevant articles which were not within the
subject. Therefore, the databases in the top row were chosen for this review.

Chosen BASE EBSCO

Google SAGE Science Springer
databases Scholar Journals Direct Link

Discarded DOAJ Emerald ProQuest

databases

Figure 8 Databases available and selected for the review

The key words chosen for the review were retrieved from the theory presented in the chapter
“Agile methods” in addition to words from the research aim and question. The key words were
divided into two categories presented in the table below – one regarding agile, and one
regarding the financial services.

Table 1 Keywords for the search string

Keywords regarding Agile Keywords regarding financial services

• Agile, Agile methods • Fintech, Financial technology

• Scrum • Financial industry
• Kanban • Financial services
• Extreme programming • Banking

Based on some test searches in the chosen databases, the search strings below were developed.
Synonyms, amongst others, are separated with the OR value, while the different concepts of
agile and fintech are separated with the AND value.

("Agile" OR "Agile methods" OR "Scrum" OR "Kanban" OR "Extreme programming")

AND

("Fintech" OR "Financial technology" OR "Financial services" OR "Financial industry" OR “Banking”)

Figure 9 The complete search string

23
The search filters are also predetermined. If possible, the databases are filtered with following
criteria:
• Access available for an Arcada University of Applied Sciences student
• Only in English
• From the years 2018 to 2023
• Peer reviewed

The filters regarding access and language are for practical reasons – I cannot determine whether
a hit is relevant if I cannot open it or if I cannot understand it. The filtering of the years is to
include relatively recent research, so that the current situation of agile in combination with
banking or Fintech is understood properly. The years also include time both before and during
the COVID-19 pandemic, to possibly get an overview that is from both worlds. The criteria
regarding the texts being peer reviewed is ensure that the quality of the search hits is on a high
level.

With these search parameters, results in the table below were found. The databases differed
from each other, and not all parameters could be set identically for each search. In the left
column are the databases used, in the middle the hits that were found in said databases, and in
the right column there are comments concerning e.g., what search filters were used.
Documentation regarding the search parameters and results from each database can be found
in Appendix 1.

Table 2 Results from the search in the databases

Database Hits Comments

BASE 96 • Open access
• Years 2018 – 2023
• Journal/Newspaper
• English
EBSCO 4 • Peer reviewed
• Full text
• Years 2018-2023
• Search in abstracts
Google Scholar 116 • Search string in title
• Agile keywords separated with “OR” in “find articles with all of the words”
• Financial keywords separated with “OR” in “find articles with at least one of the words”
• Years 2018-2023
• Any type
• Citations not included
SAGE Journals 200 • Years 2018-2023
• Research article
• Only content I have full access to

24
 Science Direct 168 • Years 2023 – 2018
• Search string in general field
• Agile in title, abstract or keyword
SpringerLink 297 • Business management category
• Type: Article
• English (German the only other option)
• Years 2018-2023
• “Preview only” content not included

3.1.2 Analyzing the data

After the search has been done, it is time to check the quality of the studies and to remove those
that are not of a high enough quality. Determining whether the article is relevant for the review
needs to be done. Is the information in the title enough to determine if the content is relevant?
If not, reading the abstract might be needed to judge whether it is a reasonable study to include.
If it is obviously irrelevant, it can be discarded. Then, the remaining articles in their entirety
can be read and evaluated (Jesson et al., 2011). Aspects to consider when considering the
quality of the study in the article are described in the table below. The aspects are based on the
theory on systematic literature reviews by Jesson et al. (2011). In the left column are the
different areas of the article, while the right column contains what to evaluate in each specific
area.

Table 3 Evaluation criteria in articles (Jesson et al., 2011, Appraisal – assessing the quality of research section).

Area of the article Specifics

The introduction • Research aim
• Research motivation
• Theory used
The method • Research design
• Reasoning behind choosing the sample
The data • Type of data
• Origins of data
• Trustworthiness of data
The analysis • Data analysis type
• Rigorousness of analysis
The results • Is the data connected to the results?
• Is the research question answered?
• Possible limitations

The 881 hits were then placed in an Excel sheet (Appendix 2), with columns containing which
database they were from, the name of the hit, the name of the journal it was published in in
addition to the possible volume number and issue number, the item’s DOI or ISBN, the author

25
or authors of the hit, which year it was published, and the link to the hit. These 881 hits were
then evaluated, and based on their titles, received the stamp “NO” or “MAYBE”. In addition
to this, 23 articles were duplicates and were thus stamped as “DUPLICATE”. 168 with the
stamp “MAYBE” were chosen for further inspection and put into a new Excel (Appendix 3).
These articles either had titles that seemed relevant, or titles that were too mysterious to be
discarded without more information.

Next, the 168 articles were to be downloaded so that they are available for the review in case
they disappear from the databases. However, 23 of them were discarded from the list since they
were not available for reading. 20 of these were from Google Scholar, which did not have an
option to only include articles that were available for reading. 2 were from Science Direct,
which did not have the option to only include articles that were available for me. One of the
unavailable articles was from SpringerLink, even though the option concerning including
“Preview only” articles was deactivated. Thus, 144 articles were available for downloading.
The downloaded articles were then scrutinized by reading their abstracts. One was discarded
due to the low quality of English in the abstract, while the others were discarded due to them
being irrelevant. Based on the abstracts, 39 were chosen for further analysis and placed into a
separate Excel (Appendix 4).

These articles were thoroughly read and evaluated according to Table 3 – Evaluation criteria
in article. 12 of them were irrelevant for this thesis as they were not about the combination of
agile and any actor of the financial services industry. These were labelled with “NO”. All
remaining 27 studies were labelled with “YES” and chosen for further analysis. In addition to
this, the references of each remaining article were analyzed, and 2 were chosen for this review.
The articles were added to the sheet and labeled with “EXTRA”. Some of the other references
would have included relevant topics, but they were either not available for reading or they were
published before 2018.

6 881 168 39 29
•Databases • Articles found • Chosen based • Chosen based •Chosen based
on title on availability on content
and abstracts

Figure 10 The selection process

26
3.1.3 Presenting the findings

After the analysis of the articles, the focus shifts to extracting and synthesizing the data. In
practice, this means describing data and including an extraction sheet in the protocol which
will be used through systematic data mapping in e.g., a table. The extraction sheet could include
bibliographic details of the paper, the aim and the focus, the method used and the underlying
theory, main findings, possible research gaps, and other relevant information. Once the data
has been extracted, it can be synthesized. It is recommended to focus on combining and
evaluating the concepts, methods, and results presented in each study and finding possible
connections. Finally, the results are presented in the form of a report (Jesson et al., 2011).

Schmitt and Hörner (2021) did the extraction and synthesis by reading all papers, creating a
summary on all their chosen papers, dividing them into different subjects, and reflecting upon
them. Marnada et al. (2022) exported their 21 articles into tables according to e.g., the year
they were published, and what the distribution of the publications over the years were. Each
article was also given a number that functioned as a code. The articles were categorized into
seven categories according to what issue they found that scope and changes might have. Each
category had subcategories with more detailed descriptions of each issue. These subcategories
were then put in a different table, which had parallel columns of recommendations for
overcoming the issue, clearly mapping out the problem and solution from all the articles.

The final articles that were chosen in this thesis were put into an Excel spreadsheet (Appendix
5), with columns containing information on the article such as which database it is from, the
author or authors, the title of the article, the key words of the article, which journal it is from
and which country it is written in. In addition to this, the sheet also contains columns regarding
evaluation criteria presented in Table 3, such as the research aim and motivation, the method
and reasoning behind it, the data analysis type and trustworthiness, the framework used in the
article, whether the research questions have been answered, and possible research gaps. More
specific columns such as its main findings, the area of the article (banking and/or Fintech), the
article’s stated pros and cons of agile, the article’s recommendations concerning agile, and
what agile methods were focused on are also included on the sheet. In addition to this, it also
includes a column named “notes” in case something interesting that does not fit into the other
columns is found.

27
3.2 Trustworthiness of the literature review

To be rigor, scientific research needs to have a thorough theoretical base, and the method used
for the research needs to be considered and chosen carefully. The research also needs to be
replicable, and that can be done by documenting every detail and step of conducting the
research. Objectivity is also essential for scientific research, and results should solely be based
on facts and retrieved from the data. Personal opinions and conclusions that are not based on
facts should not be included (Sekaran and Bougie, 2020).

The systematic literature review in this research should thus be considered as trustworthy as
these aspects are taken into consideration when writing the thesis. Documenting each step of
the review is a part of the initial plan, so that the review could be conducted again. Objective
thinking when reading through the articles will be focused upon, and results that might seem
surprising will be included. Thoroughly researching the concept of agile and the methodology
of systematic literature reviews also provides a good based for the research’s trustworthiness
in general.

4 Results

In this chapter, the results from the systematic literature review are presented. In subchapter
4.1., general findings regarding the articles are presented. This includes aspects such as which
database they are from, which countries they are from, and which years they were published.
Subchapter 4.2. focuses on presenting results regarding the first research questions - what
research has recently been done regarding agile methods in the financial services industry,
especially within Fintech and banking? The research aims and motivations, research findings
and gaps, and methods are shortly presented. Finally, subchapter 4.3. consists of results
regarding the second research question - what should be considered when implementing or
using agile in the financial services industry? The results include the articles’ thoughts
regarding agile – such as pros and cons, as well as recommendations.

The 29 articles in the table below are the ones chosen for the review. Each article is labelled as
“Article 1”, “Article 2” and so on, and they will in some paragraphs be referred to as such. The
table presents said label of the article, the articles’ reference in this thesis, and the title of the
article.

28
Table 4 The chosen articles

Label Reference Title

Article 1 Feyissa, 2019 Adoption Level and Challenges of Implementing Agile Project Management
Methodology at the Private Banking Industry in Ethiopia
Article 2 Indriasari et al., 2022 Adoption of Design Thinking, Agile Software Development and Co-creation: A
Qualitative Study towards Digital Banking Innovation Success
Article 3 Brühl, 2018 Agile methods in the German banking sector: some evidence on expectations,
experiences and success factors
Article 4 Kilu et al., 2018 Agile Software Process Improvement by Learning from Financial and Fintech
Companies: LHV Bank Case Study
Article 5 Yang et al., 2021 Batch-based agile program management approach for coordinating IT multi-project
concurrent development
Article 6 Calnan & Rozen, 2019 ING’s Agile Transformation—Teaching an Elephant to Race

Article 7 Zaman & Åström, 2021 Large-Scale Agile Transformation: A Case Study Conducted in the Banking Industry
with a Focus on Organizational, Managerial, and Cultural Aspects
Article 8 Singh, 2022 Perils and Perks Pertinent to Progressive Mobile Banking in reference to Quality
Management aspect: Lean and Agile Approach
Article 9 Mishra, 2018 Quality Deployment and Use of the Scaled Agile Framework®-Managing teamwork
and software quality in the banking sector
Article 10 Salameh, & Bass, 2022 An architecture governance approach for Agile development by tailoring the Spotify
model
Article 11 Christopher & de Vries, 2020 Selecting a Scaled Agile Approach for a Fin-tech Company

Article 12 Vejseli et al., 2018 The Agile Strategies in IT Governance: Towards a Framework of Agile IT Governance
in the Banking industry
Article 13 Vorontsov, 2021 Modern approaches to Agile transformation of Russian financial and technological
companies
Article 14 Munteanu, 2021 A Theoretical View about Agile Management in Bank Sector

Article 15 Irtaymah, 2022 Agile Project Management Approaches: A Case Study with Respect to Their
Application in Finance Technology Projects
Article 16 Berkani et al., 2019 Triggers analysis of an agile transformation: the case of a central bank

Article 17 Morales et al., 2021 A case study in the banking sector: an ontology for the selection of agile and lean
software development methodologies
Article 18 Korpivaara, et al., 2021 Performance Measurement in Scaled Agile Organizations

Article 19 Reunamäki & Fey, 2022 Remote agile: Problems, solutions, and pitfalls to avoid

Article 20 Bojs, 2019 A cultural perspective on leadership to face challenges with agile methods

Article 21 Burga et al., 2022 Examining the transition to agile practices with information technology projects: Agile
teams and their experience of accountability
Article 22 Duarte, 2019 Agile Adoption Best Practices in Canadian banking

Article 23 Shyamsundar & Suresh, 2022 Agile Approach: Study of Project Management Methods in the Banking industry

Article 24 Zaitsev, 2018 Agile Methods as a Risk Management Strategy Tool: A FinTech Case Study

Article 25 Yuonan & Mamedov, 2020 Agile Project Management in Banking: A study of how agile methods are modified to
suit the context of a bank
Article 26 Norman, 2021 An Agile software development adoption framework for the South African financial
industry
Article 27 Gupta et al., 2019 Analytical evaluation of agile success factors influencing quality in banking sector

Article 28 Beerbaum, 2021 Applying Agile Methodology to regulatory compliance projects in the financial
industry: A case study research
Article 29 Nilsson et al., 2021 Challenges of Adopting SAFe in the Banking
Industry – A Study Two Years After
Its Introduction

29
4.1 General findings
The articles included in this study are from the years 2018 to 2022. 2018 and 2019 had six
articles each, 2020 one, 2021 nine, and 2022 seven. 2023 is included in the chart since articles
from this year are included in the systematic literature review, even though none of them were
chosen for this research since the content in the articles were not relevant for this study. This
thesis is also done in the beginning of the year 2023, naturally resulting in less research from
the year.

Out of the 29 articles, four are from BASE, one is from EBSCO, 17 are from Google Scholar,
two are from SAGE Journals, two are from Science Direct, and one is from SpringerLink. Two
were found from the references within some of the articles, and they are put into the “Extra”
category. The distribution of the articles per year and database is visualized in the chart below.

Articles per database

10
9
8
7
Amount

6
5
4
3
2
1
0
2018 2019 2020 2021 2022 2023
Extra 0 0 0 2 0 0
SpringerLink 1 0 0 0 0 0
Science Direct 0 0 0 0 2 0
SAGE Journals 0 1 0 1 0 0
Google Scholar 4 4 1 4 4 0
EBSCO 1 0 0 0 0 0
BASE 0 1 0 2 1 0

Figure 11 The distribution of articles per year

Regarding the general topic of the article - a majority of 19 articles are solely about banking,
while four articles are only about Fintech. There are three articles each about a combination of
banking and Fintech, as well as the financial services industry in general. The proportions of
each area are presented in the chart below.

30
 Financial services
industry in general
Banking & 10 %
Fintech
10 %

Fintech
14 % Banking
66 %

Area

Figure 12 The distribution of general topics

The articles are from 20 different countries. Finland and Sweden have four articles each, while
India provided three. Canada, Germany, and South Africa each offered two articles. One of the
German articles was, however, done in collaboration with Austria and Switzerland – the article
being the only one for these two countries. Other countries with only one article are Australia,
China, Estonia, Ethiopia, France, Indonesia, Libya, the Netherlands, Panama, Romania, Russia,
and United Kingdom. A visualization of the distribution is presented in the map below.

Figure 13 The geographical distribution of articles

4.2 Research regarding agile

This subchapter presents results regarding the first research question on what research has been
done within the financial services industry. The research aims, motivations, findings, gaps and
methods of all 29 articles are summarized and presented in Table 5.

In the table below, all articles are summarized. From the left to the right, the columns contain
the category in which the article is, followed by the label of the article, the research aim and
motivation, main findings, the research gap, and finally, the research method.

31
Table 5 Research regarding agile

Category Article Research aim (1) and motivation (2) Main findings Research gap Research method

Company- Article 1. To create a proposal for the Estonian LHV bank on how they can Adapting to agile should also be reflected in the whole company. Narrow data with only Estonian Literature review, interviews with
specific 4 improve software development. 2. To help LHV to become more Companies already using agile could rethink about how they could companies, data from other employees from Estonian financial
success efficient and agile so that they can compete against Fintechs. use it more powerfully. countries can provide new insight. institutions and Fintechs.
stories Article 1. To present the Dutch ING bank’s successful agile transformation. Transformation phases: 1. A one department experiment 2. The article does not reflect upon Case study, semi-structured
6 2. ING was a well-known large organization with a successful story, Experimental agile rippled into other departments 3. Making agile the fourth stage at all as they are interviews with ING employees,
and the story has many insights that could be valuable for all. a part of the strategy and implementing for all. 4. Staying agile. currently in it. document review.
Article 1. To explore what the triggers are that causes a company to go from Triggers are the birth of agile, competition, non-official personal The research itself is still ongoing, Case study of a French central bank
16 experimenting with agile to using it in general by presenting what initiatives, new project management, a new governor that wanted a and the results are not final. - how they have implemented agile
Banque de France’ story. 2. Little information is available on when simplified bank, creation of agile methodology in small scale, good (13 years of data).
experimenting with agile transforms to something regular. results, quality improvements, reorganization, and prioritization.
Article 1. To present how a Fintech called FinTechCo used the agile As proven by FinTechCo, agile can successfully be used as a risk The study is only qualitative, and Case study with 16 semi-structured
24 method XP successfully as a tool for risk management. 2. Little management tool as agile principles are quite like risk strategies. it is therefore possibly not interviews with employees from the
research has been done on how Fintechs tackle regulations within Strategic work coordination, employee management, and software applicable for all. Fintech company.
their software development’s risk management and compliance. development are the pillars of the tool.
Country- Article 1. To explore how Ethiopian private banks adopt agile methods in Ethiopian private banks are in the early stages of adopting agile. Lack of input from stakeholders Self-administered questionnaire for
specific 1 their software development, which methods are mostly used, and 28% of the banks had adopted Scrum, the rest were using traditional such as the clients or the higher developers, Partly self-administered
research what challenges and issues exist. 2. Little research had been done Waterfall methods. The rest were planning on going agile without management. Only 7 /16 banks in questionnaire + open ended
within the country. a set timetable for it. Ethiopia are included. questions for team managers.
Article 1. To research the experiences, expectations, and success within Agile methods are popular within the German banking sector in Has a lack of deeper Structured surveys with 17 banks
3 agile methods in the German banking sector. 2. Little research has general. 47% of the banks and 84% of the Fintechs use them in more understanding behind the answers, and 34 Fintechs in Germany. All but
been done in the specific area. than 75% of the IT-projects. Scrum is the most popular agile and the responses are only from a two of the Fintechs did not have
method, and XP and Kanban are used as an aid to Scrum. corporate point of view. experience with agile.
Article 1. To reflect upon agile transformations and the relevance of them The Russian Fintech market will go through Agile transformations Research gaps include the impact Unspecified.
13 in the Russian financial technology industry. 2. Research within the next years, and the focus should be on cultural of COVID-19, technological
motivation unspecified. transformations, attitudes, and ecosystems. growth and ecosystems.
Article 1. To investigate how agile project management is implemented in A project within the Libyan financial services industry is more Only applicable for small and A case study of a Libyan medium-
15 a Libyan Fintech company. 2. Libyan companies within the likely to succeed when using agile project management tools. medium-sized companies. sized Fintech. surveys for
financial services are going through a transformation. representatives within case company
Article 1. To explore the Canadian banking industry, and examples of agile Canadian banks have been afraid of risks and they are resistant to Only focused on banking, and the Mixed method with observations,
22 adoption within it, and to create a proposal on how to proceed with change, but a framework proposal can be used to adopt. The proposed framework on adopting semi-structured interviews, surveys,
agile. 2. No research had been done regarding agile and the framework consists of 1. Planning, 2. Initiating, 3. Piloting, 4. agile has not been tested in and literature reviews.
Canadian banking sector. Scaling and 5. Sustaining and optimizing. practice.
Article 1. To create a framework on how to adopt agile methods within Agile should be adopted in four phases – 1. Preparation and analysis The study is only applicable for A survey with 22 participants from
26 software development in the South African financial industry. 2. It 2. Base methodology 3. Adoption and implementation 4. the financial industry. various financial South African
had not been done in the South African industry. Innovation. companies.
Project Article 1. To explore how agile development approaches can be used in Complex multi-team IT-projects are the most productive if the Focuses only on empirical Literature review, case study (a
management 5 program management to coordinate several IT projects where the development is done in batches in the combination with agile research, and no research on Chinese bank).
development is done in batches in a Chinese bank. 2. There was a methods. The interactive and frequent communication with knowledge transfer between
demand for a new approach. customers provides good feedback on how to proceed. overlapping projects.
Article 1. To explore how IT teams view accountability when working with The view is affected by the teams’ perception on how the rest of the The results are solely from the 60 semi-structured interviews with
21 and managing agile projects in the financial industry. 2. Little company thinks of them in regarding agile, by the interaction and financial industry. member from 9 agile teams within
research on the feelings and views of those who work with agile. changes within the team, and by technical aspects when going agile. companies in the financial industry.
Article 1. To explore research on agile methods and practices, and present Agile as a project management method in banking has much that The study is solely within a A literature review with 16 papers
23 what successes and challenges they have as a project management needs to be considered, especially since it is a traditional industry. specific industry, and hybrid agile from the years 2010-2022, from 12
method in banking. 2. Agile is so diverse, and there is still a lot left This includes goals, regulations, deadlines, tests, trust, innovation, methods could also be researched. sources done with deductive causal
to explore. communication, and hierarchies. inference methods.
Article 1. To explore how a specific bank implements agile into their The bank adapted agile methods to suit their specific needs, and that Traditional vs. digital banks could Case study with document review
25 project management. 2. The banking industry is struggling with the most work had to be done regarding regulations, motivation, be researched. and ten semi-structured interviews
digitalization, and agile is more complex due to regulations. collaboration, adapting agile, and internal challenges. with agile employees.

32
 Article 1. To research agile methods in the financial industry, and how Agile can be chosen over traditional methods, but the agile methods The case study was only Case study 5 semi-structured
28 regulatory compliance projects are done. 2. They are usually done must be slightly adjusted to avoid e.g., audit issues. Beta testing is, conducted in one company. interviews with product owners,
with traditional non-agile methods. for example, not possible. developers, and scrum masters.
Scaled Agile Article 1. To find out why organizations have chosen agile methods, and There are five focus areas when going agile - adapting the agile More research on the focus areas Case study with literature review and
7 what cultural, organizational, and managerial aspects there are method to fit a specific organization, HR involvement, the higher (e.g., what practicalities there are, semi-structured interviews with
when going agile in a large scale. 2. To complement existing management and their position, proper training and knowledge how it should be adapted per Frontit, Handelsbanken, Swedbank
research within the subject. sharing, and guidance of the employees through the change. organization). and SEB.
Article 1. To find what the main success factors and advantages there are SAFe is a suitable way for a big and complex company to go agile. Results can differ if other A survey with 37 employees
9 when using the agile method SAFe in software development at the SAFe includes good communication between teams, transparency, stakeholders, industries or including developers, designers,
bank Nordea. 2. Lack of previous research on scaling agile in the involved leaders and stakeholders, and structured plans. countries were included. product owners, scrum masters, and
context of quality banking software. testers. Observation of colleagues.
Article 1. To explore how scaling the Spotify model can be used to govern The Spotify model is not suitable for handling scaled agile as it does The whole company was not A case study on a Fintech,
10 and align software architecture by studying a Fintech company. 2. not have enough practical guidelines. A modified model with evaluated, and results only regard observation of 225 ceremonies
No guidelines available on how to do this across independent teams. improvements regarding the architectural decision-making, sharing Fintechs developing SaaS while during two years, and 14 semi-
of know-how, refactoring is suitable. using the Spotify model. structured interviews.
Article 1. To find the most suitable scaled agile approach for a Fintech that Nexus was chosen as the best alternative for the company, as it is a Documentation regarding A systematic literature review,
11 focuses on digital banking platforms. 2. They have a project that is version of Scrum that can be used in a larger context. implementation of Nexus in a observation, interviews with
worked on by several teams globally. Fintech company is missing. developers and business, a survey for
a scrum master
Article 1. To research how performance is and how it can be measured in Traditional performance measurement methods are unsuitable for Narrow empirical research, more Case study with 10 semi-structured
18 companies that use scaled agile in their development, and to find agile, and suitable measurements should especially regard customer stakeholders could be interviews with members of two
out what challenges there are. 2. Little research available on how to value and internal process efficiency in addition to financial values, interviewed, and the focus is only software development teams in a big
measure performance in agile companies. learning, and collaboration. on scaled agile in with SAFe. Nordic bank.
Article 1. To explore what the main challenges are in the banking industry There challenges concern management and organization, education The challenges have been A case study with a literature review,
29 when implementing the scaled agile approach SAFe. 2. Little and training, culture and mindset, requirements engineering, quality identified, recommendations on and interviews with four employees
research available on adoption of SAFe in banking. assurance, systems architecture, and banking specific requirements. how to solve them are missing. driving SAFe in a bank.
A changing Article 1. To research how digital banking innovation adopts design The best process is to start from discovery (involvement with Only qualitative research is done Systematic literature review with 25
world 2 thinking, agile software development, and co-creation. 2. The bank customer) and idea generation (brainstorming, maps, stories) and in this study, a quantitative study articles, case studies with interviews
executives are uncertain how they should adapt and choose a proceed to development (specifying, developing, quality), in addition to this could results in with executives from 3 banks,
suitable approach. implementation (testing, launching), and evaluation (KPIs). even more findings. questionnaire for 31 managers.
Article 1. To find out what advantages and disadvantages there are in A combination of lean and agile, "leagile" can be used in the The focus of the article is only on A survey with 3200 respondents
8 mobile banking, and how lean and agile methods can help handling context. The main advantages are that consumers find it convenient two of the larger advantages and with various ages, professions,
them. 2. Customers are using apps more than ever, they need to keep and offering it is a competitive advantage. Disadvantages are two of the larger disadvantages, genders etc.
satisfied, and the industry could benefit from the research. security related issues and the cost of upholding mobile banking. others could also be investigated.
Article 1. To clarify how agility has changed IT governance in companies. 25 agile (needed for processes, communications) and 22 traditional The research was only in German- 33 interviews with senior managers
12 2. The governance has shifted from being closed and stable to IT-governance dimensions (needed for sustaining control) were speaking countries, and it had no and executives that work within the
something that needs to be more open and agile. found. Both should co-exist for maximal success. interviews with IT or operations. banking in DACH-countries.
Article 1. To explore how remote work can be adapted with agile at the The issues with remote agile: less organic interaction and Research could be done on Case study of two teams at OP that
19 bank OP. 2. There is more remote work as the result of COVID-19, engagement, many meetings, unsupportive and dominant leaders, technological solutions for remote lasted 17 months. Observations and
and agile is in general not adapted to remote teams. and less interaction other departments - less sharing of know-how. work. interviews of and with participants.
Deeper Article 1. To explore theory on the benefits and problems of agile in the Adopting agile is challenging within the banking software industry More research could be done on Literature review, qualitative and
understanding 14 banking industry. 2. To contribute with more information regarding due to the regulations that banks have, but it provides a framework the bank industry’s stakeholders’ theoretical base.
on Agile the topic to the field. for companies to develop themselves in a continuous way. reactions on implementing agile.
Article 1. To create an ontology on lean and agile principles, and how they Agile methods are recommended in general within banking, but The research is only on the Ontology on two banks in Panama,
17 can be benefited when planning software projects. 2. No research lean methods can be combined with them for optimizing software banking industry, and specifics with surveys regarding agile, lean,
on ontology in this context, and the article provides organizations projects, saving money, and having a better organizational culture. regarding data analysis and risk processes, advantages and risks, and
with recommendations on what method to choose. assessment could be done. characteristics.
Article 1. To explore what challenges there are when implementing agile Findings included the fact that understanding the challenges The focus is solely on the banking A case study, literature review and
20 methods, and if a cultural perspective on leadership is beneficial in resulted by changes in an organization and improving motivation industry, and no focus on the interviews with two managers and
the implementation. 2. Cultural aspects are relevant in agile can be done through a cultural perspective in the leadership. communication between the four employees with different
methods and in leadership theories, but it is often forgotten about. managers and the workers. sociodemographic and expertise.
Article 1. To conduct quantitative research on what agile success factors Success factors: improved productivity, accurate estimates, The research consists of only the A case study with a systematic
27 there are in an enterprise within the banking industry. 2. Little effective communication, parallel test-driven development, skilled specific industry, and only one literature review and a two- way
quantitative research has been done on the topic. resources with knowledge about the product and technology, good case study. Another case study assessment with two separate
client involvement and risk mitigation, and constant integration. could be done to compare results. stakeholders.

33
The articles are categorized according to similar topics. Some of the articles are suitable for
multiple categories, but they were placed in only one category to avoid repetition. The chosen
category was the one that was emphasized the most in the article. The main findings derived
from the articles’ results are summarized below.

Company-specific success stories

This category consists of four articles that are either creating a proposal for a successful
implementation of agile or presenting a case of a successful implementation of agile within a
specific bank or Fintech, in this case the Estonian bank LHV (Kilu et al., 2018), the Dutch bank
ING (Calnan & Rozen, 2019), the French central bank Banque de France (Berkani et al., 2019),
and the Australian Fintech FinTechCo (Zaitsev, 2018). The findings in the category include
that it is important to adopt agile throughout the entire company and continuously reflect upon
the usage (Kilu et al., 2018), and to start with a single department experiment and eventually
making agile a part of the overall strategy for the entire company (Calnan & Rozen, 2019).
Triggers for adopting agile can be e.g., competition, personal initiatives, new project
management, good results, and reorganization (Berkani et al., 2019). In addition to this, agile
can also successfully be used as the company’s risk management tool (Zaitsev, 2018).

Country-specific research
The second category consists of country-specific research and includes six articles that explore
agile in the financial services in Ethiopia (Feyissa, 2019), Germany (Brühl, 2018), Russia
(Vorontsov, 2021), Libya (Irtaymah, 2022), Canada (Duarte, 2019), and South Africa
(Norman, 2021). The findings in the studies are that Ethiopian private banks are in the early
stages of adopting agile (Feyissa, 2019), agile methods are widely used in German banks and
even more in German Fintechs (Brühl, 2018), the Russian Fintech market is expected to
undergo agile transformations in the next few years (Vorontsov, 2021), any project within the
Libyan financial services industry is more likely to succeed when using agile project
management tools (Irtaymah, 2022), Canadian banks have been resistant to change but can use
a framework proposal consisting of planning, initiating, piloting, scaling and sustaining, and
optimizing to adopt agile (Duarte, 2019), and the South African financial industry should adopt
agile through preparation and analysis, base methodology, adoption and implementation, and
innovation (Norman, 2021).

34
Project management
The third category contains five articles (Yang et al., 2021; Burga et al., 2022; Shyamsundar
& Suresh, 2022; Yuonan & Mamedov, 2020; Beerbaum, 2021) with research regarding agile
project management. The main findings include that it is beneficial to use agile methods for
complex multi-team IT projects (Yang et al., 2021), the perception of agile within a team is
affected by how the rest of the company views agile, team interaction, and technical aspects
(Burga et al., 2022). When adopting agile in banking projects, goals, regulations, deadlines,
tests, trust, innovation, communication, and hierarchies should be considered (Shyamsundar &
Suresh, 2022), and the agile methods should be adjusted to suit specific needs and to avoid
issues such as audit problems (Yuonan & Mamedov, 2020) The bank's successful adaptation
of agile methods in its projects involves addressing challenges related to motivation,
collaboration, internal factors, and once more, regulations (Beerbaum, 2021).

Scaled Agile
This category contains six articles (Zaman & Åström, 2021; Mishra, 2018; Salameh, & Bass,
2022; Christopher & de Vries, 2020; Korpivaara, et al., 2021; Nilsson et al., 2021) on scaled
agile – implementing agile in a large scale. The main findings include five identified key focus
areas when transitioning to scaled agile, including adapting the method to fit the organization,
involving HR, engaging higher management, providing training and knowledge sharing, and
guiding employees through the change (Zaman & Åström, 2021). Recommended scaled
methods are SAFe, which is good for large and complex companies due to its emphasis on
communication, transparency, and structured plans (Mishra, 2018), a modified version of The
Spotify model with improved decision-making, know-how sharing, and refactoring (Salameh,
& Bass, 2022) and Nexus, a version of Scrum for larger contexts (Christopher & de Vries,
2020). Traditional performance measurements are not suitable for scaled agile, and new
measures should consider customer value, internal process efficiency, financial values,
learning, and collaboration (Korpivaara, et al., 2021). Finally, challenges related to
management, education, culture, requirements engineering, quality assurance, systems
architecture, and banking-specific requirements should be considered (Nilsson et al., 2021).

A changing world
This category contains four articles (Indriasari et al., 2022; Singh, 2022; Vejseli et al., 2018;
Reunamäki & Fey, 2022) that regard the changing world – including topics such as digital
innovation, governance, and pandemics. The main findings are that the process for agile digital

35
innovation involves starting with customer involvement and idea generation, then moving to
development, implementation, and evaluation (Indriasari et al., 2022), "Leagile," a
combination of lean and agile, can be used for mobile banking - but there are security concerns
and costs (Singh, 2022), both agile and traditional IT governance dimensions should coexist
for optimal success (Vejseli et al., 2018), and challenges with remote agile include less
interaction and engagement, more meetings, unsupportive leaders, and less sharing of
knowledge between departments (Reunamäki & Fey, 2022).

Deeper understanding on Agile

Finally, this consists of four articles (Munteanu, 2021; Morales et al., 2021; Bojs, 2019; Gupta
et al., 2019) that want a deeper understanding on agile in the financial services. According to
the articles, adopting agile in the banking software industry is challenging without a
comprehensive framework for adoption (Munteanu, 2021), lean methods can be combined with
agile for better results and organizational culture (Morales et al., 2021), cultural leadership can
improve motivation and understanding challenges (Bojs, 2019), and success factors with agile
includes productivity, accurate estimates, effective communication, test-driven development,
skilled resources, client involvement, risk mitigation, and constant integration (Gupta et al.,
2019).

4.2.1 The research methods

The most used research methods in the articles are case studies and interviews. In addition to
this, literature or document reviews, questionnaires, observations, and an ontology are
represented. In the table below, the preferred research method of each article is presented. The
distribution of each method is presented in Table 6, with the research method in the left column,
the articles in which said method is used in the middle, and the sum of how many articles that
used the method in the right column.

Table 6 The research methods used

Research method Article Number of articles that
used method
Case study 2, 3, 5, 6, 7, 10, 11, 13, 15, 16, 18, 19, 20, 24, 27, 28, 29 17
Interview 2, 4, 6, 7, 10, 11, 12, 18, 19, 20, 21, 22, 24, 25, 28, 29 16
Literature/document review 2, 3, 4, 5, 6, 7, 11, 13, 14, 20, 22, 23, 25, 27, 29 15
Questionnaire 1, 2, 3, 8, 9, 11, 15, 22, 26 9
Observation 9, 10, 11, 19, 22 5
Ontology 17 1

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4.3 Agile methods
In this subchapter, results related to the second research question – considerations regarding
agile implementation, are presented. First, the representation of the different agile methods is
shown. Then, the pros and cons regarding agile from each article are summarized. They are
based on findings from both the theoretical framework and the results in the articles. Finally,
recommendations regarding agile are presented. They are retrieved in the same way as the pros
and cons – from both the articles’ theories and results.

Agile is mostly spoken of generally in the articles, without mentions of specific methods. This
is done in 15 of the articles. Eight of the articles focus on the SAFe method, seven on Scrum,
three on XP and two on Kanban. In addition to these methods, the Spotify model, Scrumban,
LeSS, DAD, and Nexus are each represented once in the articles. The distribution of the
methods can be seen in the figure below.

Nexus
The Spotify LeSS DAD
model Scrumban 2,5 % 2,5 % 2,5 %
2,5 % 2,5 %
Kanban
5,0 %
XP
7,5 %
Non-specific
37,5 %

Scrum
17,5 % SAFe
20,0 %

Agile methods represented in the articles

Figure 14 The agile methods represented in the articles

4.3.1 Pros of agile

According to the articles, agile has many positive attributes. The ones mentioned most often
are that agile is flexible, efficient, competitive, transparent, and innovative. It saves time and
money, and it improves ROI. It encourages employee engagement, independency, teamwork,
and collaboration between all stakeholders. Agile also supports a lot of co-operation with
customers, and it is customer-centric in general. It results in quick and frequent releases to the
market, and consequently also in frequent feedback. Agile results are also of high quality. It is
suitable for complicated challenges, and it is good with change. All the pros of agile mentioned

37
in the articles are presented in the table below, with the left column containing the attribute,
and the right column containing in which article the attribute was mentioned.

Table 7 The pros of agile

Positive attributes Article

Flexible 7, 9, 15, 19, 22, 25, 27
Customer co-operation 9, 15, 17, 22, 23, 27
Good with change 11, 12, 13, 14, 26, 28
Saves time 2, 3, 6, 13, 17, 23
Customer-centric 2, 8, 16, 22, 27
Engages employees 6, 15, 20, 23, 28
High quality 2, 3, 13, 16, 22
Competitive 3, 6, 12, 13
Efficient 1, 5, 19, 27
Continuous feedback 14, 22, 25, 28
Quick and frequent releases to the market 2, 8, 22, 25
Transparent 13, 21, 22, 28
Collaboration between all stakeholders 17, 21, 26
Encourages independency 17, 20, 28
Improved ROI 8, 22, 26
Saves money 2, 3, 23
Encourages teamwork 11, 17
Innovative 12, 23
Less hierarchy 21, 23
Motivates employees 15, 20
Productive 6, 13
Suitable for complicated challenges 15, 21
Accelerates projects 3
Applicable in the whole organization 19
Attracts talent 6
Collective ownership 14
Continuous integration 14
Creates an attractive workplace 6
Cross-functional teams 28
Encourages learning 26
Good for optimization 11
Less bureaucracy 21
Less risks 13
Manages the whole development process 4
Open communication 23
People-focused 25
Control over project 26
Suitable for different industries 20
Supports tests 14
Utilizes resources 23
Values employees 9
Various methods available 7

4.3.2 Cons of agile

The articles find many negative attributes in agile. The cons mentioned most often in the
articles were challenges regarding communication and the organizational culture. Agile also
requires a lot of know-how on the subject, in addition to experience on handling it. It is
challenging to implement agile in large teams or organizations, and it is difficult to combine
agile with non-agile teams and departments. Implementing agile requires changes in roles, in
the organizational hierarchy, and the organizational structure in general. There is a lot of

38
resistance to change regarding agile, and the employees’ attitudes affect the outcome.
Commitment and support from both the management as well as the whole organization is
required for agile to succeed. In addition to this, agile in the financial industry is also affected
by the vast number of regulations that exist within it. All the cons of agile mentioned in the
articles are presented in the table below, with the left column containing the attribute, and the
right column containing in which article the attribute was mentioned.

Table 8 The cons of agile

Negative attributes Article

Organizational challenges – communication 2, 14, 17, 22, 23, 25, 26
Organizational challenges – culture 2, 13, 20, 23, 25, 26, 27
Requires know-how or experience 1, 14, 20, 22, 27, 29
Challenging if the organization / team is big 4, 7, 9, 19, 22, 27
Affected by regulations 2, 7, 22, 23, 28
Employees’ attitudes 2, 21, 22, 27, 28
Requires commitment 1, 21, 22, 27
Resistance to change 1, 7, 22, 29
Needs management support 1, 2, 21, 27
Organizational challenges – structure 2, 13, 17, 20
Role changes 2, 4, 6, 22
Hard to combine with non-agile departments 3, 6, 19, 22
Requires long-term plans/goals 1, 22, 23
Requires hierarchy changes 4, 13, 22
Challenges with processes – unclear 2, 21
Challenges with processes – timeline 2, 23
Takes time to implement 6, 21
Challenging in multinational contexts 9, 22
Is still a work in progress 14, 16
Needs a strong team 15, 25
Scheduling conflicts with customer 15, 22
Clashes with traditional performance measurement 18, 22
Requires support from the whole organization 21, 22
Challenging when too many other projects 1
Challenges with technology – security 2
Challenges with processes – quality 2
HR work needed 2
Lacks software testing during development 4
Ineffective quality traceability 5
Ineffective responsibility allocation 5
Lower productivity in the beginning 6
Might require relocation 6
Requires focus 6
Can result in rigid software architecture 10
Might respond too much to change 14

39
4.3.3 Recommendations

In this subchapter, the recommendations found regarding agile are presented. The findings are
retrieved both from the articles’ theoretical framework, as well as in their results – depending
on the structure of the article. The recommendations concern the adoption of agile,
organizational issues, training, management support, the teams that implement agile, and
various other topics.

The phases of adopting agile

There are many ways to adopt agile, and according to Article 26 (Norman, 2021, pp. 138) agile
should be adopted in four phases. The phases are presented below.

1. Preparation and analysis. This phase should consist of employee training, organization
and employee change management analysis, and analyzing employees’ attitudes and
experiences.
2. Base methodology. Here, the focus should be on choosing and adapting a suitable agile
method.
3. Adoption and implementation. This phase includes factors such as exploring what the
technology one has is capable of, scheduling, processes, integration, understanding, etc.
4. Innovation. The focus in this phase should be on innovation through sharing of know-
how, problem solving, and teamwork.

Article 13 (Vorontsov, 2021, pp. 4-5) also presented a step-by-step plan that can be used when
adopting agile – their proposal was however specifically for Fintechs. The steps that they
suggest start with setting a proper goal or vision for the transformation, formatting a team that
oversees the transformation, creating a transformation road map, having a plan for a pilot, and
launching it, controlling the pilot results, training the staff, coordinating and adjusting
according to the business results and purposes, and finally, focusing on communication.

The organization
The articles included several recommendations regarding how the organizations that want to
or that are implementing agile should proceed. The recommendations include implementing
agile to the whole organization for maximum success (Kilu et al., 2018; Beerbaum, 2021), but
doing it in in steps – first in small teams, then slowly to the rest of the organization (Calnan &
Rozen, 2019; Bojs, 2019; Nilsson et al., 2021). When slowly expanding agile, the focus should

40
be on the organization’s culture, technical agility, business deployment, and agile governance
(Berkani et al., 2019). Agile should also be adapted to the organization’s own case and settings
(Brühl, 2018; Kilu et al., 2018; Bojs, 2019), but it is recommended for the organization to
prioritize customer value (Calnan & Rozen, 2019). Frequent communication and a trusting
relationship between all internal and external stakeholders should also be focused upon
(Shyamsundar & Suresh, 2022).

When implementing agile, it is wise to prepare for difficult decisions regarding organizational
structure (Calnan & Rozen, 2019), to reflect on role distributions (Morales et al., 2021), and to
have a plan for managing dependencies between different departments (Mishra, 2018).
Collaboration with HR is recommended for a smoother transition (Zaman & Åström, 2021).

It might also be worthwhile to rethink and align decisions in accordance with software
architecture (Salameh, & Bass, 2022), to focus on risk analysis and monitoring (Morales et al.,
2021), and to research the technical options that are available and suitable for agile (Burga et
al., 2022). In addition to this, the organization’s IT-governance consist of dimensions that are
both traditional and agile, and they should therefore be managed in an interactive way as it
positively affects the agility of the organization (Vejseli et al., 2018).

Proper training
The recommendations highlighted the most within the articles regard proper training. Having
the staff properly educated within agile is recommended, (Feyissa, 2019; Brühl, 2018; Kilu et
al., 2018; Zaman & Åström, 2021; Mishra, 2018; Morales et al., 2021; Korpivaara, et al., 2021;
Bojs, 2019; Shyamsundar & Suresh, 2022) as well as a train the trainer ideology (Zaman &
Åström, 2021), and thoroughly introducing the customer to agile (Feyissa, 2019). Also,
continuously ensuring that the agile values are understood should be done (Zaman & Åström,
2021).

Support from the management

Comprehensive support from the management is also highly recommended in the articles
(Feyissa, 2019; Brühl, 2018; Zaman & Åström, 2021; Irtaymah, 2022; Zaitsev, 2018; Nilsson
et al., 2021). It is also important that the management receive support, so that they can be there
for the rest of the staff. The top management should also provide clear definitions regarding
agile and its goals (Zaman & Åström, 2021). If the management present performance

41
objectives, they could consist of three categories – stakeholder needs, agile principal benefits,
and strategic business objectives (Korpivaara, et al., 2021).

Reflection
The articles also had several recommendations regarding the reflecting on how things should
be done. The focus should be on improving innovation (Mishra, 2018), on fixing problems
instead on focusing on upholding agile methods (Calnan & Rozen, 2019), on the people more
than on the theory (Zaman & Åström, 2021), and on questioning instead of commanding (Bojs,
2019). It is recommended to constantly reflect on the project’s different phases and on its
successes and failures to refine processes (Munteanu, 2021), and on being aware of how mature
the agile implementation is to adjust and increase productivity and success (Gupta et al., 2019).

The teams
The articles also contained recommendation regarding the teams that work with agile. The
focus during the implementation within the teams should be on clear communication (Zaman
& Åström, 2021; Morales et al., 2021; Burga et al., 2022; Shyamsundar & Suresh, 2022), on
having clear and common objectives for the whole team (Kilu et al., 2018; Shyamsundar &
Suresh, 2022), on creating the right mind-set (Brühl, 2018; Irtaymah, 2022; Zaitsev, 2018) and
on having a good atmosphere (Burga et al., 2022; Shyamsundar & Suresh, 2022). The teams
should be able to be independent (Kilu et al., 2018), but successes should still be shared
between teams (Calnan & Rozen, 2019). Cross-functional teams might be worthwhile
considering (Kilu et al., 2018). If the team consist of developers, providing external resources
for developers and teaching them to use project management tools is recommended (Feyissa,
2019). If the members of the team are working remotely, creating sub-teams within larger
teams for more interaction, and having daily digital meetings to promote engagement while
providing the team members time to breathe within the meeting is recommended (Reunamäki
& Fey, 2022).

4.4 Summary
The results are retrieved from the 29 different articles found in the six databases. The research
topics can be categorized according to following; company-specific success stories, country-
specific research, project management, scaled agile, a changing world, and a deeper
understanding on agile. The studies are conducted through case studies, interviews, literature

42
or document reviews, surveys, observations, and an ontology. The agile methods represented
in the articles are non-specific, SAFe, Scrum, XP, Kanban, the Spotify model, Scrumban,
Nexus, LeSS, and DAD. The positive and negative attributes of agile are presented, in addition
to recommendations. The recommendations found in the review are divided in the following
categories: the phases of adopting agile, the organization, proper training, support from the
management, reflection, and the teams. The results are discussed more thoroughly and in
relation to the theoretical framework in following chapter.

5 Discussion

In this chapter, the results retrieved from the systematic literature analysis are discussed in
relation to the theoretical frames in chapter two. The chapter is divided according to the
research questions, with the first half discussing what agile research has been conducted within
the financial services industry, while the second half discusses factors regarding
implementation of agile.

5.1 The scope of agile research

In a study conducted by KPMG in 2019, 91% of the respondents stated that it was strategically
their main priority to become agile (KPMG, 2019). In the years 2018 and 2019, six articles per
year were published, one was published in the year of 2020, and nine respectively seven were
published in the years 2021 and 2022. Ignoring the dip in the year of 2020 – which could have
been due to COVID-19, there has been a small increase of articles within the subject. This
could be due to KPMG’s findings on the respondents’ strategic priority. However, there is an
increase of articles after COVID-19 - this could also possibly be in accordance with the rapid
need for transformation within the financial services industry caused by the pandemic (Deloitte,
2020), and the knowledge that agile companies are quicker to release new products to the
market in addition to being fast innovators (Malakar, 2021; Digital AI, 2021). Also,
understanding the fourth agile value – responding to change over following a plan (Beck et al.,
2001) might be related to the phenomenon, as the pandemic affected plans in general.

Most of the articles are from Europe – especially from Finland and Sweden. This could
however also be explained with the geographical location of this thesis – as this is created in a
Swedish-speaking school in Finland, access to articles from these two countries are more likely

43
than if I would be writing from another institution from the other side of the world. The absence
of articles from e.g., the US, Japan, or Brazil is interesting – perhaps it is an issue of access or
language barriers that excluded hits when conducting the review.

Most the articles are conducted through case studies and interviews. This suggests that there is
a need to understand more about how and why agile is used, as these are methods that answer
these questions (Beerbaum, 2021; Korpivaara et al., 2021). The participants of the case studies
and interviews in several articles consist of employees that already are working agile. This
suggests an interest in the experiences and opinions of those that have actively used agile
methods in different contexts in their workplaces. The specific topics of the articles are
discussed more in the following subchapter.

5.1.1 The research topics

Considering that many the financial institutions are collaborating with Fintechs (Marous,
2023), there are surprising few articles that focus on both, as only 10% of the articles are about
both banking and Fintech. However, 10% of the articles are about the financial services
industry in general, encompassing both branches. 66% of the articles research agile in banking
while 14% research agile in Fintech. This could be because banks’ have thousands of years of
history (Panzarino & Hatami, 2020) and thus have a firmer and broader foundation, while
Fintechs’ have a past that was not significant before the year 2007 (Fischer, 2021).

According to the articles, the adoption of agile has advanced much more in e.g., Germany
(Brühl, 2018) in comparison to Ethiopia (Feyissa, 2019). This suggests that there can be
dissimilarities between different countries. In addition to this, Thorgren and Caiman’s (2019)
research on cultural differences when implementing agile found that there is a variation
between cultures, suggesting that it is relevant for specific regions to conduct a study on their
agile state and attributes.

Since Malakar (2021) stated that agile is also a form of a project management method, it is
unsurprising that multiple of the articles regarded project management. As there were articles
on agile in general banking projects (Shyamsundar & Suresh, 2022; Yuonan & Mamedov,
2020), IT-projects (Yang et al., 2021; Burga et al., 2022), regulatory compliance projects

44
(Beerbaum, 2021), it would suggest that agile is a versatile option for project management
within the financial services.

As stated in the theoretical framework - agile needs to be implemented in the whole

organization for maximum success (Malakar, 2021). This is in balance with the representation
of multiple articles of company-specific success stories. The findings in the articles are also in
line with Malakar – Kilu et al. (2018) writes that it is important to adopt agile throughout the
entire company, while Calnan & Rozen (2019) states that it is good to make agile a part of the
overall strategy for the entire company.

As Xu & Zou (2022) stated, the financial services industry has gone through a lot of changes
due to e.g., technological advances and new customer needs. It thus unsurprising that a
common topic within the articles is “a changing world”, with studies concerning digital
banking innovation (Indriasari et al., 2022), mobile banking (Singh, 2022), and governance
changes (Vejseli et al., 2018). The COVID-19 pandemic and its effect on e.g., remote work in
the financial services industry (Deloitte, 2020) is also represented in this category, with an
article (Reunamäki & Fey, 2022) on remote agile work.

Regulations are a part of several articles (Munteanu, 2021; Shyamsundar & Suresh, 2022;
Zaitsev, 2018; Yuonan & Mamedov, 2020; Beerbaum, 2021) which is in line with Taylor’s
(2022) statement that regulations heavily affect the industry, both in the processes and how the
industry can innovate. Interestingly, data protection and security are absent from the scope.

A topic that is absent in the theoretical framework of this thesis is scaled agile. The concept of
adopting agile in a big scale in, for example, a large organization, is the largest category within
the articles, implying that there is a need for knowledge regarding the subject. It also suggests
that various scaled agile methods are widely used. Despite this, the methods that were found in
the articles – Nexus (Christopher & de Vries, 2020), the Spotify model (Salameh, & Bass,
2022), and SAFe (Mishra, 2018; Korpivaara, et al., 2021; Nilsson et al., 2021) are missing
completely from Digital AI’s study (2021) on the most used agile methods.

45
5.2 The implementation of agile
When implementing agile, a common question might be – which method? The framework of
this thesis specifies that the most used agile method is Scrum, with Kanban, XP and combined
methods being somewhat common (Digital AI, 2021). Beyond scaled agile methods which
were discussed in previous subchapter, Scrum is the most studied method in the articles, with
XP, Kanban, and the combined method Scrumban being mentioned in some. (Figure 14). These
are in accordance with Digital AI’s (2021) findings, with no surprising methods in addition to
the scaled options. In addition to the specific methods, most articles were about agile methods
in general – without a focus on a specific type (Figure 14). This might be a conscious choice
when writing the articles, as the choice of a specific agile method should be dependent on the
size and maturity of the team (Flewelling, 2018). Exploring agile on a more general level
resulted thus in more universal findings. The lack of specific methods is perhaps also in
accordance with Norman’s (2021) proposal on adopting agile where vast preparations for agile
were done before the method was even chosen – there are other important aspects to consider
before focusing on the method.

Malakar (2021) states that it is important for agile success to know what agile can and cannot
do, and what advantages and disadvantages there are. Thus, when implementing agile, it is
good to be aware of the disadvantages such as challenges regarding communication, the
organizational culture and hierarchy, the need for know-how, and the effect of the employees’
attitudes. Also, advantages such as flexibility, efficiency, competitiveness, cooperation,
transparency, and innovation are good to know of.

Having a specific plan for implementing agile, awareness of organizational aspects, investing
in proper training, and functional and engaged teams, encouraging support from the
management, and frequent reflection are the main themes of the articles’ recommendations on
implementing agile. In the theoretical framework, proper training and managerial support is
reflected, as Digital AI (2021) state that these are needed within agile. Investing in functional
teams is also reflected in the theory, where it is stated that it can be challenging with teams
regarding e.g., attitudes and team-specific methods (Digital AI, 2021). Peeters et al. (2021)
findings also stated that agile improves teams’ performance and engagement if they feel
psychologically safe. The frequent reflection is supported in the framework by being found in
several agile methods - Scum’s Sprint Retrospective (Schwaber & Sutherland, 2013), Kanban’s
Kaizen (Flewelling, 2018; Malakar, 2021), and XP’s Retrospective of the iteration (Flewelling,

46
2018). Particluar steps for implementing agile and a mapping of organizational aspects are
absent from the framework.

The four agile values and twelve agile principles define how one should proceed when going
agile (Malakar, 2021). In following subchapters, these aspects are discussed in relation to the
practical implications found in the articles’ recommendations.

5.2.1 Implementing the agile values

The value “individuals and interactions over processes and tools” (Beck et al., 2001) is
reflected in several of the recommendations. Focusing on communication is, for example,
recommended in articles by Zaman and Åström (2021), Morales et al. (2021), Burga et al.
(2022) Shyamsundar and Suresh (2022) and Vorontsov (2021). Zaman and Åström (2021) also
recommend supporting both the managers and the rest of the staff, focusing on the people more
than on the theory, and collaborating with HR for a smoother result.

The second value “responding to change over following a plan” is reflected in Vorontsov’s
(2021) article, where it is recommended to adjust the process plan when going agile according
to the business results and purposes. The values “working software over comprehensive
documentation” and “customer collaboration over contract negotiation” (Beck et al., 2001) are
absent from the recommendations.

5.2.2 Implementing the agile principles

The agile principles can be considered as practical instructions themselves, and some of the
articles’ recommendations are in line with them. “Our highest priority is to satisfy the customer
through early and continuous delivery of valuable software” and “welcome changing
requirements, even late in development - agile processes harness change for the customer's
competitive advantage” (Beck et al., 2001) are principles that are not specifically represented
in practice in the recommendations. Calnan and Rozens (2019) recommendation that
organizations should prioritize customer value is however relevant.

The principle “build projects around motivated individuals - give them the environment and
support they need, and trust them to get the job done” (Beck et al., 2001) can be seen in the
recommendations regarding creating a good atmosphere (Burga et al., 2022; Shyamsundar &

47
Suresh, 2022), letting the team be independent (Kilu et al., 2018), sharing successes between
teams (Calnan & Rozen, 2019), and comprehensive support from the management (Feyissa,
2019; Brühl, 2018; Zaman & Åström, 2021; Irtaymah, 2022; Zaitsev, 2018; Nilsson et al.,
2021).

“Business people and developers must work together daily throughout the project.” and “the
most efficient and effective method of conveying information to and within a development
team is face-to-face conversation” (Beck et al., 2001) are principles that are challenging to
achieve in the context of remote work, as it has a lack of daily interaction (Reunamäki & Fey,
2022). Creating sub-teams within larger teams for more interaction and having daily digital
meetings (Reunamäki & Fey, 2022) could be done to compensate the possible gap.

The principle “At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly” (Beck et al., 2001) can be reflected in the
recommendations regarding fixing problems instead on focusing on upholding agile methods
by Calnan and Rozen (2019) and regarding constantly reflecting on a project’s different phases
and on its successes and failures to refine processes by Munteanu (2021).

6 Conclusions

One of the aims of this thesis is to explore what research has recently been done on agile
methods in the financial services industry. Through this study’s systematic literature review
conducted in six databases, 881 articles were found. Out of these, 29 articles were chosen for
further review. Findings in the studies indicate that agile can be found throughout the globe,
within both traditional and modern companies, and in both small and large scale. The fact that
the world – and the financial services industry, is changing faster than ever is reflected in the
broad spectrum of different topics that have been researched during the years 2018 to 2022.
This is in line with the theoretical framework, which states that the industry has evolved
significantly in recent years.

The second aim of this thesis was to investigate findings regarding agile implementation in the
financial services industry. A gradual plan for adopting agile, practical implications for the
organization, the importance of proper training, vast support from the management, constant

48
reflection on what has been done, and functional teams are all relevant considerations when
implementing agile. The recommendations regarding this topic provide actors within the
financial services industry an overview on what they need to be aware of, both if they are in
the stage of implementing agile, and if they are already using agile, so that they can adjust their
actions accordingly

6.1 Limitations
This thesis has some limitations. The systematic literature review was conducted in specific
databases to which I had access. Other databases could have provided additional articles. Also,
the additional 23 articles found in the systematic literature review that might have been relevant
for this research were not included due to lack of access. Some of these articles had titles and
abstracts that implied that they would have been suitable for this study. The research is also
solely based on articles from 2018 and later. Conducting a systematic literature review on
earlier years would have shed more light on this subject, and perhaps provided insights on the
evolution of agile in the financial services industry. This study is also only based on a
systematic literature review – combining the findings from the article with e.g., interviews
could result in more comprehensive findings.

6.2 Ethical and critical review of the study

Pre-setting criteria on how to evaluate the articles and critically assessing the criteria when
reading create good ethical conditions for this study. Documenting all searches in the databases
and defining them also provide evidence on that the systematic literature review was conducted
in the exact way that was described. Methodically following the guidelines on how to conduct
a systematic literature review has also been done throughout the study.

6.3 Future studies

As scaled agile is the topic of many of the articles in the systematic literature review, it suggests
that it is a relevant topic. The articles found on the subject in the systematic literature review
concern reasons why a specific scaled agile model should be chosen and what challenges there
are – a case study that consists of following a bank or a Fintech for several years could, for
example, provide interesting insights on the long-term effects of the method. The scaled
method SAFe is especially popular at the moment, suggesting that there could be a big demand

49
on studies regarding the method. In addition to this, more teams work remotely and across
different time zones, and there is a need for research on how to adapt Agile methodologies to
work effectively in multinational banks and Fintechs. This research could be a natural
expansion on Reunamäki & Fey’s (2022) study on remote work and Thorgren and Caiman’s
(2019) study on cultural differences in general – are there specific exceptions within the
financial services industry? Also, data security in the context of agile in the financial services
industry could be studied, as data protection is a large actor within the industry (Taylor, 2022).
Perhaps agile methods as a tool to handle data security could be researched further.

50
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56
Appendices

Appendix 1: Database search results

Search criteria in BASE

The search results in EBSCO
The search results in the Google Scholar database
The search results in the SAGE Journals database
Search results in ScienceDirect
The search results in the SpringerLink database
Appendix 2: Articles in phase one
Label Database Item Title Published in Volume Issu Item DOI/ISBN Authors Year
e
1. DUPLICAT BASE A novel metabarcoding primer pair for environmental DNA analysis The Royal Society 10.1098/rsos.201388 Daniëlle S. W. de Jonge 2021
E of Cephalopoda (Mollusca) targeting the nuclear 18S rRNA region

2. DUPLICAT BASE A novel metabarcoding primer pair for environmental DNA analysis The Royal Society 10.1098/rsos.201388 Daniëlle S. W. de Jonge 2021
E of Cephalopoda (Mollusca) targeting the nuclear 18S rRNA region

3. DUPLICAT BASE Agile elicitation of scalability requirements for open systems: A case Elsevier Brataas Gunnar 2021
E study

4. DUPLICAT BASE Agile Project Management: Implementattion of Agile Working Publikasi Indonesia Hanan Yulianto 2021
E System in Bank Daya Usaha Sharia

5. DUPLICAT BASE An architecture governance approach for Agile development by AI & SOCIETY 37 10.1007/s00146-021- Salameh, A., Bass, J.M. 2022
E tailoring the Spotify model 01240-x

6. DUPLICAT BASE An architecture governance approach for Agile development by AI & SOCIETY 37 10.1007/s00146-021- Salameh, A., Bass, J.M. 2022
E tailoring the Spotify model 01240-x

7. DUPLICAT BASE Business-IT Alignment Effects on Business Agility Istanbul Ticaret University Lorin Koçu 2018
E

8. DUPLICAT BASE CONTROL AND ACCOUNTING ASPECTS OF INTRODUCING AGILE- University of banking Balaziuk, O. 2020
E METHODOLOGY FOR SOFTWARE DEVELOPMENT PROJECTS ;
КОНТРОЛЬНО-ОБЛІКОВІ АСПЕКТИ ВПРОВАДЖЕННЯ AGILE-
МЕТОДОЛОГІЇ ДЛЯ ПРОЄКТІВ РОЗРОБЛЕННЯ ПРОГРАМНОГО
ЗАБЕЗПЕЧЕННЯ
9. DUPLICAT BASE Implementation of Agile Methods on Development of Savings and Informatics Department, Faculty of Computer 10.51519/journalisi.v Robi Setiawan 2022
E Loan Cooperative Information Systems Science Bina Darma University 4i3.296

10. DUPLICAT BASE Interview with Dr Anil K. Khandelwal: Leading Transformation of a South Asian Journal of Human Resources 7 1 10.1177/2322093720 Panda, Abinash 2020
E Public Sector Bank Through People Processes and Building Management 922478
Intangibles
11. DUPLICAT BASE Post Covid-19: Impact on Indian Business Dr Bobby.B.Pandey 2023
E

12. DUPLICAT BASE Post Covid-19: Impact on Indian Business Dr Bobby.B.Pandey 2023
E

13. DUPLICAT BASE Selecting a scaled agile approach for a fin-tech company South African Journal of Industrial 31 3 10.7166/31-3-2432 Christopher, L. A.; de Vries, M. 2020
E Engineering

14. DUPLICAT Google Agile methods in the German banking sector: some evidence on Journal of Business Economics 92 8 10.1007/s11573-022- Volker Brühl 2022
E Scholar expectations, experiences and success factors 01102-y

15. DUPLICAT Google AGILE OR FRAGILE? – THE DEPLETING EFFECTS OF AGILE ECIS2018 Fortmann L. 2018
E Scholar METHODOLOGIES FOR SOFTWARE DEVELOPERS

16. DUPLICAT Google Agile values or plan-driven aspects: Which factor contributes more Journal of Systems and Software 146 10.1016/j.jss.2018.09 Dinesh Batra 2018
E Scholar toward the success of data warehousing, business intelligence, and .081
analytics project development?
17. DUPLICAT Google Are we agile or not? A survey on Brazilian software processes Brazilian Workshop on Agile Methods Luiz Otávio Aléssio Cesa, Rafaela 2019
E Scholar Mantovani Fontana, Sheila Reinehr &
Andreia Malucelli
18. DUPLICAT Google CHOOSING SCRUM OR KANBAN METHODOLOGY FOR PROJECT COMPUTER SYSTEMS AND INFORMATION 10.31891/CSIT I ZASORNOVA, S LYSENKO 2022
E Scholar MANAGEMENT IN IT COMPANIES TECHNOLOGIES

19. DUPLICAT Google CHOOSING SCRUM OR KANBAN METHODOLOGY FOR PROJECT COMPUTER SYSTEMS AND INFORMATION 10.31891/CSIT I ZASORNOVA, S LYSENKO 2022
E Scholar MANAGEMENT IN IT COMPANIES TECHNOLOGIES

20. DUPLICAT Google Do As You Want Or Do As You Are Told? Proceedings of the 51st Hawaii International Dreesen, T., Schmid, T. 2018
E Scholar Control vs. Autonomy in Agile Software Development Conference on System Sciences

21. DUPLICAT Google Obérisk: Cybersecurity Requirements Elicitation through Agile Information 12 9 10.3390/info1209034 S Paul, D Naouar, E Gureghian 2021
E Scholar Remote or Face-to-Face Risk Management Brainstorming Sessions 9

22. DUPLICAT Google Scrum, Kanban or a Mix of Both? A Systematic Literature Review Proceedings of the of the 17th Conference on 10.15439/2022F143 N Ozkan, S Bal 2022
E Scholar Computer
Science and Intelligence Systems
23. DUPLICAT SAGE Do Board Quality and Promoters’ Holdings Affect Firm FIIB Business Review 10.1177/2319714520 Mehrotra Shweta, Mohanty Birajit, 2021
E Journals Performance? Evidence from Small and Medium-sized Enterprises 980286 Sharma Tanushree

24. MAYBE BASE A Systemic Approach to Evaluating the Organizational Agility in IEEE 10.1109/ACCESS.202 Merab Gogichaty 2023
Large-Scale Companies 3.3234424

25. MAYBE BASE A THEORETICAL VIEW ABOUT AGILE MANAGEMENT IN BANK University of Oradea 2 Valentin Partenie MUNTEANU 2021
SECTOR

26. MAYBE BASE Agile Marketing Strategy In Banks and Its Impact On Enhancing ASR Research Center India 2022
Customer Loyalty: An Analytical Study

27. MAYBE BASE Agile Project Management: Implementattion of Agile Working Publikasi Indonesia Hanan Yulianto 2021
System in Bank Daya Usaha Sharia

28. MAYBE BASE An empirical perspective on security challenges in large-scale agile Association for Computing Machinery, Inc van der Heijden, Amber 2018
software development

29. MAYBE BASE BANKS AND FINTECH: IMPACT OF TECHNOLOGICAL INNOVATION Rezekne Academy of Technologies Nātriņš, Andris 2021
ON COMPETENCES MANAGEMENT IN LATVIA

30. MAYBE BASE Development of human capital in institutions from the Polish Cracow University of Economics 10.15678/IER.2020.0 Tadeusz A. Grzeszczyk 2020
financial sector: Towards new technologies and agile business 604.04
models
31. MAYBE BASE Implementation of Agile Methods on Development of Savings and Informatics Department, Faculty of Computer 10.51519/journalisi.v Robi Setiawan 2022
Loan Cooperative Information Systems Science Bina Darma University 4i3.296

32. MAYBE BASE Modern approaches to Agile transformation of Russian financial and EDP Sciences 10.1051/shsconf/202 Vorontsov Denis 2021
technological companies 111600066

33. MAYBE BASE The Key Factors of Evaluating Agile Approaches: A Systematic International Journal of Supply Chain Alaidaros, Hamzah 2019
Literature Review Management

34. MAYBE BASE Triggers analysis of an agile transformation: the case of a central Elsevier BV 10.1016/j.procs.2019 Berkani Akim, Causse Dominique, Thomas 2019
bank .12.205 Laurent

35. MAYBE BASE ‫ دراسة حالة لتطبيقها في مشروعات‬:‫في إدارة المشاريع‬Agile ‫منهجية‬ Sebha University Hatim Abu Irtaymah 2022
Agile Project Management Approaches: ; ‫تكنولوجيا الخدمات المالية‬
A Case Study with Respect to Their Application in Finance
Technology Projects
36. MAYBE EBSCO An architecture governance approach for Agile development by AI & SOCIETY 37 10.1007/s00146-021- Salameh, A., Bass, J.M. 2022
tailoring the Spotify model 01240-x

37. MAYBE EBSCO SELECTING A SCALED AGILE APPROACH FOR A FIN-TECH COMPANY. South African Journal of Industrial 31 3 10.7166/31-3-2432 Christopher, L. A.; de Vries, M. 2020
Engineering

38. MAYBE Google A case study in the banking sector: an ontology for the selection of International Conference on Applied 1338 10.1007/978-3-030- Morales, I., Bonilla-Morales, B., Vargas- 2021
Scholar agile and lean software development methodologies Technologies 71503-8_41 Lombardo, M.

39. MAYBE Google A cultural perspective on leadership to face challenges with agile ROYAL INSTITUTE OF TECHNOLOGY Bojs, R. 2019
Scholar methods

40. MAYBE Google A STRATEGY-ORIENTED AND AGILE FRAMEWORK FOR MANAGING University of Biskra H OUAAR, M BOUFAIDA
Scholar BUSINESS PROCESSES: A CASE STUDY ON E-BANKING

41. MAYBE Google Adoption Level and Challenges of Implementing Agile Project Addis Ababa University Asegid Debebe Feyissa 2019
Scholar Management Methodology at the Private Banking Industry in
Ethiopia
42. MAYBE Google Adoption of Design Thinking, Agile Software Development and Co- International Journal of Engineering and 12 1 10.46338/ijetae0122 Elisa Indriasari, Harjanto Prabowo, Ford 2022
Scholar creation: A Qualitative Study towards Digital Banking Innovation Advanced Technology _11 Lumban Gaol, Betty Purwandari
Success
43. MAYBE Google Agile adoption best practices in Canadian banking Edinburgh Business School HM DUARTE 2019
Scholar

44. MAYBE Google Agile and Anticipatory: Exploring How Strategic Foresight May OCAD University Alyza Devraj 2021
Scholar Strengthen Product Strategy Through the Lens of the Fintech Start-
Up Ecosystem in Africa.
45. MAYBE Google Agile Approach-Study of Project Management Methods in the IEOM Society International Shyamsundar Santhanam, Suresh, M. 2022
Scholar Banking industry

46. MAYBE Google Agile in the Banking Industry: Exploring Multiple Levels Proceedings of the 28th European 9,78E+12 Damai Taribuka and Chintan Amrit 2020
Scholar of Agile Transformation Process Facilitators and Challenges from a Conference on Information Systems (ECIS)
People Perspective
47. MAYBE Google Agile Methodology use factors that influence project performance IEEE 10.1109/ICECCME52 Makoena Moloto; Anneke Harmse; 2021
Scholar in South African Banking sector-A case study 200.2021.9590856 Tranos Zuva2

48. MAYBE Google Agile Methods as a Risk Management Strategy Tool–A FinTech Case Twenty-fourth Americas Conference on Anna Zaitsev 2018
Scholar Study Information Systems, New Orleans, 2018

49. MAYBE Google AGILE OR TRADITIONAL PROJECT ORGANISATION: A CENTRAL EUROPEAN BUSINESS REVIEW 11 10.18267/j.cebr.308 NM Maier, P Emmerich 2022
Scholar QUANTITATIVE ASSESSMENT OF DECISION CRITERIA
AMONG FIRMS IN THE DACH REGION
50. MAYBE Google Agile Project Management in Banking: A study of how agile Södertörn University J Yuonan, R Mamedov 2020
Scholar methods are modified to suit the context of a bank

51. MAYBE Google Agile Software Process Improvement by Learning from Financial and International Conference on Software Quality 338 10.1007/978-3-030- Erki Kilu, Fredrik Milani, Ezequiel Scott, 2018
Scholar Fintech Companies: LHV Bank Case Study 05767-1_5 Dietmar Pfahl

52. MAYBE Google Agile system development methodologies usage and acceptance in SAICSIT 10.1145/3278681.32 Mudarikwa Grace, Grace Thomas D. 2018
Scholar South African banking firms: an exploratory analysis 78711

53. MAYBE Google Agile transformation in the banking industry: A concept of RWTH Aachen Sushanth Kanbail Srinivas 2021
Scholar Objectives and Key Results for the bank management
54. MAYBE Google All in on agile: a case study of the challenges and success factors of Aalto University Rossi Aleksi 2020
Scholar an enterprise agile transformation in retail banking

55. MAYBE Google An Agile Approach for Managing Microservices-Based Software EMCIS 2021 10.1007/978-3-030- Vu H. A Nguyen 2022
Scholar Development: Case Study in FinTech 95947-0_51

56. MAYBE Google An Agile software development adoption framework for the South University of the Western Cape N Norman 2021
Scholar African financial industry

57. MAYBE Google Analytical evaluation of agile success factors influencing quality in Int. J. Industrial and Systems Engineering 10.1504/IJISE.2019.1 Viral Gupta, Parmod Kumar Kapur, 2019
Scholar banking sector 03448 Deepak Kumar and Satya Prakash Singh

58. MAYBE Google Applying Agile Methodology to regulatory compliance projects in JADE 10.2139/ssrn.383420 Dirk Beerbaum 2021
Scholar the financial industry: A case study research 5

59. MAYBE Google Challenges in Agile IT Project: A Case Study of Banking Company ICACSIS 10.1109/ICACSIS5323 Mayanggita Rachmaryza Indra, Teguh 2021
Scholar 7.2021.9631352 Raharjo, Bob Hardian, Andi Wahbi

60. MAYBE Google Challenges of Agile Adoption in Banking Industry: A Systematic ICSEC 10.1109/ICSEC53205. Dhevina Dewantari; Teguh Raharjo; Bob 2021
Scholar Literature Review 2021.9684622 Hardian; Andi Wahbi; Fahmi Alaydrus

61. MAYBE Google Emerging field or passing fashion? A case study of Agile-Stage-Gate Revista de Gestao 10.1108/REGE-08- Adriano Rehder, João Valsecchi Souza, 2023
Scholar model in innovation processes 2021-0149 Roberto Marx, Mario Sergio Salerno

62. MAYBE Google Enhancing agile software development in the banking sector—a Software: Evolution and Process 10.1002/smr.2363 Ezequiel Scott, Fredrik Milani, Erki Kilu, 2021
Scholar comprehensive case study at LHV Dietmar Pfahl

63. MAYBE Google Enterprise Architecture and Agile Development: Friends or Foes? EDOCW 10.1109/EDOCW.201 Mert Canat; Núria Pol Català; Alexander 2018
Scholar 8.00033 Jourkovski; Svetlomir Petrov

64. MAYBE Google How AI-Enabled Agile Internet of Things Can Enhance the Business AI-Enabled Agile Internet of Things for 10.4018/978-1-6684- Poshan Yu, Shengyuan Lu, Michael 2022
Scholar Efficiency of China's FinTech Ecosystem Sustainable FinTech Ecosystems 4176-3.ch009 Sampat

65. MAYBE Google Impact of Agile Methodology Use on Project Success in South ICCCES 10.1007/978-981-33- Makoena Moloto, Anneke Harmse & 2021
Scholar African Banking Sector 4909-4_12 Tranos Zuva

66. MAYBE Google Large-Scale Agile Transformation: A Case Study Conducted in the School of Industrial Engineering and Khan Areeba Zaman, Åström Sophie 2021
Scholar Banking Industry with a Focus on Organizational, Managerial, and Management (ITM)
Cultural Aspects
67. MAYBE Google Lean and agile in small- and medium-sized South African Journal of Business 49 10.4102/sajbm.v49i1. Gurahoo, Neeshal; Salisbury, Roger H. 2018
Scholar enterprises: Complementary or incompatible? Management 11

68. MAYBE Google Perils and Perks Pertinent to Progressive Mobile Banking in Pacific Business Review (International) 14 7 Singh, Rajesh 2022
Scholar reference to Quality Management aspect: Lean and Agile Approach

69. MAYBE Google Quality Deployment and Use of the Scaled Agile Framework®- University of Tampere Priya Mishra 2018
Scholar Managing teamwork and software quality in the banking sector

70. MAYBE Google Remote communication in Scrum teams - a COVID-19 preventive Szkoła Główna Handlowa w Warszawie 92 Kamil Brodnicki 2021
Scholar measure or work time optimisation?

71. MAYBE Google Scrum Evaluation to Increase Software Development Project ICACSIS 10.1109/ICACSIS5102 Andrean Taufiq; Teguh Raharjo; Andi 2020
Scholar Success: A Case Study of Digital Banking Company 5.2020.9263235 Wahbi

72. MAYBE Google The adoption of Design Thinking, Agile Software 2021 International Conference on Platform 10.1109/PlatCon532 Elisa Indriasari, Harjanto Prabowo, Ford 2022
Scholar Development and Co-creation concepts A case study of Technology and Service (PlatCon) 46.2021.9680763 Lumban Gaol, Betty Purwandari
Digital Banking innovation
73. MAYBE Google The agile methodology and its application in a project of BPM NG - Scuola di Ingegneria Industriale e MERONI, ANDREA 2019
Scholar system introduction for a major banking player dell'Informazione

74. MAYBE Google The Hybrid Application of Agile Project Management in IT Banking Politecnico di Torino VA Zanalda 2019
Scholar System: Optimization of Traditional Framework

75. MAYBE Google The Impact of Agile Processes on Organisational Behaviour Within Auckland University of Technology Hisham Alasad 2020
Scholar Current Banking Practice

76. MAYBE Google Towards an agile organization in the Financial Service Industry - the SSNN 10.2139/ssrn.423045 Dirk Berbaum 2022
Scholar RegSafe2© framework 4

77. MAYBE Google Towards an Agile Quality Management Model for Microservice Proceedings of the Future Technologies 11 10.1007/978-3-030- Vu H. A. Nguyen 2021
Scholar Architecture in FinTech Conference 89912-7_36

78. MAYBE SAGE A Longitudinal Systematic Review of Credit Risk Assessment and SAGE Open 11 4 10.1177/2158244021 Çallı Büşra Alma, Coşkun Erman 2021
Journals Credit Default Predictors 1061333

79. MAYBE SAGE A review and agenda for examining how technology-driven changes Australian Journal of Management 45 3 10.1177/0312896220 Johnson Anya, Dey Shanta, Nguyen 2020
Journals at work will impact workplace mental health and employee well- 922292 Helena, Groth Markus, Joyce Sadhbh, Tan
being Leona, Glozier Nicholas
80. MAYBE SAGE Adoption of cloud computing as innovation in the organization International Journal of Engineering Business 14 10.1177/1847979022 Golightly Lewis, Chang Victor, Xu 2022
Journals Management 1093992 Qianwen, ArielGao Xianghua

81. MAYBE SAGE Agility as the Discovery of Slowness California Management Review 63 4 10.1177/0008125621 Prange Christiane 2021
Journals 1028739

82. MAYBE SAGE Application of Organizational Agility to Enhance the Predictability of Journal of Creating Value 5 2 10.1177/2394964319 Heisterkamp, Tom 2019
Journals Costs and Increase the Probability of Creating Value 885520

83. MAYBE SAGE Are incumbent banks bygones in the face of digital transformation? Journal of General Management 46 1 10.1177/0306307020 Krasonikolakis Ioannis, Tsarbopoulos 2020
Journals 937883 Michalis, Eng Teck-Yong

84. MAYBE SAGE Batch-based agile program management approach for coordinating Concurrent Engineering 29 4 10.1177/1063293X21 Qing Yang, Yingxin Bi, Qinru Wang,Tao 2021
Journals IT multi-project concurrent development 1015236 Yao

85. MAYBE SAGE Boosting innovation performance through big data analytics:An Journal of Information Science 10.1177/0165551521 Zare Ravasan, Ahad 2021
Journals empirical investigationon the role of firm agility 1047425

86. MAYBE SAGE Building and Maintaining Strategic Agility: An Agenda and California Management Review 61 1 10.1177/0008125618 Morton Josh, Stacey Patrick, Mohn 2018
Journals Framework for Executive IT leaders 790245 Matthias

87. MAYBE SAGE Career agility and career embeddedness as psychological needs of Journal Article 52 3 10.1177/0081246322 Melinde Coetzee, Alda Deas, Dieter 2022
Journals the value-oriented psychological contract 1081341 Veldsman, Pfungwa Dhliwayo

88. MAYBE SAGE Connecting the Dots: Linking Entrepreneurial Leadership and Vision 10.1177/0972262922 Sari, Synthia Atas, Ahmad, Noor Hazlina 2022
Journals Strategic Agility towards SME Competitiveness 1091658

89. MAYBE SAGE Consumers’ Resistance to Digital Innovations: A Systematic Review Australasian Marketing Journal 28 4 10.1016/j.ausmj.202 Talwar Shalini, Talwar Manish, Kaur 2020
Journals and Framework Development 0.06.014 Puneet, Dhir Amandeep

90. MAYBE SAGE Demonetisation, Banking and Trust in “Bricks” Or “Clicks” South Asia Research 40 2 10.1177/0262728020 Masudul Hasan Adil, Neeraj R. Hatekar 2020
Journals 915566
91. MAYBE SAGE Designing a Future-Ready Enterprise: The Digital Transformation of California Management Review 63 3 10.1177/0008125621 Sia Siew Kien, Weill Peter, Zhang Nila 2021
Journals DBS Bank 992583

92. MAYBE SAGE Digital Innovation and Institutional Entrepreneurship: Chief Digital Journal of Information Technology 33 3 10.1057/s41265-018- Tumbas Sanja, Berente Nicholas, Brocke 2018
Journals Officer Perspectives of their Emerging Role 0055-0 Jan vom

93. MAYBE SAGE Financial geography II: The impacts of FinTech – Financial sector and Progress in Human Geography 45 4 10.1177/0309132520 Dariusz Wójcik 2021
Journals centres, regulation and stability, inclusion and governance 959825

94. MAYBE SAGE From Strategic Planning to Strategic Agility Patterns Journal of Creating Value 5 2 10.1177/2394964319 Prange Christiane, Hennig Alicia 2019
Journals 867778

95. MAYBE SAGE How the Big 4 got big: Audit culture and the metamorphosis of Critique of Anthropology 38 3 10.1177/0308275X18 Shore, Cris, Wright, Susan 2018
Journals international accountancy firms 775815

96. MAYBE SAGE How to Compete When Industries Digitize and Collide: An California Management Review 64 3 10.1177/0008125622 Jacobides, Michael G. 2022
Journals Ecosystem Development Framework 1083352

97. MAYBE SAGE Industry 4.0 Adaption in Indian Banking Sector—A Review and 27 1 10.1177/0972262921 Gupta, Ritika 2023
Journals Agenda for Future Research 996829

98. MAYBE SAGE ING’s Agile Transformation—Teaching an Elephant to Race Journal of Creating Value 5 2 10.1177/2394964319 Martin Calnan, Alon Rozen 2019
Journals 875601

99. MAYBE SAGE Interruptions in Agile Software Development Teams Project Management Journal 52 2 10.1177/8756972821 Manuel Wiesche 2021
Journals 991365

100. MAYBE SAGE Interview with Dr Anil K. Khandelwal: Leading Transformation of a South Asian Journal of Human Resources 7 1 10.1177/2322093720 Panda, Abinash 2020
Journals Public Sector Bank Through People Processes and Building Management 922478
Intangibles
101. MAYBE SAGE Justifying the bored self: On projective, domestic, and civic Organization 29 5 10.1177/1350508422 du Plessis, Erik Mygind Just, Sine Nørholm 2022
Journals boredom in Danish retail banking 1098242

102. MAYBE SAGE Marketing Agility: The Concept, Antecedents, and a Research Journal of Marketing 85 1 10.1177/0022242920 Kalaignanam Kartik, Tuli Kapil R., 2021
Journals Agenda 952760 Kushwaha Tarun, Lee Leonard, Gal David

103. MAYBE SAGE Reimagining the World Bank: Global Public Goods in an Age of Crisis World Affairs 184 2 10.1177/0043820021 Kopiński Dominik, Wróblewski Marek 2021
Journals 1013486

104. MAYBE SAGE The digitalisation of service work: A comparative study of European Journal of Industrial Relations 28 3 10.1177/0959680121 Andreas Kornelakis, Vassil Kirov, Patrick 2022
Journals restructuring of the banking sector in the United Kingdom and 1056829 Thill
Luxembourg
105. MAYBE SAGE Toward an Improved Understanding of Agile Project Governance: A Project Management Journal 49 6 10.1177/8756972818 Teemu Lappi, Teemu Karvonen, Lucy Ellen 2018
Journals Systematic Literature Review 803482 Lwakatare, Kirsi Aaltonen, Pasi Kuvaja

106. MAYBE SAGE Under Pressure: The Effects of Iteration Lengths on Agile Software Project Management Journal 49 6 10.1177/8756972818 Kim E. van Oorschot, Kishore Sengupta, 2018
Journals Development Performance 802714 Luk N. Van Wassenhove

107. MAYBE Science A longitudinal investigation into multilevel agile & ambidextrous Technological Forecasting and Social Change 169 10.1016/j.techfore.20 Vijay Pereira, Manlio Del Giudice, Ashish 2021
Direct strategic dualities in an information technology high performing 21.120848 Malik, Shlomo Tarba, Yama Temouri,
EMNE Pawan Budhwar, Swetketu Patnaik
108. MAYBE Science Accelerating Innovation Efficiency through Agile Leadership: The Technological Forecasting and Social Change 179 10.1016/j.techfore.20 Xihui Haviour Chen, Kienpin Tee, Victor 2022
Direct CEO Network Effects in China 22.121602 Chang
109. MAYBE Science Advances in Using Agile and Lean Processes for Software Advances in Computers 113 10.1016/bs.adcom.20 Pilar Rodríguez, Mika Mäntylä, Markku 2019
Direct Development 18.03.014 Oivo, Lucy Ellen Lwakatare, Pertti
Seppänen, Pasi Kuvaja
110. MAYBE Science Agile Space Living Lab – The Emergence of a New High-Tech Space Policy 49 10.1016/j.spacepol.20 Matjaz Vidmar 2019
Direct Innovation Paradigm 19.05.002

111. MAYBE Science Agile values or plan-driven aspects: Which factor contributes more Journal of Systems and Software 146 10.1016/j.jss.2018.09 Dinesh Batra 2018
Direct toward the success of data warehousing, business intelligence, and .081
analytics project development?
112. MAYBE Science Agile vs. Traditional Approach in Project Management: Strategies, Procedia Manufacturing 39 10.1016/j.promfg.202 Danijela Ciric, Bojan Lalic, Danijela 2019
Direct Challenges and Reasons to Introduce Agile 0.01.314 Gracanin, Nemanja Tasic, Milan Delic,
Nenad Medic
113. MAYBE Science Agility and system documentation in large-scale enterprise system Procedia Computer Science 181 10.1016/j.procs.2021. Makoto Nakayama, Eli Hustad, Norma 2021
Direct projects: a knowledge management perspective 01.181 Sutcliffe

114. MAYBE Science Appendix 1 - Agile project management Project Management, Planning and Control 10.1016/B978-0-12- Graham Collins 2021
Direct (Eighth Edition) 824339-8.15001-1

115. MAYBE Science Corporate governance and corporate agility Journal of Corporate Finance 66 10.1016/j.jcorpfin.20 Kenneth Lehn 2021
Direct 21.101929

116. MAYBE Science Dataset on the influence of software development agility on Data in Brief 23 10.1016/j.dib.2019.1 Farzana Sadia, Imran Mahmud, Eva Dhar, 2019
Direct software firms' performance in Bangladesh 03741 Nusrat Jahan, Syeda Sumbul Hossain,
A.K.M. Zaidi Satter
117. MAYBE Science Empirically developed framework for building trust in distributed Information and Software Technology 145 10.1016/j.infsof.2022 Sulabh Tyagi, Ritu Sibal, Bharti Suri 2022
Direct agile teams .106828

118. MAYBE Science Examining the transition to agile practices with information International Journal of Project Management 40 1 10.1016/j.ijproman.2 Ruben Burga, Chris Spraakman, Carson 2022
Direct technology projects: Agile teams and their experience of 021.10.004 Balestreri, Davar Rezania
accountability
119. MAYBE Science How can SMEs successfully navigate VUCA environment: The role of Technological Forecasting and Social Change 174 10.1016/j.techfore.20 Ciro Troise, Vincenzo Corvello, Abby 2022
Direct agility in the digital transformation era 21.121227 Ghobadian, Nicholas O'Regan

120. MAYBE Science How do agile organizations contribute to environmental Journal of International Management 27 1 10.1016/j.intman.201 Abderaouf Bouguerra, Ismail Gölgeci, 2021
Direct collaboration? Evidence from MNEs in Turkey 9.100711 David M. Gligor, Ekrem Tatoglu

121. MAYBE Science Impact of artificial intelligence assimilation on firm performance: International Journal of Information 67 10.1016/j.ijinfomgt.2 Samuel Fosso Wamba 2022
Direct The mediating effects of organizational agility and customer agility Management 022.102544.

122. MAYBE Science Information digitalisation and local institutional agility: evidence Technological Forecasting and Social Change 172 10.1016/j.techfore.20 Kazi Sohag, S.M. Riad Shams, Darusalam 2021
Direct from ASEAN countries 21.121063 Darusalam, Alain Devalle

123. MAYBE Science IT and Organizational Agility: A Critical Literature Review Procedia Computer Science 161 10.1016/j.procs.2019. Doddy Ridwandono, Apol Pribadi Subriadi 2019
Direct 11.110

124. MAYBE Science Job-work fit as a determinant of the acceptance of large-scale agile Journal of Systems and Software 168 10.1016/j.jss.2020.11 Dinesh Batra 2020
Direct methodology 0577

125. MAYBE Science Microfoundations of Strategic Agility in Emerging Markets: Journal of World Business 57 2 10.1016/j.jwb.2021.1 Alberto Ferraris, William Y. Degbey, 2022
Direct Empirical Evidence of Italian MNEs in India 01272 Sanjay Kumar Singh, Stefano Bresciani,
Sylvaine Castellano, Fabio Fiano, Jerome
Couturier
126. MAYBE Science New investor categories, agility and HRM: The case of Sovereign Human Resource Management Review 30 1 10.1016/j.hrmr.2019. Douglas Cumming, Igor Filatotchev, 2020
Direct Wealth Funds 100694 Juliane Reinecke, Geoffrey Wood

127. MAYBE Science Non-technical individual skills are weakly connected to the maturity Information and Software Technology 99 10.1016/j.infsof.2018 Lucas Gren, Alessia Knauss, Christoph 2018
Direct of agile practices .02.006 Johann Stettina
128. MAYBE Science Quality measurement in agile and rapid software development: A Journal of Systems and Software 186 10.1016/j.jss.2021.11 Lidia López, Xavier Burgués, Silverio 2022
Direct systematic mapping 1187 Martínez-Fernández, Anna Maria
Vollmer, Woubshet Behutiye, Pertti
Karhapää, Xavier Franch, Pilar Rodríguez,
Markku Oivo
129. MAYBE Science Quality requirements challenges in the context of large-scale Information and Software Technology 110 10.1016/j.infsof.2019 Wasim Alsaqaf, Maya Daneva, Roel 2019
Direct distributed agile: An empirical study .01.009 Wieringa

130. MAYBE Science Regulatory Challenges and Solutions for Fintech in Turkey Procedia Computer Science 158 10.1016/j.procs.2019. Kazim Degerli 2019
Direct 09.133

131. MAYBE Science Relationships between IT department culture and agile software International Journal of Information 44 10.1016/j.ijinfomgt.2 Manjul Gupta, Joey F. George, Weidong 2019
Direct development practices: An empirical investigation Management 018.09.006 Xia

132. MAYBE Science Remote agile: Problems, solutions, and pitfalls to avoid Business Horizons 10.1016/j.bushor.202 Riku Reunamäki, Carl F. Fey 2022
Direct 2.10.003

133. MAYBE Science Stage-gate and agile development in the digital age: Promises, Journal of Business Research 110 10.1016/j.jbusres.201 Stefanie Paluch, David Antons, Malte 2020
Direct perils, and boundary conditions 9.01.063 Brettel, Christian Hopp, Torsten-Oliver
Salge, Frank Piller, Daniel Wentzel
134. MAYBE Science The factors influencing the success of on-going agile software International Journal of Project Management 38 3 10.1016/j.ijproman.2 Carlos Tam, Eduardo Jóia da Costa 2020
Direct development projects 020.02.001 Moura, Tiago Oliveira, João Varajão

135. MAYBE Science The impact of project team characteristics and client collaboration European Management Journal 40 5 10.1016/j.emj.2021.0 Abirami Radhakrishnan, Jigish Zaveri, 2022
Direct on project agility and project success: An empirical study 9.011 Dessa David, John Stephen Davis

136. MAYBE Science The impact of working from home on the success of Scrum projects: Journal of Systems and Software 197 10.1016/j.jss.2022.11 Adrian-Alexandru Cucolaş, Daniel Russo 2023
Direct A multi-method study 1562

137. MAYBE Science The journey to technical excellence in agile software development Information and Software Technology 150 10.1016/j.infsof.2022 Adam Alami, Oliver Krancher, Maria 2022
Direct .106959 Paasivaara

138. MAYBE Science The role of business analytics capabilities in bolstering firms’ agility International Journal of Information 47 10.1016/j.ijinfomgt.2 Amir Ashrafi, Ahad Zare Ravasan, Peter 2019
Direct and performance Management 018.12.005 Trkman, Samira Afshari

139. MAYBE Science The role of IT application orchestration capability in improving The Journal of Strategic Information Systems 27 1 10.1016/j.jsis.2017.1 Magno Queiroz, Paul P. Tallon, Rajeev 2018
Direct agility and performance 0.002 Sharma, Tim Coltman

140. MAYBE Science The role of the project manager in agile software development Journal of Systems and Software 173 10.1016/j.jss.2020.11 Yogeshwar Shastri, Rashina Hoda, Robert 2021
Direct projects 0871 Amor

141. MAYBE Science Understanding the perceived relevance of capability measures: A Journal of Systems and Software 180 10.1016/j.jss.2021.11 Sai Datta Vishnubhotla, Emilia Mendes, 2021
Direct survey of Agile Software Development practitioners 1013 Lars Lundberg

142. MAYBE Science Quality of software requirements specification in agile projects: A Journal of Systems and Software 10.1016/j.jss.2018.04 Juliana Medeiros, Alexandre Vasconcelos, 2018
Ditect cross-case analysis of six companies .064 Carla Silva, Miguel Goulão

143. MAYBE SpringerLi A crystal-clear story for a meaningful future Digitale Welt 4 1 10.1007/s42354-019- Uwe Walter 2020
nk 0246-z

144. MAYBE SpringerLi A framework for implementing robotic process automation projects Information Systems and e-Business 10.1007/s10257-022- Lukas-Valentin Herm, Christian Janiesch, 2022
nk Management 00553-8 Alexander Helm, Florian Imgrund, Adrian
Hofmann, Axel Winkelmann
145. MAYBE SpringerLi A literature review of risk, regulation, and profitability of banks Future Business Journal 8 10.1186/s43093-022- Shailesh RastogiArpita SharmaGeetanjali 2022
nk using a scientometric study 00146-4 PintoVenkata Mrudula Bhimavarapu
146. MAYBE SpringerLi A maturity model for software startup ecosystems Journal of Innovation and Entrepreneurship 7 1 10.1186/s13731-018- Daniel Cukier, Fabio Kon 2018
nk 0091-6

147. MAYBE SpringerLi A role for the state in the digital age Journal of Innovation and Entrepreneurship 7 1 10.1186/s13731-018- Nagy Hanna 2018
nk 0086-3

148. MAYBE SpringerLi A systematic literature review towards a conceptual framework for Information Systems and e-Business 20 1 10.1007/s10257-022- Rajesh Chidananda Reddy, Biplab 2022
nk enablers and barriers of an enterprise data science strategy Management 00550-x Bhattacharjee, Debasisha Mishra,
Anandadeep Mandal
149. MAYBE SpringerLi A welcome to the jungle of continuous-time multivariate non- Annals of Operations Research 10.1007/s10479-022- Michele Leonardo Bianchi, Asmerilda 2022
nk Gaussian models based on Lévy processes applied to finance 04970-3 Hitaj, Gian Luca Tassinari

150. MAYBE SpringerLi Agile methods in the German banking sector: some evidence on Journal of Business Economics 92 8 10.1007/s11573-022- Volker Brühl 2018
nk expectations, experiences and success factors 01102-y

151. MAYBE SpringerLi Agility as an innovation driver: towards an agile front end of Review of Managerial Science 15 1 10.1007/s11846-019- Marco Brand, Victor Tiberius, Peter M. 2021
nk innovation framework 00373-0 Bican, Alexander Brem

152. MAYBE SpringerLi Artificial intelligence assisted Internet of Things based financial Annals of Operations Research 10.1007/s10479-021- Irina V. Pustokhina, Denis A. Pustokhin, 2021
nk crisis prediction in FinTech environment 04311-w Sachi Nandan Mohanty, Paulo Alonso
Gaona GarcÃa, Vicente GarcÃa-DÃaz
153. MAYBE SpringerLi Assessing the digital economy: aims, frameworks, pilots, results, Journal of Innovation and Entrepreneurship 9 10.1186/s13731-020- Nagy K. Hanna 2020
nk and lessons 00129-1

154. MAYBE SpringerLi Building novel capabilities to enable business intelligence agility: Information Systems and e-Business 16 3 10.1007/s10257-017- Tobias Knabke, Sebastian Olbrich 2018
nk results from a quantitative study Management 0361-z

155. MAYBE SpringerLi Can Agile Enterprise Architecture be Implemented Successfully in Global Journal of Flexible Systems 23 2 10.1007/s40171-022- Yehia Ibrahim, Alzoubi Asif, Qumer Gill 2022
nk Distributed Agile Development? Empirical Findings Management 00298-w

156. MAYBE SpringerLi Collaborative workplaces for innovation in service companies: Service Business 12 3 10.1007/s11628-017- Claudia Manca, Mercedes Grijalvo,Miguel 2018
nk barriers and enablers for supporting new ways of working 0359-0 Palacios, Matti Kaulio

157. MAYBE SpringerLi Comparing effectuation to discovery-driven planning, prescriptive Small Business Economics 54 3 10.1007/s11187-019- Yashar Mansoori, Martin Lackéus 2020
nk entrepreneurship, business planning, lean startup, and design 00153-w
thinking
158. MAYBE SpringerLi Competencies for Managing Activities in Agile Projects Global Journal of Flexible Systems 23 4 10.1007/s40171-022- José Romualdo da Costa Filho, Renato 2022
nk Management 00311-2 Penha, Luciano Ferreira da Silva, Flavio
Santino Bizarrias
159. MAYBE SpringerLi Critical HR capabilities in agile organisations a cross-case analysis in Review of Managerial Science 10.1007/s11846-022- Léonie S. Mollet, Stephanie Kaudela- 2022
nk swiss SMEs 00570-4 Baum

160. MAYBE SpringerLi Design of transformation initiatives implementing organisational SN Business & Economics 1 6 10.1007/s43546-021- Ivan Kovynyov, Axel Buerck, Ralf Mikut 2021
nk agility: an empirical study 00073-6

161. MAYBE SpringerLi Digital Innovation Business & Information Systems Engineering 60 6 10.1007/s12599-018- Prof. Dr. Raffaele Fabio Ciriello, Prof. Dr. 2018
nk 0559-8 Alexander Richter, Prof. Dr. Gerhard
Schwabe
162. MAYBE SpringerLi Digital Innovation, Data Analytics, and Supply Chain Resiliency: A Annals of Operations Research 10.1007/s10479-022- Anas Iftikhar, Imran Ali, Ahmad Arslan, 2022
nk Bibliometric-based Systematic Literature Review 04765-6 Shlomo Tarba

163. MAYBE SpringerLi Digital transformation as an interaction-driven perspective between Electronic Markets 32 10.1007/s12525-021- Ziboud Van Veldhoven, Jan Vanthienen 2022
nk business, society, and technology 00464-5
164. MAYBE SpringerLi Digital transformation trends in service industries Service Business 10.1007/s11628-022- Hee Soo Chin, Durga Prasad Marasini, 2022
nk 00516-6 Don Hee Lee

165. MAYBE SpringerLi Digital transformation: a review synthesis and opportunities for Management Review Quarterly 71 2 10.1007/s11301-020- Swen Nadkarni, Reinhard Prügl
nk future research 00185-7

166. MAYBE SpringerLi Disruptive business value models in the digital era Journal of Innovation and Entrepreneurship 12 1 10.1186/s13731-022- Navitha Singh Sewpersadh 2023
nk 00252-1

167. MAYBE SpringerLi Do Agile Managed Information Systems Projects Fail Due to a Lack Information Systems Frontiers 23 2 10.1007/s10796-019- Tan Trung Luong, Uthayasankar 2021
nk of Emotional Intelligence? 09962-6 Sivarajah, Vishanth Weerakkody

168. MAYBE SpringerLi Enhancing financial performance of the banks: the role of customer Journal of Innovation and Entrepreneurship 11 1 10.1186/s13731-022- Osama Mohamed Ahmed Enad, Salah 2022
nk response and operations management 00211-w Murtada, Abdelrahman Gerinda

169. MAYBE SpringerLi Exploring knowledge management in agile software development International Entrepreneurship and 16 2 10.1007/s11365-019- Carine Khalil, Sabine Khalil 2020
nk organizations Management Journal 00582-9

170. MAYBE SpringerLi Facilitating innovation in FinTech: a review and research agenda Review of Managerial Science 17 1 10.1007/s11846-022- Ahmad Alaassar, Anne-Laure Mention, 2023
nk 00531-x Tor Helge Aas

171. MAYBE SpringerLi FinTech and the transformation of the financial industry Electronic Markets 28 3 10.1007/s12525-018- Rainer Alt, Roman Beck, Martin T. Smits 2018
nk 0310-9

172. MAYBE SpringerLi Fintech: from budding to explosion - an overview of the current Review of Managerial Science 10.1007/s11846-021- Yi Sun, Shihui Li, Rui Wang 2022
nk state of research 00513-5

173. MAYBE SpringerLi Flexibility in the Brazilian Industry 4.0: Challenges and Opportunities Global Journal of Flexible Systems 21 1 10.1007/s40171-020- José Celso Contador, Walter Cardoso 2020
nk Management 00240-y Satyro, Jose Luiz Contador, Mauro de
Mesquita Spinola
174. MAYBE SpringerLi From Shadow IT to Business-managed IT: a qualitative comparative Information Systems and e-Business 18 2 10.1007/s10257-020- Andreas KopperMarkus WestnerSusanne 2020
nk analysis to determine configurations for successful management of Management 00472-6 Strahringer
IT by business entities
175. MAYBE SpringerLi How do banks interact with fintech startups? Small Business Economics 57 3 10.1007/s11187-020- Lars Hornuf, Milan F. Klus, Todor S. 2021
nk 00359-3 Lohwasser, Armin Schwienbacher

176. MAYBE SpringerLi Improving Resilience in Times of Multiple Crisis Schmalenbach Journal of Business Research 74 4 10.1007/s41471-022- Andreas Pinkwart, Gideon Schingen, 2022
nk 00150-y Anna-Tina Pannes, Dirk Schlotböller

177. MAYBE SpringerLi Institutional Divergence of Digital Item Bank Management in Systemic Practice and Action Research 35 4 10.1007/s11213-021- Nur Muhammaditya, Sudarsono 2022
nk Bureaucratic Hybridization: An Application of SSM Based Multi- 09579-4 Hardjosoekarto, One Herwantoko, Yulia
Method Gita Fany, Mahari Is Subangun
178. MAYBE SpringerLi Investigating the relationship between top management Operations Management Research 15 450 10.1007/s12063-022- Mohammed Belal Uddin, Bilkis Akhter 2022
nk commitment, supply chain collaboration, and sustainable firm 19 00257-9
performance in the agro-processing supply chain
179. MAYBE SpringerLi Invite everyone to the table, but not to every course Electronic Markets 10.1007/s12525-022- Frederike Marie Oschinsky, Hans Christian 2022
nk 00567-7 Klein, Bjoern Niehaves

180. MAYBE SpringerLi Lean thinking in lean times for education Annals of Operations Research 316 1 10.1007/s10479-021- Andreas Kakouris, Eleni Sfakianaki, 2022
nk 04055-7 Marios Tsioufis

181. MAYBE SpringerLi Leveraging IT-enabled dynamic capabilities to shape business Review of Managerial Science 16 8 10.1007/s11846-021- Aboobucker Ilmudeen 2022
nk process agility and firm innovative capability: moderating role of 00501-9
turbulent environment
182. MAYBE SpringerLi Mastering Agile Practice Adoption through a Model-Driven Business & Information Systems Engineering 10.1007/s12599-022- Giovanni Giachetti, José Luis de la Vara, 2022
nk Approach for the Combination of Development Methods 00785-5 Beatriz MarÃn

183. MAYBE SpringerLi Scaling for agility: A reference model for hybrid traditional-agile Information Systems Frontiers 20 2 10.1007/s10796-016- Asif Qumer Gill, Brian Henderson-Sellers, 2018
nk software development methodologies 9672-8 Mahmood Niazi

184. MAYBE SpringerLi Strategic agility, openness and performance: a mixed method Review of Managerial Science 10.1007/s11846-022- Demetris Vrontis, Jaroslav Belas, Alkis
nk comparative analysis of firms operating in developed and emerging 00562-4 Thrassou, Gabriele Santoro, Michael
markets Christofi
185. MAYBE SpringerLi Success and Failure Retrospectives of FinTech Projects: A Case Information Systems Frontiers 10.1007/s10796-020- Dakshitha N. Jinasena, Konstantina 2020
nk Study Approach 10079-4 Spanaki, Thanos Papadopoulos, Maria E.
Balta
186. MAYBE SpringerLi Sustaining the current or pursuing the new: incumbent digital Business Research 13 3 10.1007/s40685-020- Maik Dehnert 2020
nk transformation strategies in the financial service industry 00136-8

187. MAYBE SpringerLi The effect of firm complexity and founding team size on agile International Entrepreneurship and 16 3 10.1007/s11365-019- Tomás F. González-Cruz, Dolores 2020
nk internal communication in startups Management Journal 00633-1 Botella-Carrubi, C. M. MartÃnez-Fuentes

188. MAYBE SpringerLi The Mediating Impact of IT Capabilities on the Association between Global Journal of Flexible Systems 23 3 10.1007/s40171-022- Abdulkareem Salameh Awwad, Omar 2022
nk Dynamic Capabilities and Organizational Agility: The Case of the Management 00303-2 Mohammed Ali Ababneh, Mahmoud
Jordanian IT Sector Karasneh
189. MAYBE SpringerLi Viable IT Risk Management System by Viable System Model (VSM): Systemic Practice and Action Research 35 6 10.1007/s11213-021- Ali Akbar Arghand 2022
nk Action Research for Managing IT-related Risk in the Banking Service 09587-4

190. MAYBE SpringerLi Views on the Past, Present, and Future of Business and Information Business & Information Systems Engineering 60 10.1007/s12599-018- Prof. Dr. Wil M. P. van der AalstProf. Dr. 2018
nk Systems Engineering 0561-1 Jörg BeckerProf. Dr. Martin BichlerProf.
Dr. Hans Ulrich Buhl
191. MAYBE SpringerLi What drives strategic agility? Evidence from a fuzzy-set qualitative International Entrepreneurship and 10.1007/s11365-022- Enrique de Diego Ruiz, Paloma 2022
nk comparative analysis (FsQCA) Management Journal 00820-7 AlmodóvarIgnacio, Danvila del Valle

192. NO BASE A Model for Stock Market Value Forecasting using Ensemble Sciengtex Publishing Ajoku, Kingsley Kelechi 2021
Artificial Neural Network

193. NO BASE A novel metabarcoding primer pair for environmental DNA analysis The Royal Society 10.1098/rsos.201388 Daniëlle S. W. de Jonge 2021
of Cephalopoda (Mollusca) targeting the nuclear 18S rRNA region

194. NO BASE Agile elicitation of scalability requirements for open systems: A case Elsevier Brataas Gunnar 2021
study

195. NO BASE Analysis Design And Development Of Sales Promotion At Astakona Universitas Internasional Batam Pang Calvin 2023
Anugerah Abadi Using Extreme Programming Method

196. NO BASE ANALYSIS OF PROFITABILITY OF ORANGE FLESH SWEET POTATO Federal University of Agriculture, Abeokuta, OMOARE, A. M. 2019
(Ipomea batata) IN OSUN STATE, NIGERIA Nigeria

197. NO BASE Analytical model to assess the functionality of small farmers’ Universitat Politècnica de València Gómez, Wilmer Andrés 2020
organizations ; Modelo analítico para evaluar la funcionalidad de las
organizaciones de pequeños agricultores
198. NO BASE APIKASI BANK SAMPAH ONLINE BERBASIS WEBSITE Universitas Pamulang Prakasa, Bagas 2022
MENGGUNAKAN FRAMEWORK LARAVEL DENGAN METODE
EXTREME PROGRAMMING (STUDI KASUS: KARANG TARUNA PURI
SERPONG 1)
199. NO BASE Benefits and Challenges of Making Data More Agile: A Review of MDPI AG 10.3390/su14241648 Elena Serfilippi 2022
Recent Key Approaches in Agriculture 0
200. NO BASE Benefits realisation of an it implementation in a bank : a case study ISEG - Lisbon School of Economics and Fernandes, Jesualdo 2019
using BMS Management

201. NO BASE Between clinical practice, teaching and research - a project report German Medical Science GMS Publishing 10.3205/zma001556 Meyer-Frießem, C 2022
on the development and implementation of a career mentoring House; Düsseldorf
curriculum for female clinician scientists ; Zwischen klinischer
Tätigkeit, Lehre und Forschung - ein Projektbericht zur Entwicklung
und Implementierung eines Curriculums zum Karriere-Mentoring
für klinisch und wissenschaftlich tätige Ärztinnen
202. NO BASE Brains for Dementia Research:Evolution in a Longitudinal Brain Francis, Paul T. 2018
Donation Cohort to Maximize Current and Future Value

203. NO BASE Business-IT Alignment Effects on Business Agility İstanbul Ticaret University Koçu, Lorin 2018

204. NO BASE Business-it alignment effects on business agility İstanbul Ticaret Üniversitesi Koçu, Lorin 2018

205. NO BASE Career agility and career embeddedness as psychological needs of SAGE Publications 10.1177/0081246322 Coetzee, Melinde 2022
the value-oriented psychological contract 1081341

206. NO BASE Changing the organizational culture to transform the economy: The Frontiers Media S.A. 10.3389/frma.2022.1 Paraskevi Boufounou 2022
case of Greece 050544

207. NO BASE CONTROL AND ACCOUNTING ASPECTS OF INTRODUCING AGILE- University of banking Balaziuk, O. 2020
METHODOLOGY FOR SOFTWARE DEVELOPMENT PROJECTS ;
КОНТРОЛЬНО-ОБЛІКОВІ АСПЕКТИ ВПРОВАДЖЕННЯ AGILE-
МЕТОДОЛОГІЇ ДЛЯ ПРОЄКТІВ РОЗРОБЛЕННЯ ПРОГРАМНОГО
ЗАБЕЗПЕЧЕННЯ
208. NO BASE Determinants of Poverty in Indonesia ; Determinantes de la pobreza Ediciones Universidad de Valladolid Wiranatakusuma, Dimas Bagus 2021
en Indonesia

209. NO BASE Developing the IT Project Management Models of Bank on an Research Centre of Industrial Problems of 10.32983/2222- Stankevych Iryna V. 2022
Innovation Basis Development of NAS of Ukraine 4459-2022-2-117-125

210. NO BASE Development and Evaluation of Portable Oil Density Scale Device STEP Santiago Jr, Cereneo Sailog 2019

211. NO BASE Development and Evaluation of Portable Oil Density Scale Device STEP Academic Publisher 10.25147/ijcsr.2017. Cereneo Sailog Santiago Jr 2019
001.1.35

212. NO BASE Diftong : a tool for validating big data workflows Uppsala universitet, Institutionen för Rizk, Raya 2019
informatik och media ; Klarna Bank AB,
Sveavägen 46, 111 34, Stockholm, Sweden
213. NO BASE Digital Transformation Planning Based on Big Data Technology (Case Universitas Komputer Indonesia Wardhani Raya Agung Astri 2022
Study: XYZ Bank)

214. NO BASE Dynamic Governance Model Within Integrated Waste Management Universitas Muhammadiyah Yogyakarta Kamil Muhammad 2021
In Malang City: Agile People And Process In Action

215. NO BASE Ensuring competitiveness in the twenty-first century: features of Publishing House of the State University of 10.26425/1816- A. A. Madyarov 2021
human resource management Management 4277-2021-4-11-17

216. NO BASE FinTech – Financial Innovation Facilitators Danubius University Leonardo Badea 2021
217. NO BASE How digital transformation drives the evolution of self-managed Association of Educational and Cultural Grab, Benjamin 2019
teams? Cooperation Suceava from Stefan cel Mare
Universit
218. NO BASE Human resource management practices in a Russian commercial EDP Sciences 10.1051/shsconf/202 Shaytura Sergey 2021
bank in the context of an innovative economy 111002007

219. NO BASE IMPLEMENTASI METODE EXTREME PROGRAMMING (XP) PADA Insand Comtech : Information Science and Rokhim Abdul 2020
APLIKASI BANK SAMPAH BINA USAHA KALIREJO (BUK) Computer Technology Journal

220. NO BASE Innovation capabilities in banking: The case of Norwegian mobile Academic Conferences and Publishing Strønen, Fred H. 2020
payment International Ltd

221. NO BASE Integration of the Big Data Environment in a Financial Sector Entity Global Journals Inc. Ulises Roman Concha 2022
to Optimize Products, Services and Decision Making

222. NO BASE Investigation the Place of BIAN Standard in Digital Banking Technium Science Farzi Narjes 2022
Enterprise Architecture

223. NO BASE Investigation the Place of BIAN Standard in Digital Banking Technium Science 2021
Enterprise Architecture

224. NO BASE Lean Production on Chili Pepper Supply Chain Using Value Stream Universitas Islam Bandung Perdana, Tomy 2018
Mapping

225. NO BASE Local authorities & digital intelligence: initiation study for the International Journal of Accounting, Finance, HAMMOUCH, Najoua 2022
transition to the territorial agile mode ; Collectivités Territoriales et Auditing, Management and Economics
veille numérique : étude d’initiation au passage vers le mode agile
territoriale
226. NO BASE Long-term monitoring of the endemic Rana latastei : suggestions for Cambridge University Press (CUP) 10.1017/s003060531 Canova, Luca 2018
after-LIFE management 7001879

227. NO BASE Marketing tools in the era of digitization and their Use in Practice by Technická Univerzita v Liberci Petrů, Naděžda 2020
Family and other Businesses

228. NO BASE Metrics Model to Complement the Evaluation of DevOps in Universidad Pedagógica y Tecnológica de Orozco-Garcés, Carlos-Eduardo 2022
Software Companies Colombia

229. NO BASE Microservices: Migration of a Mission Critical System Mazzara, Manuel 2021

230. NO BASE Morphology of the Stomach of Tayra (Eira barbara) Universidade Federal do Rio Grande do Sul Lima, André Luis de Sousa Nogueira 2018

231. NO BASE Multi-criteria analysis of green bonds: hybrid multi-method MDPI AG ; Switzerland Lombardi Netto, Antonio 2021
applications

232. NO BASE Pendekatan Remote Audit dan Agility Dalam Meningkatkan Kualitas UNSIKA 2021
Audit Di Masa Pandemi Covid-19

233. NO BASE Pengaruh Gaya Kepemimpinan Terhadap Kinerja Karyawan pada Prosiding Seminar STIAMI Azahari, Helmi 2021
Perusahaan Fintech Pendanaan Xyz di Era Vuca

234. NO BASE Pengembangan Aplikasi Pengelolaan Sampah Berbasis Android LPPM Institut Teknologi Telkom Purwokerto Fitriana, Gita Fadila 2022
Studi Kasus Bank Sampah Desa Kalibagor

235. NO BASE Pengembangan Aplikasi Validasi Pembayaran Universitas Negeri Jurusan PTIK Universitas Negeri Manado Rianto, Indra 2022
Manado
236. NO BASE Pengembangan Back End Pada Aplikasi Alat Tulis Kantor Bank Politeknik Negeri Cilacap Bratakusuma Trias 2022
Indonesia Perwakilan Purwokerto Menggunakan Nodejs

237. NO BASE Pengembangan Front-End Website Sistem Keuangan UMKM di SMK LPPM Universitas Internasional Batam Aripradono, Heru Wijayanto 2023
Multistudi Highschool Batam Menggunakan Agile Scrum

238. NO BASE PENGEMBANGAN SISTEM INFORMASI KPR SYARIAH DENGAN LPPM Nusa Mandiri 2019
METODE SCRUM

239. NO BASE Pengujian Model Pengaruh Tata Kelola TI Terhadap Transformasi Forum Kerjasama Pendidikan Tinggi (FKPT) Nurafifah, Trias Zulfa 2022
Digital dan Kinerja Bank A

240. NO BASE Post Covid-19: Impact on Indian Business Dr Bobby.B.Pandey 2023

241. NO BASE Precision agriculture and sensor systems applications in Colombia Multidisciplinary Digital Publishing Institute ARRUBLA HOYOS, WILSON DE JESÚS 2022
through 5G networks (MDPI) ; Switzerland

242. NO BASE Proactive Innovation in a Prolonged Conflict Setting: Facing COVID- Frontiers Media S.A. 10.3389/fpubh.2022. Ali Sabateen 2022
19 in a Specialized Cancer Hospital in Palestine 873219

243. NO BASE Protocol: A Meta-Review on continuous improvement to know the Universitat Politècnica de València Sanchez-Ruiz, Lidia 2018
state of this research field ; Protocolo: realización de una meta-
revisión sobre mejora continua para conocer el estado del campo
de investigación
244. NO BASE Psychological fortitude model for digitally mindset working adults Frontiers Media S.A. 10.3389/fpsyg.2022. Potgieter Ingrid, Ferreira Nadia 2022
985749

245. NO BASE RANCANG BANGUN SISTEM INFORMASI INVESTASI PERTANIAN PROCEEDING STIMA 2018
BERBASIS MOBILE WEB

246. NO BASE Regulators Nurturing FinTech Innovation: Global Evolution of The Ahern, Deirdre 2019
Regulatory Sandbox as Opportunity-Based Regulation

247. NO BASE Shadow Bank Systems in European Affairs: Measuring Capability of University of Turin 10.13135/2704- Stefano de Nichilo 2022
Fraud Risk in Special Reports 9906/6720

248. NO BASE SISTEM INFORMASI MONITORING TRANSAKSI PADA KANTOR Department of Computer Science, Faculty of Sakethi Dwi 2021
PERWAKILAN BANK INDONESIA PROVINSI LAMPUNG BERBASIS WEB Mathematics and Natural Sciences, University
of Lampung
249. NO BASE SISTEM INFORMASI PENGAJUAN KREDIT BERBASIS WEB Universitas Islam Kuantan Singingi Mahendra, Irfan 2018
MENGGUNAKAN AGILE DEVELOPMENT METHODS PADA BANK BRI
UNIT KOLONEL SUGIONO
250. NO BASE SmartCrawler: A Size-Adaptable In-Pipe Wireless Robotic System MDPI AG ; Switzerland 10.3390/s22249666 Saber Kazeminasab 2022
with Two-Phase Motion Control Algorithm in Water Distribution
Systems
251. NO BASE Strategi Pemasaran Pembiayaan Kepemilikan Rumah pada Bank Universitas Muhammadiyah Enrekang Hasibuan, Muhammad Rijal Fanshury 2022
SUMUT KCP SY HM YAMIN

252. NO BASE Strategi Penerapan Tools Balance Scorecard Terhadap Digital LLDIKTI-IX 2020
banking Di PT. Bank Negara Indonesia (Persero) Kantor Pusat
Jakarta Pusat
253. NO BASE Supply and Demand Side Determinants of Inflation in Ethiopia: Istanbul Ticaret University Tekeber Nigusse 2019
Auto-Regressive Distributed Lag Model (ARDL)

254. NO BASE Survey of IT Governance Influence on Digital Transformation and Program Studi Sistem Informasi Fakultas Afifah Nurul 2022
Bank Organization Performance Teknik dan Ilmu Komputer
255. NO BASE The neo-regulation of internet platforms in the United Kingdom Wiley 2022

256. NO BASE THE ROLE OF CUSTOMER EXPERIENCE IN RETAIL BANKING AND THE Academica Brâncuşi PAUL HANDRO 2018
RISE OF FINTECHS

257. NO BASE Three decades of research on the demand and supply side Inderscience Publishers 10.1504/ijasm.2021. Taneja Shilpa 2021
perspectives of digital technologies in banking: a review and 10043918
research agenda
258. NO BASE TI - The Role of the Collaborative Integrated Model (MDSIC) in Agile European Scientific Institute, ESI Valdéz Jose Luis Cendejas 2018
Software Development - Case Study and Practical Advice

259. NO BASE Transformasi dan Pengolahan Data Pelaporan Bank Umum Universitas Indraprasta PGRI Jakarta Firdaus Muhammad 2022
Menggunakan Teknik Data Virtualisasi

260. NO BASE Transformasi Digital di Industri Perbankan Indonesia : Impak pada STAIN PAMEKASAN Winasis, Shinta 2020
Stress Kerja Karyawan

261. NO BASE Transformasi Digital di Industri Perbankan Indonesia : Impak pada Institut Agama Islam Negeri Madura Winasis, Shinta 2020
Stress Kerja Karyawan

262. NO BASE What we know and do not know about organizational resilience Universitat Politècnica de València Ruiz-Martin, Cristina 2018

263. NO EBSCO A cognitive map integrated intuitionistic fuzzy decision-making Journal of Intelligent & Fuzzy Systems. 39 5 10.3233/JIFS-189125 Dursun, Mehtap; Goker, Nazli; Mutlu, 2020
procedure for provider selection in project management. Hakan; Kahraman, Cengiz.

264. NO EBSCO Evolving profiles of financial risk management in the era of Journal of Public Affairs 20 2 10.1002/pa.2034 Chakraborty, Gourab 2020
digitization: The tomorrow that began in the past.

265. NO Google Journal of Quality Engineering and 10.22070/jqepo.2021 Nima Esfandiari, Mahmoud Moradi, Amir- 2021
Scholar A Fuzzy Expert System to Select a Supply Chain Strategy: Lean, Agile Production Optimization .14946.1202 Mohammad Golmohammadi
or Leagile
266. NO Google ‘Is the technology essential or emerging?’ Ways to keep radiation Journal of Medical Radiation Sciences 10.1002/jmrs.635 M Short, E Giles 2022
Scholar therapy curriculum agile amid rapidly advancing technology

267. NO Google ‘It doesn’t matter if you’re female or male it’s the same thing.’ Re- Globalisation, Geopolitics, and Gender in 10.4324/9781003159 Loew, J. 2022
Scholar gendering the notion of work in agile workplaces in Switzerland, the Professional Communication 674-8
UK and the USA
268. NO Google A study on the methodology of Software Project Management used ICETA 10.1109/ICETA57911. E.M.M. Alzeyani; C. Szabó 2022
Scholar by students whether they are using an Agile or Waterfall 2022.9974749
methodology
269. NO Google AGILE - APPROACH TO THE CORPORATE CULTURE RESEARCH OF ISSABAYEVA AIDANA, BAKIRBEKOVA 2020
Scholar BANKING SYSTEM ORGANIZATIONS (NOT AVAILABLE IN ENGLISH) AIGUL

270. NO Google Agile Development of Mechatronic Systems: Utopia or Reality - an R&D Management Conference 2019 Valentin Zimmermann, Jonas Heimicke, 2019
Scholar Evaluation from Industrial Practice Thomas Alink, Yasmin Dufner, Albert
Albers
271. NO Google Agile Fintech Startups: Key Drivers For Success In Fragile VOLATILES & ESSENTIAL OILS Journal 8 4 Dr. P. v. Raveendra, Dr. Y M Satish 2021
Scholar Environment

272. NO Google Agile Innovation or Perfect Product? HRM and Cross-Cultural ResearchGate NM Agrawal, C Reade 2020
Scholar Challenges of Japanese In-house Software Centres in India

273. NO Google Agile modelling: Current practice, fad or future? Hydrology and Water Resources Symposium 10.3316/INFORMIT.1 Marlene van der Sterren; Benjamin 2018
Scholar (HWRS 2018): Water and Communities 27175733653801 Golding
274. NO Google Agile or fragile: Are you ready to teach English? EFL Pre-service International Online Journal of Educational M KILIC 2020
Scholar Teachers' Preparedness for Teaching. Sciences

275. NO Google AGILE OR FRAGILE? – THE DEPLETING EFFECTS OF AGILE ECIS2018 Fortmann L. 2018
Scholar METHODOLOGIES FOR SOFTWARE DEVELOPERS

276. NO Google Agile or non-agile, that is the question: designing a decision support University Institute of Lisbon MATTOS, Luis Fernando Bordeaux 2019
Scholar system for an agile approach in software development projects

277. NO Google AGILE OR NOT? THE UPSURGE OF DIGCOMP AND Journal of Applied Structural Equation 5 2 10.47263/JASEM.5(2) Yi Shern Lim, Hasliza Abdul Halim, and T. 2021
Scholar SOCIAL MEDIA USAGE AMONG TEACHERS Modeling 04 Ramayah

278. NO Google Agile or Traditional: Selecting Project Management Methods and a Capella University ProQuest Dissertations Saunders, Clinton G 2018
Scholar Model for Federal Government Project Success Publishing

279. NO Google Agile or waterfall development: The Clementon Company dilemma Journal of Information Technology Teaching 12 1 10.1177/2043886919 Karthikeyan Chandran, Madhuchhanda 2022
Scholar Cases 870544 Das Aundhe

280. NO Google Agile software development and IT-architecture interactions in the TUDelft van der Vliet, Stan 2022
Scholar public sector

281. NO Google Agile space, oasis or mirage? Putting into perspective some JL Moriceau, M Besson, MA Bia 2020
Scholar difficulties and paradoxes for workers Figueiredo, G Guérillot

282. NO Google AN EXPLORATION OF THE INCLUSION OF SOCIAL MEDIA CUSTOMER Bashman, Samantha Nombulelo 2019
Scholar SENTIMENT BY SOUTH AFRICAN RETAIL BANKING BRAND
STEWARDS FOR AN AGILE STRATEGY
283. NO Google An exploratory study of waste in software development Information and Software Technology 105 10.1016/j.infsof.2018 Hiva Alahyaria, Tony Gorschekb, Richard 2018
Scholar organizations using agile or lean approaches: A multiple case study .08.006 Berntsson Svensson
at 14 organizations
284. NO Google Are law reports an 'agile' or an 'uptight' register? Tracking patterns 10.1075/scl.91.07bib D Biber, B Gray 2019
Scholar of historical change in the use of colloquial and complexity features

285. NO Google Are law reports an 'agile'or an 'uptight'register? Corpus-based Research on Variation in D Biber, B Gray 2019
Scholar English

286. NO Google Are we agile or not? A survey on Brazilian software processes Brazilian Workshop on Agile Methods Luiz Otávio Aléssio Cesa, Rafaela 2019
Scholar Mantovani Fontana, Sheila Reinehr &
Andreia Malucelli
287. NO Google Choosing agile or plan-driven enterprise resource planning (ERP) STPIS2018 10.48550/arXiv.1906. Lucas Gren, Alexander Wong, Erik 2018
Scholar implementations -- A study on 21 implementations from 20 05220 Kristoffersson
companies
288. NO Google CHOOSING SCRUM OR KANBAN METHODOLOGY FOR PROJECT COMPUTER SYSTEMS AND INFORMATION 10.31891/CSIT I ZASORNOVA, S LYSENKO 2022
Scholar MANAGEMENT IN IT COMPANIES TECHNOLOGIES

289. NO Google Clinico-pathological and genomic features of NRAS- or HRAS- ASCO Annual meeting 10.1200/JCO.2021.39 Yutaro Tamiya, Shingo Matsumoto, 2021
Scholar mutated non-small cell lung cancer (NSCLC) identified in large-scale .15_suppl.9054 Takaya Ikeda, Kiyotaka Yoh, Terufumi
genomic screening project (LC-SCRUM-Asia) Kato, Kazumi Nishino
290. NO Google CORPORATE GOVERNANCE IN AGILE ORGANIZATIONS: A PATH Iliana Evangelina Haro Leon 2020
Scholar DEPENDENCY SCHEME OR A SOURCE FOR GROWTH

291. NO Google DEVELOPING AN AGILE MINDSET IN ISLAMIC BANKING: A STRATEGY ISFIRE Review DR. EHSANULLAH AGHA 2020
Scholar FOR BEING RELEVANT IN THE DIGITAL WORLD

292. NO Google Developing CRMSys at SoftTel: Traditional or agile? Journal of Information Technology Case and 23 4 10.1080/15228053.2 HK Lee, T Deng, S Sarkar 2021
Scholar Application Research 021.19233172
293. NO Google Development and validation of the School Clinical Rugby Measure Chiwaridzo, Matthew 2020
Scholar (SCRuM) test battery: understanding the qualities or skills defining
good male adolescent rugby union players
294. NO Google Disciplined or Agile?: Two Approaches for Handling Requirement Balancing Agile and Disciplined Engineering DW Albuquerque, ET Guimarães 2021
Scholar Change Management and Management Approaches for IT Services
and Software Products
295. NO Google Do As You Want Or Do As You Are Told? Proceedings of the 51st Hawaii International Dreesen, T., Schmid, T. 2018
Scholar Control vs. Autonomy in Agile Software Development Conference on System Sciences

296. NO Google Energizing or Depleting? Understanding the Effects of Agile Thirty Ninth International Conference on Lea Fortmann-Müller 2018
Scholar Methodologies on Individual Software Developers’ Resources Information Systems, San Francisco

297. NO Google Exploring the Continuance Intentions in Agile Software Athens University of Economics and Business Xenia Mamakou 2022
Scholar Development Methods: The Case of Large-Scale Projects in the
Banking Sector
298. NO Google Extracting CRM Requirements - Waterfall or Agile: International Research Journal of Advanced 4 3 Dalia Ahmed Refaat Mohamed and Nagy 2019
Scholar A Comparative Study Engineering and Science Ramadan Darwish

299. NO Google FinTech - Unbearably Lithe or Reasonably Agile? – A Critical Legal European Business Law Review 10.54648/eulr202000 Gudula Deipenbrock 2020
Scholar Approach from the German Perspective 2

300. NO Google Flat Fads or More? From a as in “agile” to z as in “zi zhu jing ying ti” Get better at flatter M Reitzig 2022
Scholar

301. NO Google How Should We Address Cybersecurity Risk in an Agile or DevOps Woody, C. 2018
Scholar Environment

302. NO Google Il controllo nelle" agile organizations": new wine or just new de Rosa, B. 2022
Scholar bottles?

303. NO Google Improving supply chain management in pharmaceutical industry- Theseus H. Hämäläinen 2019
Scholar Lean or Agile?

304. NO Google Influence of Project Parameters on the Decision of an Agile or Plan- IEEE M Schmidtner, H Timinger, C Doering 2022
Scholar based Approach

305. NO Google Investigating the effective factors on agile digital marketing in the J Salehi, A Hoseinzadeh, H Bastam 2022
Scholar banking industry using cognitive mapping (not available in English)

306. NO Google Is the mind set or agile? Connecting Emotional Intelligence to Rise. A 2019
Scholar Leadership

307. NO Google Lean and agile manufacturing: complementary or competing Journal of Manufacturing Technology Tahir Iqbal, Muhammad Shakeel Sadiq 2020
Scholar capabilities? Management Jajja, Mohammad Khurrum Bhutta,
Shahzad Naeem Qureshi
308. NO Google Lean management or agile? The right answer may be both McKinsey & Company Stefan de Raedemaecker, Christopher 2020
Scholar Handscomb, Sören Jautelat, Miguel
Rodriguez, and Lucas Wienke
309. NO Google LEAN OR AGILE SUPPLY CHAIN-A Better TOOL TO MANAGE What to Know about Supply Chain Amrita Nandy and Md. Mamun Habib 2022
Scholar BUSINESS? Management

310. NO Google MO45-1 Osimertinib vs. erlotinib + bevacizumab or ramucirumab 10.1016/j.annonc.20 Y Kagawa, K Nosaki, S Matsumoto, T Kato 2022
Scholar for EGFR mutated NSCLC; a retrospective study from LC-SCRUM- 22.05.214
Asia
311. NO Google Obérisk: Cybersecurity Requirements Elicitation through Agile Information 12 9 10.3390/info1209034 S Paul, D Naouar, E Gureghian 2021
Scholar Remote or Face-to-Face Risk Management Brainstorming Sessions 9
312. NO Google Project Management Tools: an analysis of possible agile or CAPSI GS Santos, CC Costa 2021
Scholar traditional influences

313. NO Google Qualities or skills discriminating under 19 rugby players by playing BMC Research Notes M. Chiwaridzo, G. D. Ferguson & B. C. M. 2019
Scholar standards: a comparative analysis of elite, sub-elite and non-rugby Smits-Engelsman
players using the SCRuM test battery
314. NO Google Reinventing the Promise of Work-linked Training… Or an Initiatory The Success of Apprenticeships: Views of 3 10.1002/9781119694 Maria-Giuseppina Bruna, Béchir Ben 2020
Scholar Journey Towards Agile Professionalism and Postural Learning Stakeholders on Training and Learning 793.ch5 Lahouel

315. NO Google Respond to change or die: an educational scrum simulation for ACM 10.1145/3510456.35 EL Christensen, M Paasivaara 2022
Scholar distributed teams 14145

316. NO Google Scrum, Kanban or a Mix of Both? A Systematic Literature Review Proceedings of the of the 17th Conference on 10.15439/2022F143 N Ozkan, S Bal 2022
Scholar Computer
Science and Intelligence Systems
317. NO Google Sprint zeal or sprint fatigue? The benefits and burdens of agile ISD Information Systems Research 33 2 10.1287/isre.2021.10 A Benlian 2021
Scholar practices use for developer well-being 69

318. NO Google Stage-gate or perfectly agile–The future of smart service innovation: C Blum, L Budde, T Friedli 2019
Scholar A systematic literature review

319. NO Google The agile ethics process: An oxymoron or a new paradigm in Industry and Higher Education Padley, A. 2021
Scholar education?

320. NO Google The Agile Mindset: Is it Sensemaking or Personality? JD Stolt 2019

Scholar

321. NO Google The agile space, oasis or mirage? Putting into perspective some JL Moriceau, M Besson, MA Bia 2020
Scholar difficulties and paradoxes for workers Figueiredo, G Guérillot

322. NO Google The Development and validation of the School Clinical Rugby Chiwaridzo, Matthew 2020
Scholar Measure (SCRuM) test battery: understanding the qualities or skills
defining good male adolescent rugby union players
323. NO Google The future of smart service innovation: A systematic literature C Blum, L Budde, T Friedli 2019
Scholar review

324. NO Google The Hybrid Model Matrix Enhancing Stage-Gate with Design Research Technology Management 10.1080/08956308.2 N Cocchi, C Dosi, M Vignoli2 2021
Scholar Thinking, Lean Startup, and Agile 021.1942645

325. NO Google The Product Owner in Agile: A role that can make or break projects Succeeding with Agile Hybrids Shawn Belling 2020
Scholar and teams

326. NO Google To Be Agile or Not to Be: New Business Models for Civil Society GSMAC 10.1007/978-3-030- Frank Elbers, Ana-Maria Grigore & Adela 2022
Scholar Organisations in Times of Crisis2 82751-9_11 Coman

327. NO Google To schedule or not to schedule? An investigation of International Journal of Information Systems 6 3 10.12821/ijispm0603 NB Moe, T Dingsøyr, K Rolland 2018
Scholar meetings as an inter-team coordination mechanism in largescale and Project Management 03
agile software development
328. NO Google Traditional or Agile Contracting for Software Development: Research Anthology on Agile Software D Payne 2022
Scholar Decisions, Decisions

329. NO Google Transaction Validation and Analysis WPI Manasi Danke, Ethan Merrill, Joseph Yuen 2020
Scholar

330. NO Google What are agile, flexible, or adaptable employees and students? A European Journal of Personality 35 4 10.1177/0890207021 Jonas WB Lang, J Malte Runge, and Filip 2021
Scholar typology of dynamic individual differences in applied settings 1012932 De Fruyt
331. NO Google What Does it Take to Be Agile? - Evidence from the Banking Industry Bachelor thesis Weber, S. 2020
Scholar

332. NO SAGE “Must know Photoshop”: proprietary skills and media jobs in Media International Australia 10.1177/1329878X22 Keith Sarah, Collins Stephen 2022
Journals Australia 1099046

333. NO SAGE “Never let a good crisis go to waste” – The 2020 Business Business Information Review 38 1 10.1177/0266382121 Phillips, Stephen 2021
Journals Information Review Survey: Part I 991997

334. NO SAGE A “conversation” between Frank Land [FL] and Antony Bryant [AB] – Journal of Information Technology 36 1 10.1177/0268396220 Bryant Antony, Land Frank 2021
Journals  : Part 2 908275

335. NO SAGE A financial inclusion app and USSD service for farmers in rural Information Development 10.1177/0266666922 Nova, Néstor A., González, Rafael A. 2022
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336. NO SAGE A Speculative Lexicon of Entanglement Millennium 49 3 10.1177/0305829821 Lisle, Debbie 2021
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337. NO SAGE Alternativity as freedom: Exploring tactics of emergence in Human Relations 75 10 10.1177/0018726722 Dahlman Sara, Mygind du Plessis Erik, 2022
Journals alternative forms of organizing 1080124 Husted Emil, Just Sine N.

338. NO SAGE An Analysis of Causal Relationships Among the Factors Affecting the SAGE Open 11 1 10.1177/2158244021 Sharma Garima, Kumar Pravin 2021
Journals Performance of a Service Organization 999394

339. NO SAGE Applying Mixed Methods Research in Large-scale Programs – Journal of Studies in International Education 10.1177/1028315322 Doyle Johanna (Jo), Edwards Daniel, 2022
Journals Tracing the Long-term Outcomes of Development Scholarship 1126246 Haddow Amanda
Alumni
340. NO SAGE Artificial intelligence in marketing: A systematic literature review International Journal of Market Research 64 1 10.1177/1470785321 Chintalapati Srikrishna, Pandey Shivendra 2022
Journals 1018428 Kumar

341. NO SAGE Artificial intelligence in retail: The AI-enabled value chain Australasian Marketing Journal 29 3 10.1016/j.ausmj.202 Oosthuizen, Kim, Botha Elsamari, 2021
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342. NO SAGE Assessment of Quality of Multimodal Transportation for IIM Kozhikode Society & Management 8 1 10.1177/2277975218 Dua Aman, Sinha Deepankar 2019
Journals Containerized Exports Review 810613

343. NO SAGE Between autonomy and control: Strategies of arbitrage in the “on- New Media & Society 20 8 10.1177/1461444817 Shapiro, Aaron 2018
Journals demand” economy 738236

344. NO SAGE Between pressure to act and framework for action – the actors in Research in Comparative and International 17 4 10.1177/1745499922 Hippach-Schneider Ute, Rieder Elena 2022
Journals the German and Swiss vocational education and training systems in Education 1118741
the face of digitalisation
345. NO SAGE Big data surveillance across fields: Algorithmic governance for Big Data & Society 9 2 10.1177/2053951722 Amicelle, Anthony 2022
Journals policing & regulation 1112431

346. NO SAGE Bodies of the Anthropocene: On the interactive plasticity of earth The Anthropocene Review 9 3 10.1177/2053019621 Meloni Maurizio, Wakefield-Rann 2022
Journals systems and biological organisms 1001517 Rachael, Mansfield Becky

347. NO SAGE Brand Deletion: How the Decision-Making Approach Affects BRQ Business Research Quarterly 21 2 10.1016/j.brq.2018.0 Temprano-García Víctor, Rodríguez- 2018
Journals Deletion Success 3.003 Escudero Ana Isabel, Rodríguez-Pinto
Javier
348. NO SAGE Building an “Industrial Engineering Mindset” among Indian Journal of Operations and Strategic Planning 4 1 10.1177/2516600X21 Bhattacharyya Som Sekhar, Chandwani 2021
Journals Healthcare Executives: Toward Management of Healthcare Facilities 1005997 Rajesh
at an Industrial Scale post the COVID-19 Pandemic
349. NO SAGE Can people on low incomes access affordable housing loans in Environment and Urbanization 32 1 10.1177/0956247819 Jones Andrew, Stead Lisa 2020
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350. NO SAGE Closing the Loop: Measuring Entrepreneurial Self-Efficacy to Assess Entrepreneurship Education and Pedagogy 1 4 10.1177/2515127418 Gedeon Steven A., Valliere Dave 2018
Journals Student Learning Outcomes 795308

351. NO SAGE Co-creation strategies in times of crisis: The case of Warren The International Journal of Entrepreneurship 23 2 10.1177/1465750322 Zen, Aurora Carneiro, Bittencourt, Bruno 2022
Journals and Innovation 1092969 Anicet, Spohr, Rodrigo

352. NO SAGE Collaborating Across Organizational Boundaries to Co-Create a The Journal of Applied Behavioral Science 58 4 10.1177/0021886322 Pavez, Ignacio, Feyerherm, Ann, 2022
Journals More Just, Resilient, and Thriving Society 1126745 Valenzuela, Francisco, Zandee, Danielle

353. NO SAGE Competitors or Complements: A Meta-analysis of the Effect of 61 7 10.1177/0047287521 Yang, Yang, Nieto García, Marta, Viglia, 2022
Journals Airbnb on Hotel Performance 1042670 Giampaolo, Nicolau, Juan Luis

354. NO SAGE Conceptualisation and Validation of Multidimensional Measure of South Asian Journal of Human Resources 9 1 10.1177/2322093722 Saxena, Anubhuti, Prasad, Asha 2022
Journals Workplace Spirituality Management 1076296

355. NO SAGE Consolidate gains, implement more change – The 2021 business Business Information Review 39 3 10.1177/0266382122 Phillips, Stephen 2022
Journals information review survey: Part I 1121025

356. NO SAGE Contribution to the study on the “right to disconnect” from work. European Labour Law Journal 13 3 10.1177/2031952522 Lerouge, Loïc, Trujillo Pons, Francisco 2022
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357. NO SAGE Corporate Digital Responsibility in Service Firms and Their Journal of Service Research 10.1177/1094670522 Wirtz, Jochen, Kunz, Werner H., Hartley, 2022
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358. NO SAGE Corporate Governance: Role of HR NHRD Network Journal 12 4 10.1177/2631454119 Anand, Ritu 2019
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359. NO SAGE Corporate restructuring, work intensification and perceptual Economic and Industrial Democracy 41 2 10.1177/0143831X17 Hassard, John, Morris, Jonathan 2020
Journals politics: Exploring the ambiguity of managerial job insecurity 710733

360. NO SAGE Corporate Social Responsibility Reporting in India: A Study of Management and Labour Studies 44 2 10.1177/0258042X19 Maqbool, Shafat, Zamir, M. Nasir 2019
Journals SENSEX Companies 832122

361. NO SAGE Covid-19 Pandemic Management: Effects on Indian Economy— Indian Journal of Public Administration 67 3 10.1177/0019556121 Dhameja, Nand L., Bobek, Samo, Kapur, 2021
Journals Reflections for Policy and Action Initiatives 1042649 Surbhi, Dhameja, Manish

362. NO SAGE Creating Job-creators in Rural India! NHRD Network Journal 11 1 10.1177/0974173920 Padaki, Madan 2018
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363. NO SAGE Creating Public Services 4.0: Sustainable Digital Architecture for Indian Journal of Public Administration 66 3 10.1177/0019556120 Malhotra, Charru, Anand, Rashmi, Soni, 2020
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364. NO SAGE Creating value and mitigating harm: Assessing institutional The Economic and Labour Relations Review 29 2 10.1177/1035304618 Cutcher-Gershenfeld, Joel E., Isaac, Joe 2018
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365. NO SAGE Critical Enablers that Mitigate Supply Chain Disruption: A Management and Labour Studies 48 1 10.1177/0258042X22 Bhattacharya, Lipika, Chatterjee, Ayan, 2023
Journals Perspective from Indian MSMEs 1133281 Chatterjee, Debmallya

366. NO SAGE Culture en Vogue: Visible and Invisible Manifestations of Cultural NHRD Network Journal 13 2 10.1177/2631454120 Vasudevan, Alasingachar 2020
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367. NO SAGE Designing the Collaborative Organization: A Framework for how The Journal of Applied Behavioral Science 10.1177/0021886322 Barker Scott, Brenda A., Manning, 2022
Journals Collaborative Work, Relationships, and Behaviors Generate 1106245 Michael R.
Collaborative Capacity
368. NO SAGE Developing Sustainable Business Models: A Microfoundational Organization & Environment 10.1177/1086026622 Ringvold, Kristin, Saebi, Tina, Foss, Nicolai 2022
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369. NO SAGE Digital Analytics: Modeling for Insights and New Methods Journal of Interactive Marketing 51 1 10.1016/j.intmar.202 Gupta, Shaphali, Leszkiewicz, Agata, 2020
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Dmitriy
370. NO SAGE Digital discretion and public administration in Africa: Implications Information Development 10.1177/0266666922 Plantinga, Paul 2022
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371. NO SAGE Digital Transformation: An Overview of the Current State of the Art SAGE Open 11 3 10.1177/2158244021 Kraus, Sascha, Jones, Paul, Kailer, 2021
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372. NO SAGE Digital transformation: Learning from Italy’s public administration Journal of Information Technology Teaching 10 2 10.1177/2043886920 Datta, Pratim, Walker, Laurie, Amarilli, 2020
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373. NO SAGE Direct and indirect influence of project managers’ contingent International Journal of Engineering Business 14 10.1177/1847979021 Ahmad, Muhammad K., Abdulhamid, Abu 2022
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374. NO SAGE Distributed Internet voting architecture: A thin client approach to Journal of Information Technology 36 2 10.1177/0268396220 Helm, Jim E. 2021
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375. NO SAGE Do Board Quality and Promoters’ Holdings Affect Firm FIIB Business Review 10.1177/2319714520 Mehrotra, Shweta, Mohanty, Birajit, 2021
Journals Performance? Evidence from Small and Medium-sized Enterprises 980286 Sharma, Tanushree

376. NO SAGE Education in a VUCA-driven World: Salient Features of an Higher Education for the Future 9 2 10.1177/2347631122 Panthalookaran, Varghese 2022
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377. NO SAGE Educational Social Enterprise and the Wicked Problem of Creativity Education and Urban Society 10.1177/0013124522 Sabet, Navid 2022
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378. NO SAGE Employee Development: New Paradigms NHRD Network Journal 15 3 10.1177/2631454122 Sachdev, Anil 2022
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379. NO SAGE Employee Development: The Changing Paradigm NHRD Network Journal 15 3 10.1177/2631454122 Sambasivam, Kishore 2022
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380. NO SAGE Employment Relations Past, Present and Future: Demise or NHRD Network Journal 16 1 10.1177/2631454122 Venkataraman, A. 2023
Journals Resurrection in India? 1134861

381. NO SAGE Enabling Innovation: Organizational Culture and Structure to the NHRD Network Journal 13 2 10.1177/2631454120 Peri, Srinivas 2020
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382. NO SAGE Enhancement of resilience and quality of cold supply chain under Australian Journal of Management 10.1177/0312896222 Khan, Amin Ullah, Ali, Yousaf 2022
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383. NO SAGE Enhancing Employee Stress Resilience (Wellness): A Study of NHRD Network Journal 14 1 10.1177/2631454120 Vaidyanathan, Subba, Mahapatra, Gopal 2021
Journals Women Leaders in Asia Pacific 973513

384. NO SAGE Explicating the Intersections of Value Disciplines for the Digital Era Journal of Creating Value 8 2 10.1177/2394964322 M, Vijaya Sunder, Modukuri, Siddhartha 2022
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385. NO SAGE Exponential Technology, Industry 4.0 and Future of Jobs in India Review of Market Integration 10 2 10.1177/0974929218 Mashelkar, R.A. 2018
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386. NO SAGE Facebook Users’ Satisfaction and Intention to Continue Using It: Social Science Computer Review 10.1177/0894439321 Khan, Md Irfanuzzaman, Saleh, M. Abu 2022
Journals Applying the Expectation Confirmation Model 1066584

387. NO SAGE Financial discipline through inter-sectoral mergers and acquisitions: Environment and Planning A: Economy and 54 8 10.1177/0308518X22 Keenan, Liam, Monteath, Timothy, 2022
Journals Exploring the convergence of Global Production Networks and the Space 1115739 Wójcik, Dariusz
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388. NO SAGE Fred Trump, the Ku Klux Klan and Grassroots Redlining in Interwar Journal of Urban History 47 1 10.1177/0096144219 Ayers, Oliver 2021
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389. NO SAGE From Human Resources to Human Relationship Management NHRD Network Journal 11 3 10.1177/0974173920 Shekar, Y. 2018
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390. NO SAGE From STEM to PAVAM: A unified arts strategy for innovation, Industry and Higher Education 36 5 10.1177/0950422221 Etzkowitz, Henry, Kehl, Leila Maria, 2022
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391. NO SAGE Future of Work and the Importance of Upskilling in India NHRD Network Journal 15 3 10.1177/2631454122 Chakrabarti, Diganta 2022
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392. NO SAGE Future of Work: An Empirical Study to Understand Expectations of Business Perspectives and Research 8 2 10.1177/2278533719 Chopra, Anjali, Bhilare, Priyanka 2020
Journals the Millennials from Organizations 887457

393. NO SAGE Gender inequalities in the City of London advertising industry Environment and Planning A: Economy and 50 3 10.1177/0308518X17 Crewe, Louise, Wang, Annie 2018
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394. NO SAGE Guidance and control for own aircraft in the autonomous air Proceedings of the Institution of Mechanical 233 16 10.1177/0954410019 Dong, Yiqun, Ai, Jianliang, Liu, Jiquan 2019
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395. NO SAGE Gyan Fresh: Digital Transformation of Dairy Business with Resilience FIIB Business Review 10.1177/2319714522 Mishra, Anubhav, Shukla, Anuja 2022
Journals and Technology Innovation 1113374

396. NO SAGE Handling Resistance to Change When Societal and Workplace Logics Administrative Science Quarterly 66 2 10.1177/0001839220 Malhotra, Namrata, Zietsma, Charlene, 2021
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397. NO SAGE Harnessing Exaptation and Ecosystem Strategy for Accelerated California Management Review 64 3 10.1177/0008125621 Liu, Wei, Beltagui, Ahmad, Ye, Songhe 2022
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398. NO SAGE How business intelligence capability impacts decision-making Information Development 10.1177/0266666922 Alzghoul, Amro, Khaddam, Amineh A., 2022
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399. NO SAGE How do offshoring-related changes in job characteristics affect Journal of Information Technology 35 4 10.1177/0268396220 Zimmermann, Angelika, Lioliou, Eleni, 2020
Journals onshore managers’ affective organizational commitment? The 942237 Oliveira, João S.
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400. NO SAGE How does frugal innovation help young firms in the US? The Journal of General Management 10.1177/0306307022 Rahman, Zafrin, Shi, Wanying 2022
Journals moderating roles of venture capital investment and debt financing 1136407

401. NO SAGE How Managing Errors Facilitates Entrepreneurial Orientation: The The International Journal of Entrepreneurship 10.1177/1465750322 Turnalar-Çetinkaya, Neslihan 2022
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402. NO SAGE Impact of Pandemic SARS COVID-19 on Different Construction Public Works Management & Policy 10.1177/1087724X22 Waheeb, Rasha A., Wheib, Kusay A., 2022
Journals Project Management: Problems and Solutions 1113579 Andersen, Bjørn S., Al-Suhiili, Rafea
403. NO SAGE Implementing a Digital Strategy: Learning from the Experience of California Management Review 62 4 10.1177/0008125620 Correani, Alessia, De Massis, Alfredo, 2020
Journals Three Digital Transformation Projects 934864 Frattini, Federico, Petruzzelli, Antonio
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404. NO SAGE Influences on User Engagement in Online Professional Learning: A Review of Educational Research 91 4 10.3102/0034654321 Lee, Jane, Sanders, Taren, Antczak, 2021
Journals Narrative Synthesis and Meta-Analysis 997918 Devan, Parker, Rhiannon, Noetel,
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405. NO SAGE Influential Women? Policing Styles in Online Recruitment Materials Police Quarterly 23 1 10.1177/1098611119 Aiello, Michael F. 2020
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406. NO SAGE Innovation, Dynamic Capabilities, and Leadership California Management Review 61 1 10.1177/0008125618 Schoemaker, Paul J.H., Heaton, Sohvi, 2018
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407. NO SAGE Internet of Things, cybersecurity and governing wicked problems: International Relations 34 3 10.1177/0047117820 Carr, Madeline, Lesniewska, Feja 2020
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408. NO SAGE Is “People Focus” an Anachronism in Today’s HR World? NHRD Network Journal 11 3 10.1177/0974173920 Nambisan, Latha 2018
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409. NO SAGE Is the Project Manager’s Road to Success Paved Only with Clear Project Management Journal 51 2 10.1177/8756972819 Lo Presti, Alessandro, Elia, Angelo 2020
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410. NO SAGE IT Governance mechanism and IT-enabled dynamic capabilities Information Development 10.1177/0266666922 Ilmudeen, Aboobucker 2022
Journals drives firm performance: An empirical study in Sri Lanka 1074259

411. NO SAGE Khalid Mirza at SECP Asian Journal of Management Cases 10.1177/0972820121 Bashir, Mohsin, Sufi, Aneka F. 2021
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412. NO SAGE Leadership Effectiveness Among Women Entrepreneurs: The SEDME 49 2 10.1177/0970846422 Patil, Prachita, Kulkarni, Mohit, 2022
Journals Influence of Entrepreneurial Stimulus and Industry Affiliation 1103311 Deshpande, Yogesh

413. NO SAGE Leading Remotely in a Time of Crisis: Relationships with Emotional Journal of Leadership & Organizational 29 2 10.1177/1548051821 Wittmer, Jenell L.S., Hopkins, Margaret 2022
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414. NO SAGE Left Populism, State Building, Class Compromise, and Social Conflict Latin American Perspectives 46 1 10.1177/0094582X18 Clark, Patrick, García, Jacobo 2019
Journals in Ecuador’s Citizens’ Revolution 807723

415. NO SAGE Legitimacy Processes and Trajectories of Co-Prosumption Services: Journal of Service Research 26 1 10.1177/1094670521 Tiberius, Victor 2023
Journals Insights from Coworking Spaces 1050208

416. NO SAGE Locating the “Lordless Powers” in Ireland: Karl Barth, Novels, and Irish Theological Quarterly 84 3 10.1177/0021140019 Hargaden, Kevin 2019
Journals Theological Ethics in the Aftermath of the Celtic Tiger 849389

417. NO SAGE Looking east: (Re-)creating a social work “industry” in the People’s Critical Social Policy 40 3 10.1177/0261018319 Garrett, Paul Michael 2020
Journals Republic of China 853492

418. NO SAGE Making markets from the data of everyday life Environment and Planning A: Economy and 10.1177/0308518X22 Chandrashekeran, Sangeetha, Keele, 2022
Journals Space 1083985 Svenja

419. NO SAGE Measures Adopted for Promoting Inclusive and Sustainable Growth: Paradigm 22 2 10.1177/0971890718 Agrawal, Reena 2018
Journals An Empirical Study of India 787904

420. NO SAGE Microfoundations approach to strategic agility – Exploration to Journal of General Management 46 2 10.1177/0306307020 Sampath, Gayathri, Bhattacharyya, Som 2021
Journals operationalization 939359 Sekhar, Krishnamoorthy, Bala
421. NO SAGE Mobilizing B2B Electronic Marketplace: An Exploratory Study of Global Business Review 10.1177/0972150921 Sethi, Kanupriya, Biswas, Baidyanath, 2021
Journals Critical Success Factors among Indian Start-ups 1005675 Balodi, Krishna Chandra

422. NO SAGE Modeling Millennials’ Adoption Intentions of E-banking: Extending FIIB Business Review 10.1177/2319714521 Mer, Akansha, Virdi, Amarpreet Singh 2021
Journals UTAUT with Perceived Risk and Trust 1052614

423. NO SAGE Modelling the Enablers of e-Trading Adoption in Agricultural Vision 26 1 10.1177/0972262920 Chaudhary, Sanjay, Suri, P.K. 2022
Journals Marketing: A TISM-Based Analysis of eNAM 977979

424. NO SAGE Modelling the Relationship Between Information Technology Global Business Review 19 2 10.1177/0972150917 Panda, Sukanya, Rath, Santanu Kumar 2018
Journals Infrastructure and Organizational Agility: A Study in the Context of 713545
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425. NO SAGE Multi-Stage Partner Selection for Firms’ Non-Core Offerings: A IIM Kozhikode Society & Management 10.1177/2277975222 Chowdhury, Soumen, Das, Satyasiba 2022
Journals Study of The Telecom Sector of India Review 1111603

426. NO SAGE Mutual Fund Characteristics and Investment Performance in India Management and Labour Studies 43 1.h 10.1177/0258042X17 Babbar, Sonal, Sehgal, Sanjay 2018
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427. NO SAGE No Team is an Island: How Leaders Shape Networked Ecosystems California Management Review 64 1 10.1177/0008125621 Carboni, Inga, Cross, Rob, Edmondson, 2021
Journals for Team Success 1041784 Amy C.

428. NO SAGE NOESIS: Surfing the technological wave from Portugal Journal of Information Technology Teaching 12 2 10.1177/2043886921 Marques Silva, João Carlos, Pereira, José 2022
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429. NO SAGE Not all hubs are made equal: A case study of airport governance in European Urban and Regional Studies 28 3 10.1177/0969776421 Bloch, Jens Hundevad, Janko, Krzysztof, 2021
Journals Europe 998727 Thessen, Thomas, Jensen, Ole B., Lassen,
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430. NO SAGE Opportunities and challenges for big data analytics in US higher Industry and Higher Education 32 3 10.1177/0950422218 Attaran, Mohsen, Stark, John, Stotler, 2018
Journals education: A conceptual model for implementation 770937 Derek

431. NO SAGE Optimizing Customer Involvement: How Close Should You Be to California Management Review 65 1 10.1177/0008125622 Sampson, Scott E., Chase, Richard B. 2022
Journals Your Customers? 1118117

432. NO SAGE Organizational Transformation Through Service Design: The Journal of Service Research 21 1 10.1177/1094670517 Kurtmollaiev, Seidali, Fjuk, Annita, 2018
Journals Institutional Logics Perspective 738371 Pedersen, Per Egil, Clatworthy, Simon,
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433. NO SAGE Overview: Why and How Does Reflection Matter in Workplace Advances in Developing Human Resources 22 3 10.1177/1523422320 Faller, Pierre, Lundgren, Henriette, 2020
Journals Learning? 927295 Marsick, Victoria

434. NO SAGE Pan-Islamic bonds and interest: Ottoman bonds, Red Crescent The Indian Economic & Social History Review 55 2 10.1177/0019464618 O’Sullivan, Michael 2018
Journals remittances and the limits of Indian Muslim capital, 1877–1924 760453

435. NO SAGE Peer Interaction and Pioneering Organizational Form Adoption: A Organization Studies 43 8 10.1177/0170840621 Cheung, Zeerim, Gustafsson, Robin, 2022
Journals tale of the first two for-profit stock exchanges 1024570 Nykvist, Rasmus

436. NO SAGE Poverty and Agriculture in Southern Africa Revisited: A Panel SAGE Open 9 1 10.1177/2158244019 Victor Bekun, Festus, Akadiri, Seyi Saint 2019
Journals Causality Perspective 828853

437. NO SAGE Preserving Power after Empire: The Credibility Trap and France’s War in History 27 1 10.1177/0968344518 DeVore, Marc R. 2020
Journals Intervention in Chad, 1968–72 758359

438. NO SAGE Principles, methods, contributions, and limitations of design science Recherche et Applications en Marketing 37 2 10.1177/2051570721 Jacob, Florence, Pez, Virginie, Volle, 2022
Journals research in marketing: Illustrative application to customer journey (English Edition) 1032537 Pierre
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439. NO SAGE Prioritizing the influencing factors of utaut-2 model toward mobile Competition and Regulation in Network 22 3.h 10.1177/1783591721 Patharia, Ishani, Pandey, Anjana, Gupta, 2021
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440. NO SAGE Probing the Links Between Team Resilience, Competitive Business Perspectives and Research 8 2 10.1177/2278533719 Sharma, Shikha, Sharma, Sanjeev K. 2020
Journals Advantage, and Organizational Effectiveness: Evidence from 887458
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441. NO SAGE Problem-solving for problem-solving: Data analytics to identify Critical Social Policy 42 2 10.1177/0261018321 Edwards, Rosalind, Gillies, Val, Gorin, 2022
Journals families for service intervention 1020294 Sarah

442. NO SAGE Project Management Practices in Private Organizations Project Management Journal 50 1 10.1177/8756972818 Tereso, Anabela, Ribeiro, Pedro, 2019
Journals 810966 Fernandes, Gabriela, Loureiro, Isabel,
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443. NO SAGE Putting Technology in Its Place: Design Thinking’s Social Technology California Management Review 62 2 10.1177/0008125619 Liedtka, Jeanne 2020
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444. NO SAGE Reaching People Where They Are: Remote Macroergonomics Proceedings of the Human Factors and 66 1 10.1177/1071181322 Hill, Jordan R., Abebe, Ephrem, Holden, 2022
Journals Research Ergonomics Society Annual Meeting 661012 Richard J., McLaughlin, Anne Collins,
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445. NO SAGE Redefining Emerging Start-ups’ Issues in India During Pandemic SEDME 48 1 10.1177/0970846421 Mahapatra, Durga MadhabBaral, Sukanta 2021
Journals Time 1066182 Kumar

446. NO SAGE Regional Cooperation in Industrial Revolution 4.0 and South Asia: South Asia Economic Journal 21 1 10.1177/1391561420 Mukherjee, Arpita, Satija, Divya 2020
Journals Opportunities, Challenges and Way Forward 908078

447. NO SAGE Remote Work and Post-Bureaucracy: Unintended Consequences of ILR Review 76 1 10.1177/0019793922 de Laat, Kim 2023
Journals Work Design for Gender Inequality 1076134

448. NO SAGE Researching Finnish library responses to Covid-19 digital literacy Journal of Librarianship and Information 10.1177/0961000622 Rivera-Macias, Berenice, Casselden, Biddy 2022
Journals challenges through the employment of reflective practice Science 1130781

449. NO SAGE Rethinking digital ethnography: A qualitative approach to Qualitative Research 22 6 10.1177/1468794121 Ritter, Christian S. 2022
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450. NO SAGE Rethinking Service Systems and Public Policy: A Transformative Journal of Public Policy & Marketing 40 2 10.1177/0743915620 Boenigk, Silke, Fisk, Raymond, Kabadayi, 2021
Journals Refugee Service Experience Framework 962815 Sertan, Alkire, Linda, Cheung, Lilliemay,
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451. NO SAGE Role Distancing and the Persistence of Long Work Hours in Organization Studies 43 1 10.1177/0170840620 Lupu, Ioana, Ruiz-Castro, Mayra, Leca, 2022
Journals Professional Service Firms 934064 Bernard

452. NO SAGE Self-Responsibility and Activation for Lone Mothers in the United American Behavioral Scientist 63 1 10.1177/0002764218 Millar, Jane 2019
Journals Kingdom 816804

453. NO SAGE Service Research Priorities: Designing Sustainable Service Journal of Service Research 24 4 10.1177/1094670521 Field, Joy M., Fotheringham, Darima, 2021
Journals Ecosystems 1031302 Subramony, Mahesh, Gustafsson, Anders,
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454. NO SAGE Service Research Priorities: Managing and Delivering Service in Journal of Service Research 24 3 10.1177/1094670521 Ostrom, Amy L., Field, Joy M., 2021
Journals Turbulent Times 1021915 Fotheringham, Darima, Subramony,
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455. NO SAGE Share and Share Alike: How Inner Source Can Help Create New California Management Review 64 1 10.1177/0008125621 Morgan, Lorraine, Gleasure, Rob, Baiyere, 2021
Journals Digital Platforms 1044830 Abayomi, Dang, Hong Phuc

456. NO SAGE Societal Digital Platforms: Architecture and Design Vision 10.1177/0972262921 Choudhary, Prashant Kumar, Kaushik, 2021
Journals 1056706 Anjali, Bharadwaj, Sangeeta Shah

457. NO SAGE Soft Side of Digital Transformation: The Connected Employee South Asian Journal of Human Resources 7 1 10.1177/2322093720 Sivaraman, Anand 2020
Journals Management 919336

458. NO SAGE Solving Post-acquisition Integration Failure from the Outside-in Journal of Creating Value 6 2 10.1177/2394964320 Takhtehkar, Jawad Sayadi, Rademakers, 2020
Journals 967787 Martijn F.

459. NO SAGE Standing on the shoulders of tech giants: Media delivery, streaming New Media & Society 23 11 10.1177/1461444820 Chalaby, Jean K., Plunkett, Steve 2021
Journals television and the rise of global suppliers 946681

460. NO SAGE Sustainable entrepreneurship: Factors influencing opportunity The International Journal of Entrepreneurship 10.1177/1465750322 Sarma, Sumita, Attaran, Sharmin, Attaran, 2022
Journals recognition and exploitation and Innovation 1093007 Mohsen

461. NO SAGE Team adaptation and the changing nature of work: Lessons from Australian Journal of Management 45 3 10.1177/0312896220 Rico, Ramon, Gibson, Cristina, Sanchez- 2020
Journals practice, evidence from research, and challenges for the road ahead 918908 Manzanares, Miriam, Clark, Mark A.

462. NO SAGE Technology-Facilitated Abuse in Intimate Relationships: A Scoping Trauma, Violence, & Abuse 10.1177/1524838022 Rogers, Michaela M., Fisher, Colleen, Ali, 2022
Journals Review 1090218 Parveen, Allmark, Peter, Fontes, Lisa

463. NO SAGE The Boon and Bane of Blockchain: Getting the Governance Right California Management Review 64 3 10.1177/0008125622 Goldsby, Curtis, Hanisch, Marvin 2022
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464. NO SAGE The Challenges of Institutional Distance: Data Privacy Issues in Science, Technology and Society 24 1 10.1177/0971721818 Abed, Yashar, Chavan, Meena 2019
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465. NO SAGE The Convertible Learning System: A Certainty for Uncertain Times Journal of Education 10.1177/0022057422 Abuhmaid, Atef, Kaur, Irameet, Joordens, 2022
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466. NO SAGE The corporate nationality: A question of culture and community? Journal of Modern European History 18 1 10.1177/1611894419 Godelier, Eric 2020
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467. NO SAGE The de-institutionalisation of power beyond the state European Journal of International Relations 28 1 10.1177/1354066121 White, Jonathan 2022
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468. NO SAGE The effect of employee affective and cognitive trust in leadership on Australian Journal of Management 45 4 10.1177/0312896219 Fischer, Sarah, Hyder, Shannon, Walker, 2020
Journals organisational citizenship behaviour and organisational 899450 Arlene
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469. NO SAGE The Emergence and Evolution of Digital Social Ventures in Dublin, Nonprofit and Voluntary Sector Quarterly 10.1177/0899764022 Cannon, Sheila M., Dart, Raymond 2022
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470. NO SAGE The exclusion of serious and organised offenders and their victims Criminology & Criminal Justice 23 1 10.1177/1748895821 D’Souza, Nikki, Shapland, Joanna 2023
Journals from the offer of restorative justice: Should this be so and what 1021703
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471. NO SAGE The extensification of managerial work in the digital age: Middle Human Relations 75 9 10.1177/0018726721 Hassard, John, Morris, Jonathan 2022
Journals managers, spatio-temporal boundaries and control 1003123

472. NO SAGE The Fourth Industrial Revolution and Its Implications for Regional Journal of Asian Economic Integration 1 1 10.1177/2631684618 Menon, Jayant, Fink, Anna 2019
Journals Economic Integration in ASEAN 821566
473. NO SAGE The non-sovereign territories: Economic and environmental European Urban and Regional Studies 28 3 10.1177/0969776421 Harvey W. Armstrong, Robert Read 2021
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474. NO SAGE The nowtopia of the riverbank: Elder environmental activism Environment and Planning E: Nature and 2 3 10.1177/2514848619 Gearey, Mary, Ravenscroft, Neil 2019
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475. NO SAGE The Primary Care Clinic as Writing Space Written Communication 36 3 10.1177/0741088319 Opel, Dawn S., Hart-Davidson, William 2019
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476. NO SAGE The Role of For-Profit Firms in Disaster Management: A Typology Journal of Macromarketing 41 4 10.1177/0276146721 Arora, Swapan Deep, Chakraborty, 2021
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477. NO SAGE The Role of Social Capital on Rural Enterprises Economic SAGE Open 11 3 10.1177/2158244021 Aritenang, Adiwan 2021
Journals Performance: A Case Study in Indonesia Villages 1044178

478. NO SAGE The Sociology of Personal Identification Sociological Theory 39 4 10.1177/0735275121 Brensinger, Jordan, Eyal, Gil 2021
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479. NO SAGE The strange case of “Ugo Fantozzi robot”: Control and resistance Organization 28 4 10.1177/1350508420 Carollo, Luca 2021
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480. NO SAGE Time paradoxes of neoliberalism: How time management Time & Society 31 2 10.1177/0961463X21 Strzelecka, Celina 2022
Journals applications change the way we live 1059727

481. NO SAGE Towards a New Paradigm: Employee Development through OD NHRD Network Journal 15 3 10.1177/2631454122 Ramamoorthy, Sankarasubramanyan 2022
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482. NO SAGE Tracing the evolution of digitalisation research in business and Journal of Information Science 10.1177/0165551522 Talafidaryani, Mojtaba, Jalali, Seyed 2023
Journals management fields: Bibliometric analysis, topic modelling and deep 1148365 Mohammad Jafar, Moro, Sérgio
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483. NO SAGE Transforming commercial contracts through computable Journal of Strategic Contracting and 6 1 10.1177/2055563621 Cummins, John, Clack, Christopher D. 2022
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484. NO SAGE Trends in Performance Management System: A Study of Indian Global Business Review 23 2 10.1177/0972150919 Agrawal, Soni 2022
Journals Service Provider Companies 867853

485. NO SAGE Trust in Gig Economy NHRD Network Journal 13 4 10.1177/2631454120 Nath, Pramath 2020
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486. NO SAGE Two forms of organizational unlearning: Insights from engaged Management Learning 51 5 10.1177/1350507620 Grisold, Thomas, Klammer, Adrian, 2020
Journals scholarship research with change consultants 916042 Kragulj, Florian

487. NO SAGE Uncovering the complexities of remote leadership and the usage of German Journal of Human Resource 36 3 10.1177/2397002222 Krehl, Eva-Helen, Büttgen, Marion 2022
Journals digital tools during the COVID-19 pandemic: A qualitative diary Management 1083697
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488. NO SAGE Under pressure: Understanding the dynamics of coordination in IT 35 2 10.1177/0268396219 Kotlarsky, Julia, van den Hooff, Bart, 2020
Journals functions under business-as-usual and emergency conditions 881461 Geerts, Leonie

489. NO SAGE Understanding the impact of the Covid-19 pandemic through the BRQ Business Research Quarterly 24 3 10.1177/2340944421 Gopalakrishnan, Shanthi, Kovoor-Misra, 2021
Journals lens of innovation 1013357 Sarah

490. NO SAGE Understanding the Surprising and Oversized Use of Ridesourcing Transportation Research Record 2673 11 10.1177/0361198119 Atkinson-Palombo, Carol, Varone, 2019
Journals Services in Poor Neighborhoods in New York City 835809 Lorenzo, Garrick, Norman W.
491. NO SAGE Unequal futures of rural mobility: Challenges for a “Smart Local Economy 35 6 10.1177/0269094220 Bosworth, Gary, Price, Liz, Collison, 2020
Journals Countryside” 968231 Martin, Fox, Charles

492. NO SAGE Unsolicited urbanism: development monopolies, regulatory- Environment and Planning A: Economy and 53 3 10.1177/0308518X20 Rogers, Dallas, Gibson, Chris 2021
Journals technical fixes and planning-as-deal-making Space 952421

493. NO SAGE Urban robotic experimentation: San Francisco, Tokyo and Dubai Urban Studies 58 4 10.1177/0042098020 While, Aidan H., Marvin, Simon, Kovacic, 2021
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494. NO SAGE Using machine learning algorithms to predict individuals’ tendency Information Development 10.1177/0266666922 Huseynov, Farid, Ozdenizci Kose, Busra 2022
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495. NO SAGE Value creation from big data: Looking inside the black box Strategic Organization 16 2 10.1177/1476127017 Zeng, Jing, Glaister, Keith W. 2018
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496. NO SAGE Value Impedance and Dynamic Capabilities: The Case of MedTech California Management Review 64 4 10.1177/0008125622 Pundziene, Asta, Gutmann, Tobias, 2022
Journals Incumbent-Born Digital Healthcare Platforms 1099326 Schlichtner, Marc

497. NO SAGE Varieties of crisis and working conditions: A comparative study of European Journal of Industrial Relations 26 1 10.1177/0959680119 Psychogios, Alexandros, Szamosi, Leslie 2020
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498. NO SAGE When Artificial Intelligence Meets Behavioural Economics NHRD Network Journal 14 2 10.1177/2631454120 Balasubramanian, Girish 2020
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499. NO SAGE Who Benefitted From the PyeongChang Olympic Announcement? Journal of Sports Economics 23 1 10.1177/1527002521 Hayduk, Ted 2022
Journals Evidence From the South Korean Stock Market 1030161

500. NO SAGE Working Closets: Mapping Queer Professional Discourses and Why Journal of Business and Technical 33 1 10.1177/1050651918 Cox, Matthew B. 2019
Journals Professional Communication Studies Need Queer Rhetorics Communication 798691

501. NO SAGE Young Middle-Class Women, Consumption and Fitness in South Asia Research 40 1 10.1177/0262728019 Maddox, Callie Batts 2020
Journals Contemporary India: “To Tackle All That is Thrown Her Way” 895346

502. NO Science A novel optimized vertical handover framework for seamless Future Generation Computer Systems 79 1 10.1016/j.future.2017 Xiaohong Li, Feng Liu, Zhiyong Feng, 2018
Direct networking integration in cyber-enabled systems .03.031 Guangquan Xu, Zhangjie Fu

503. NO Science A Private Blockchain Platform to Manage Data Exchange Between IFAC-PapersOnLine 55 10 10.1016/j.ifacol.2022. Selmen BOUBAKER. Parisa 2022
Direct Supply Chain Partners 10.222 DOLATINEGHABADI, Gael CLEMENT,
Yassine HAMDAOUI, Aissa BOUTALEB
504. NO Science A risk prediction model for software project management based on Information and Software Technology 131 10.1016/j.infsof.2020 Alexsandro Souza Filippetto, Robson 2021
Direct similarity analysis of context histories .106497 Lima, Jorge Luis Victória Barbosa

505. NO Science A survey on the use of blockchain for future 6G: Technical aspects, Journal of Industrial Information Integration 30 10.1016/j.jii.2022.10 Anshuman Kalla, Chamitha de Alwis, 2022
Direct use cases, challenges and research directions 0404 Pawani Porambage, Gürkan Gür,
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506. NO Science A systematic mapping study and practitioner insights on the use of Information and Software Technology 156 10.1016/j.infsof.2022 Silvio Alonso, Marcos Kalinowski, Bruna 2023
Direct software engineering practices to develop MVPs .107144 Ferreira, Simone D.J. Barbosa, Hélio Lopes

507. NO Science A taxonomy of scaling agility The Journal of Strategic Information Systems 31 3 10.1016/j.jsis.2022.1 Everist Limaj, Edward W.N. Bernroider 2022
Direct 01721

508. NO Science A Web Service Security Governance Approach Based on Dedicated Procedia Computer Science 159 10.1016/j.procs.2019. Sarra Abidi, Mehrez Essafi, Chirine 2019
Direct Micro-services 09.192 Ghedira Guegan, Myriam Fakhri, Hamad
Witti, Henda Hjjami Ben Ghezala
509. NO Science ABCDE—agile block chain DApp engineering Blockchain: Research and Applications 1 1-2 10.1016/j.bcra.2020.1 Lodovica Marchesi, Michele Marchesi, 2020
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510. NO Science Acceptance of an agile methodology in the public sector Procedia Computer Science 138 10.1016/j.procs.2018. Afonso Ribeiro, Luísa Domingues 2018
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511. NO Science Advanced agile approaches to improve engineering activities Procedia Manufacturing 25 10.1016/j.promfg.201 Carsten Burchardt, Bettina Maisch 2018
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512. NO Science Agile Business Model Innovation in Digital Entrepreneurship: Lean Journal of Business Research 110 10.1016/j.jbusres.201 Antonio Ghezzi, Angelo Cavallo 2020
Direct Startup Approaches 8.06.013

513. NO Science Agile elicitation of scalability requirements for open systems: A case Journal of Systems and Software 182 10.1016/j.jss.2021.11 Gunnar Brataas, Antonio Martini, Geir 2021
Direct study 1064 Kjetil Hanssen, Georg Ræder

514. NO Science Agile for HR: Fine in practice, but will it work in theory? Human Resource Management Review 31 4 10.1016/j.hrmr.2020. John McMackin, Margaret Heffernan 2021
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515. NO Science Agile logic for SaaS implementation: Capitalizing on marketing Journal of Business Research 145 10.1016/j.jbusres.202 Joel Mero, Miira Leinonen, Hannu 2022
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516. NO Science Agile office work as embodied spatial practice: A spatial perspective Scandinavian Journal of Management 39 1 10.1016/j.scaman.202 Andrea Simone Barth, Susanne 2023
Direct on ‘open’ New Work environments 2.101258 Blazejewski

517. NO Science An analysis of online developer conversations on delayed work Information and Software Technology 129 10.1016/j.infsof.2020 Abdoul-Djawadou Salaou, Daniela 2021
Direct items in IBM Jazz .106435 Damian, Casper Lassenius, Dragoş Voda,
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518. NO Science An approach for increase of digital/IT innovation adoption for Transportation Research Procedia 63 10.1016/j.trpro.2022. Tatiana Lisienkova, Evgeniya Chelekova, 2022
Direct sustainable development of transportation system 06.049 Irina Mitrofanova, Tatiana Shindina,
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519. NO Science An evaluation of agile Ontology Engineering Methodologies for the Computers in Industry 140 10.1016/j.compind.20 Daniele Spoladore, Elena Pessot 2022
Direct digital transformation of companies 22.103690

520. NO Science An exploratory analysis of the cybersecurity threat landscape for Procedia Computer Science 219 10.1016/j.procs.2023. Seth Sarefo, Maurice Dawson, Mphago 2023
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521. NO Science An open platform centric approach for scalable government service Government Information Quarterly 36 3 10.1016/j.giq.2019.0 Sandip Mukhopadhyay, Harry Bouwman, 2019
Direct delivery to the poor: The Aadhaar case 5.001 Mahadeo Prasad Jaiswal

522. NO Science An optimization model for the design of supply chains considering Cleaner Engineering and Technology 11 10.1016/j.clet.2022.1 Fernando Antonio, Juan Atayde, Martin 2022
Direct disruptions from pandemic uncertainty and infection trends 00577 Yamzon, Charlle Sy

523. NO Science Antecedents of technological readiness in times of crises: A Technology in Society 72 10.1016/j.techsoc.202 Susanne Durst, Andrés Davila, Samuel 2023
Direct comparison between before and during COVID-19 2.102195 Foli, Sascha Kraus, Cheng-Feng Cheng

524. NO Science Aspects of modelling requirements in very-large agile systems Journal of Systems and Software 199 10.1016/j.jss.2023.11 Grischa Liebel, Eric Knauss 2023
Direct engineering 1628

525. NO Science Assessing the quantum-resistant cryptographic agility of routing and Journal of Information Security and 46 10.1016/j.jisa.2019.0 Kyrylo Petrenko, Atefeh Mashatan, Farid 2019
Direct switching IT network infrastructure in a large-size financial Applications 3.007 Shirazi
organization
526. NO Science Automated Pipeline for the Deployment using OpenShift Automated Pipeline for the Deployment 10.1016/j.procs.2022. Mandepudi Nobel Chowdary, Sankeerth 2022
Direct using OpenShift 12.025 Bussa, Chennupati Kumar Chowdary,
Manu Gupta
527. NO Science Big Data analytics in Agile software development: A systematic Information and Software Technology 132 10.1016/j.infsof.2020 Katarzyna Biesialska, Xavier Franch, Victor 2021
Direct mapping study .106448 Muntés-Mulero
528. NO Science Brand response to environmental turbulence: A framework and International Journal of Research in 39 2 10.1016/j.ijresmar.20 Lopo Rego, Michael Brady, Robert Leone, 2022
Direct propositions for resistance, recovery and reinvention Marketing 21.10.006 John Roberts, Chandra Srivastava,
Rajendra Srivastava
529. NO Science Building dynamic capabilities for digital transformation: An ongoing Long Range Planning 52 3 10.1016/j.lrp.2018.12 Karl S.R. Warner, Maximilian Wäger 2019
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530. NO Science Building traits for organizational resilience through balancing Scandinavian Journal of Management 35 1 10.1016/j.scaman.201 Thomas Andersson, Mikael Cäker, Stefan 2019
Direct organizational structures 9.01.001 Tengblad, Mikael Wickelgren

531. NO Science Business models and organization design Long Range Planning 51 1 10.1016/j.lrp.2017.07 Øystein D. Fjeldstad, Charles C. Snow 2018
Direct .008

532. NO Science Business models shifts: Impact of Covid-19 International Journal of Information 54 10.1016/j.ijinfomgt.2 Priya Seetharaman 2020
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533. NO Science Calling Baumol: What telephones can tell us about the allocation of Journal of Business Venturing 37 5 10.1016/j.jbusvent.20 Alina Sorgner, Michael Wyrwich 2022
Direct entrepreneurial talent in the face of radical institutional changes, 22.106246

534. NO Science Case study as a methodological foundation for Technology Journal of Engineering and Technology 67 10.1016/j.jengtecman Bingjie Ding, Xavier Ferràs Hernández 2023
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535. NO Science CC-Qual: A holistic scale to assess customer perceptions of service International Journal of Information 49 10.1016/j.ijinfomgt.2 Frederic Marimon, Josep Llach, Mar 2019
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536. NO Science Chapter 16 - Enterprise resource planning–driven redesign Business Process Change (Fourth Edition) 10.1016/B978-0-12- Paul Harmon 2019
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537. NO Science Chapter 21 - Model management and ModelOps: managing an Practical Data Analytics for Innovation in 10.1016/B978-0-323- Thomas Hill 2023
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538. NO Science Chapter 3 - Scope, Rigor, Complexity, and Project Perspectives The UX Book (Second Edition) 10.1016/B978-0-12- Rex Hartson, Pardha Pyla 2019
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539. NO Science Chapter 9 - Smart Green Healthy Communities: Cases of Science Climate Preservation in Urban Communities 10.1016/B978-0-12- Woodrow W. Clark 2019
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540. NO Science Chapter Eight - Scope of industry 4.0 components in manufacturing In Woodhead Publishing Reviews: Mechanical 10.1016/B978-0-323- Arora Monika, Buttan Apoorva, Kumar 2022
Direct SMEs Engineering Series 91854-1.00003-0 Anuj, Pujari Purvi, Sabharwal Jyotsana

541. NO Science Chapter Six - The Use of Blockchains: Application-Driven Analysis of Advances in Computers 111 10.1016/bs.adcom.20 Bruno Rodrigues, Thomas Bocek, 2018
Direct Applicability 18.03.011 Burkhard Stiller

542. NO Science Co-creating social media agility to build strong customer-firm Industrial Marketing Management 84 10.1016/j.indmarman Shu-Hui Chuang 2020
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543. NO Science Continuous auditing and threat detection in multi-cloud Computers & Security 102 10.1016/j.cose.2020.1 K.A. Torkura, Muhammad I.H. Sukmana, 2021
Direct infrastructure 02124 Feng Cheng, Christoph Meinel

544. NO Science Correcting analytics maturity myopia Correcting analytics maturity myopia 61 2 10.1016/j.bushor.201 Abdul Ali, Ruben Mancha, Dessislava 2018
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545. NO Science Creating a sustainable digital infrastructure: The role of service- Procedia Computer Science 181 10.1016/j.procs.2021. Eli Hustad, Dag H. Olsen 2021
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546. NO Science Creating an innovative digital project team: Levers to enable digital Business Horizons 62 6 10.1016/j.bushor.201 Patricia J. Guinan, Salvatore Parise, Nan 2019
Direct transformation 9.07.005 Langowitz

547. NO Science Critical impact of organizational and individual inertia in explaining Computers & Security 80 10.1016/j.cose.2018.0 Mario Sillic 2019
Direct non-compliant security behavior in the Shadow IT context 9.012

548. NO Science Customer agility and responsiveness through big data analytics for Government Information Quarterly 35 2 10.1016/j.giq.2017.1 Akemi Takeoka Chatfield, Christopher G. 2018
Direct public value creation: A case study of Houston 311 on-demand 1.002 Reddick
services
549. NO Science Data strategies for global value chains: Hybridization of small and Journal of Business Research 144 10.1016/j.jbusres.202 Srinath Rengarajan, Gopalakrishnan 2022
Direct big data in the aftermath of COVID-19 2.02.042 Narayanamurthy, Roger Moser, Vijay
Pereira
550. NO Science DECIDE: An Agile event-and-data driven design methodology for Data & Knowledge Engineering 130 10.1016/j.datak.2020. Lilia Sfaxi, Mohamed Mehdi Ben Aissa 2020
Direct decisional Big Data projects 101862

551. NO Science Determining factors driving sustainable performance through the Journal of Cleaner Production 203 10.1016/j.jclepro.201 Darian Pearce, Manoj Dora, Joshua 2018
Direct application of lean management practices in horticultural primary 8.08.170 Wesana, Xavier Gellynck
production
552. NO Science Digital service teams in government Government Information Quarterly 10.1016/j.giq.2019.0 Ines Mergel 2019
Direct 7.001

553. NO Science Digital transformation of maritime logistics: Exploring trends in the Computers in Industry 145 10.1016/j.compind.20 Zeeshan Raza, Johan Woxenius, Ceren 2023
Direct liner shipping segment 22.10381 Altuntas Vural, Mikael Lind

554. NO Science Digital transformation: A systematic literature review Computers & Industrial Engineering 162 10.1016/j.cie.2021.10 Xiaoteng Zhu, Shilun Ge, Nianxin Wang 2021
Direct 7774

555. NO Science Digitalization of project management: Opportunities in research Project Leadership and Society 3 10.1016/j.plas.2022.1 Carl Marnewick, Annlizé L. Marnewick 2022
Direct and practice 00061

556. NO Science Do teams need both hands? An analysis of team process International Journal of Information 51 10.1016/j.ijinfomgt.2 Chanhee Kwak, Junyeong Lee, Heeseok 2020
Direct ambidexterity and the enabling role of information technology Management 019.11.006 Lee

557. NO Science Employee agility and enterprise social media: The Role of IT Technology in Society 63 10.1016/j.techsoc.202 Abdul Hameed Pitafi, Muhammad Imran 2020
Direct proficiency and work expertise 0.101333 Rasheed, Shamsa Kanwal, Minglun Ren

558. NO Science Evaluating the benefits of Cloud Computing in Small, Medium and Procedia Computer Science 181 10.1016/j.procs.2021. Phenyo Modisane, Osden Jokonya 2021
Direct Micro-sized Enterprises (SMMEs) 01.231

559. NO Science Exploring the relationships between IT competence, innovation The Journal of Strategic Information Systems 10.1016/j.jsis.2017.0 T. Ravichandran 2018
Direct capacity and organizational agility 7.002

560. NO Science Extracting Customer Traces from CRMS: From Software to Process Procedia Manufacturing 32 10.1016/j.promfg.201 Cristina-Claudia Osman, Ana-Maria 2019
Direct Models 9.02.261 Ghiran

561. NO Science Financing urban development, three business models: Progress in Planning 154 10.1016/j.progress.20 2021
Direct Johannesburg, Shanghai and London 20.100513 Jennifer Robinson, Philip Harrison, Jie
Shen, Fulong Wu
562. NO Science Finding evacuation routes using traffic and network structure Transportation Research Part D: Transport 95 10.1016/j.trd.2021.10 Reuben Tamakloe, Jungyeol Hong, Jihoon 2021
Direct information and Environment 2853 Tak, Dongjoo Park

563. NO Science Flexible global working arrangements: An integrative review and Human Resource Management Review 31 4 10.1016/j.hrmr.2020. Stefan Jooss, Anthony McDonnell, Kieran 2021
Direct future research agenda 100780 Conroy

564. NO Science Fog computing architecture for personalized recommendation of Expert Systems with Applications 140 10.1016/j.eswa.2019. Elena Hernández-Nieves, Guillermo 2020
Direct banking products 112900 Hernández, Ana-Belén Gil-González, Sara
Rodríguez-González, Juan M. Corchado
565. NO Science From sandbox to pandemic: Agile reform of Canadian drug Health Policy 125 9 10.1016/j.healthpol.2 Ipek Eren Vural, Matthew Herder, Janice 2021
Direct regulation 021.04.018 E. Graham

566. NO Science Fuzzy AHP based prioritization and taxonomy of software process Applied Soft Computing 83 10.1016/j.asoc.2019.1 Arif Ali Khan, Mohammad Shameem, 2019
Direct improvement success factors in global software development 05648 Rakesh Ranjan Kumar, Shahid Hussain,
Xuefeng Yan
567. NO Science Genetic algorithm based probabilistic model for agile project Applied Soft Computing 135 10.1016/j.asoc.2023.1 Mohammad Shameem, Mohammad 2023
Direct success in global software development 09998 Nadeem, Abu Taha Zamani

568. NO Science Giovanni Giachetti, José Luis de la Vara, Beatriz Marín Computer Standards & Interfaces 86 10.1016/j.csi.2023.10 Giovanni Giachetti, José Luis de la Vara, 2023
Direct 3737 Beatriz Marín

569. NO Science How data-driven innovation capability is shaping the future of Technological Forecasting and Social Change 174 10.1016/j.techfore.20 Saida Sultana, Shahriar Akter, Elias 2022
Direct market agility and competitive performance? 21.121260 Kyriazis

570. NO Science How does artificial intelligence create business agility? Evidence International Journal of Information 66 10.1016/j.ijinfomgt.2 Xuequn Wang, Xiaolin Lin, Bin Shao 2022
Direct from chatbots Management 022.102535

571. NO Science HRM operational models and practices to enable strategic agility in Journal of Business Research 133 10.1016/j.jbusres.202 Ambisisi Ambituuni, Farzaneh Azizsafaei, 2021
Direct PBOs: Managing paradoxical tensions 1.04.048 Anne Keegan

572. NO Science Hybridization of valuation procedures as a medicine supporting the Land Use Policy 99 10.1016/j.landusepol. Paul Harmon 2020
Direct real estate market and sustainable land use development during 2020.105070
the covid-19 pandemic and afterwards
573. NO Science Identifying Digital Transformation Paths in the Business Model of Journal of Open Innovation: Technology, 6 4 10.3390/joitmc60401 Anjar Priyono, Abdul Moin, Vera Nur Aini 2020
Direct SMEs during the COVID-19 Pandemic Market, and Complexity 04 Oktaviani Putri

574. NO Science Impact of IT governance mechanisms on organizational agility and International Journal of Accounting 40 10.1016/j.accinf.2021 Jie Zhen, Zongxiao Xie, Kunxiang Dong 2021
Direct the role of top management support and IT ambidexterity Information Systems .100501

575. NO Science Implementation of Chatbot in Online Commerce, and Open Journal of Open Innovation: Technology, 7 2 10.3390/joitmc70201 María D. Illescas-Manzano, Noé Vicente 2021
Direct Innovation Market, and Complexity 25 López, Nuno Afonso González, Carmen
Cristofol Rodríguez
576. NO Science Information technology capability and organisational agility: A study Tourism Management Perspectives 33 10.1016/j.tmp.2019.1 Lucía Melián-Alzola, Margarita 2020
Direct in the Canary Islands hotel industry 00606 Fernández-Monroy, Marisa Hidalgo-
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577. NO Science Innovation labs from a participants' perspective Journal of Business Research 110 10.1016/j.jbusres.201 Florian Fecher, Johanna Winding, Katja 2020
Direct 8.05.039 Hutter, Johann Füller

578. NO Science Intelligent purchasing: How artificial intelligence can redefine the Journal of Business Research 124 10.1016/j.jbusres.202 Oihab Allal-Chérif, Virginia Simón-Moya, 2021
Direct purchasing function 0.11.050 Antonio Carlos Cuenca Ballester

579. NO Science Intelligent waste management system using deep learning with IoT Journal of King Saud University - Computer 34 5 10.1016/j.jksuci.2020 Md. Wahidur Rahman, Rahabul Islam, 2022
Direct and Information Sciences .08.016 Arafat Hasan, Nasima Islam Bithi, Md.
Mahmodul Hasan, Mohammad Motiur
Rahman
580. NO Science International publication trends in Lean Agile Management Procedia Computer Science 10.1016/j.procs.2023. Julia Yumi Ito, Franciane Freitas Silveira, 2023
Direct research: a bibliometric analysis 01.337 Igor Polezi Munhoz, Alessandra Cristina
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581. NO Science Investigating the effect of social media application on firm Journal of Business Research 139 10.1016/j.jbusres.202 Yu Ye, Qionglei Yu, Yongjun Zheng, Yi 2022
Direct capabilities and performance: The perspective of dynamic capability 1.10.008 Zheng
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582. NO Science Knowledge absorption capacity's efficacy to enhance innovation Journal of Innovation & Knowledge 7 3 10.1016/j.jik.2022.10 Adnan Khan, Meng Tao 2022
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capability
583. NO Science Lean additives in a service factory: A design science approach Technovation 184 10.1016/j.technovatio Vijaya Sunder M, L.S. Ganesh 2021
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584. NO Science Lean Startup Approaches(LSAs): Convergence, Integration and Technological Forecasting and Social Change 179 10.1016/j.techfore.20 Wang Chengbin, Wang Hongbin, Dai Min, 2022
Direct Improvement 22.121640 Fang Yongyan

585. NO Science Manoeuvring flight of a model insect—Saccadic yaw and sideslip Computers & Fluids 180 10.1016/j.compfluid. Yang Yao, Yeo K.S. 2019
Direct 2019.01.004

586. NO Science Marketing ecosystem: An outside-in view for sustainable advantage Industrial Marketing Management 88 10.1016/j.indmarman Jonathan Z. Zhang, George F. Watson IV 2020
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587. NO Science Navigating disruptive crises through service-led growth: The impact Industrial Marketing Management 88 10.1016/j.indmarman Mario Rapaccini, Nicola Saccani, Christian 2020
Direct of COVID-19 on Italian manufacturing firms .2020.05.017 Kowalkowski, Marco Paiola, Federico
Adrodegari
588. NO Science Novel mechanisms of scalability of financial services in an emerging International Journal of Information 61 10.1016/j.ijinfomgt.2 Priyadharshini Muthukannan, Barney Tan, 2021
Direct market context: Insights from Indonesian Fintech Ecosystem Management 021.102403 Felix Ter Chian Tan, Carmen Leong

589. NO Science On chaos and projective synchronization of a fractional difference Physica A: Statistical Mechanics and its 578 10.1016/j.physa.2021 Ernesto Zambrano-Serrano, Stelios 2021
Direct map with no equilibria using a fuzzy-based state feedback control Applications .126100 Bekiros, Miguel A. Platas-Garza, Cornelio
Posadas-Castillo, Praveen Agarwal, Hadi
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590. NO Science On the benefits and problems related to using Definition of Done — Journal of Systems and Software 193 10.1016/j.jss.2022.11 Sylwia Kopczyńska, Mirosław Ochodek, 2022
Direct A survey study 1479 Jakub Piechowiak, Jerzy Nawrocki

591. NO Science Operational Policies and Procedures for Critical Care Transport Air Medical Journal 10.1016/j.amj.2021.1 Michael A. Frakes, Todd Denison, David C. 2022
Direct During a Respiratory Pandemic 1.007 Leisten, Jennifer Wheeler, James
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592. NO Science Opportunities and threats presented by social media in project Heliyon 5 4 10.1016/j.heliyon.201 Beata Hysa, Seweryn Spalek 2019
Direct management 9.e01488

593. NO Science Organizational mindfulness towards digital transformation as a Journal of Business Research 122 10.1016/j.jbusres.201 Huanli Li, Yun Wu, Dongmei Cao, Yichuan 2021
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594. NO Science Out of control? Using STAMP to model the control and feedback Applied Ergonomics 89 10.1016/j.apergo.202 Ben R. Lane, Paul M. Salmon, Dennis 2020
Direct mechanisms surrounding identity crime in darknet marketplaces 0.103223 Desmond, Adrian Cherney, Adam Carley,
Adam Hulme, Neville A. Stanton
595. NO Science Perceived importance of agile requirements engineering practices – Mirosław Ochodek, Sylwia Kopczyńska 143 10.1016/j.jss.2018.05 Mirosław Ochodek, Sylwia Kopczyńska 2018
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596. NO Science Real-time analytics, incident response process agility and enterprise International Journal of Information 59 10.1016/j.ijinfomgt.2 Ayesha Naseer, Humza Naseer, Atif 2021
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Siddiqui
597. NO Science Reconciling alignment, efficiency, and agility in IT project portfolio International Journal of Project Management 38 2 10.1016/j.ijproman.2 David Hoffmann, Frederik Ahlemann, 2020
Direct management: Recommendations based on a revelatory case study, 020.01.004 Stefan Reining

598. NO Science Resilient and agile engineering solutions to address societal Materials Today Chemistry 17 10.1016/j.mtchem.20 Saurav Goel, Sara Hawi, Gaurav Goel, 2020
Direct challenges such as coronavirus pandemic 20.100300 Vijay Kumar Thakur, Anupam Agrawal,
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599. NO Science Risk management in the software life cycle: A systematic literature Computer Standards & Interfaces 71 10.1016/j.csi.2020.10 Jhon Masso, Francisco J. Pino, César 2020
Direct review 3431 Pardo, Félix García, Mario Piattini

600. NO Science Scalability testing automation using multivariate characterization Journal of Systems and Software 193 10.1016/j.jss.2022.11 Alberto Avritzer, Ricardo Britto, Catia 2022
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601. NO Science Social media and disaster management: Case of the north and south International Journal of Information 52 10.1016/j.ijinfomgt.2 Jérémie Katembo Kavota, Jean Robert 2020
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602. NO Science Strategic agility, environmental uncertainties and international Journal of World Business 56 4 10.1016/j.jwb.2021.1 Mohammad Faisal Ahammad, 2021
Direct performance: The perspective of Indian firms 01218 Shubhabrata Basu, Surender Munjal,
Jeremy Clegg, Ofra Bazel Shoham
603. NO Science Sustainable supply chain management towards disruption and Sustainable Production and Consumption 26 10.1016/j.spc.2020.0 Tat-Dat Bui, Feng Ming Tsai, Ming-Lang 2021
Direct organizational ambidexterity: A data driven analysis 9.017 Tseng, Raymond R. Tan, Krista Danielle S
Yu, Ming K. Lim
604. NO Science The digitalization triumvirate: How incumbents survive Business Horizons 62 2 10.1016/j.bushor.201 Andrew B. Crittenden, Victoria L. 2019
Direct 8.11.005 Crittenden, William F. Crittenden

605. NO Science The future of marketing analytics in the sharing economy Industrial Marketing Management 104 10.1016/j.indmarman Shahriar Akter, Umme Hani, Yogesh K. 2022
Direct .2022.04.008 Dwivedi, Anuj Sharma

606. NO Science The future of oncology policy Journal of Cancer Policy 10.1016/j.jcpo.2022.1 Jennifer L. Gill, Mackenzie J. Mills, George 2022
Direct 00352 A. Wharton, Panos G. Kanavos

607. NO Science The impact of Covid-19 pandemic: A review on maritime sectors in Ocean & Coastal Management 209 10.1016/j.ocecoaman. Masha Menhat, Izyan Munirah Mohd 2021
Direct Malaysia 2021.105638 Zaideen, Yahaya Yusuf, Nurul Haqimin
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608. NO Science The linkage between knowledge risk management and Journal of Business Research 105 10.1016/j.jbusres.201 Susanne Durst, Christoph Hinteregger, 2019
Direct organizational performance 9.08.002 Malgorzata Zieba

609. NO Science The risky impact of digital transformation on organizational Technological Forecasting and Social Change 178 10.1016/j.techfore.20 Salim Chouaibi, Giuseppe Festa, Roberto 2022
Direct performance – evidence from Tunisia 22.121571 Quaglia, Matteo Rossi

610. NO Science The role of 4IR technologies in waste management practices-a Procedia Computer Science 10.1016/j.procs.2022. Radhakrishnan Viswanathan, Arnesh 2022
Direct bibliographic analysis 01.223 Telukdarie

611. NO Science The role of e-supply chain collaboration in collaborative innovation Journal of Business Research 158 10.1016/j.jbusres.202 Khaled Saleh Al-Omoush, Antonio de 2023
Direct and value-co creation 3.113647 Lucas, Maria Teresa del Val

612. NO Science The role of founder decision rights and operating and disclosure Advances in Accounting 61 10.1016/j.adiac.2023. Wei Hsu, Yvonne Lee, Nandu J. 2023
Direct mechanisms in firm value creation 100643 Nagarajan, Bin Srinidhi

613. NO Science The Role of IT on Firm Performance Procedia Computer Science 161 10.1016/j.procs.2019. Asih Nur Fadhilah, Apol Pribadi Subriadi 2019
Direct 11.122

614. NO Science The Three-Phase Methodology for IoT Project Development Internet of Things 20 10.1016/j.iot.2022.10 Luiz Carlos B.C. Ferreira, Pedro R. Chaves, 2022
Direct 0624 Raphael M. Assumpção, Omar C.
Branquinho, Fabiano Fruett, Paulo
Cardieri
615. NO Science The two paradigms of software development research Science of Computer Programming 156 10.1016/j.scico.2018. Paul Ralph 2018
Direct 01.002

616. NO Science Threat analysis of software systems: A systematic literature review Journal of Systems and Software 144 10.1016/j.jss.2018.06 K. Tuma, G. Calikli, R. Scandariato 2018
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617. NO Science Three characteristics of technology competition by IoT-driven Technological Forecasting and Social Change 157 10.1016/j.techfore.20 Sang-Jin Ahn 2020
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618. NO Science Through-life cyber resilience in future smart manufacturing Procedia Manufacturing 16 10.1016/j.promfg.201 Paul Theron 2018
Direct environments. A research programme. 8.10.157
619. NO Science Toward a Science of Resilience, Supportability 4.0 and Agility IFAC-PapersOnLine 53 2 10.1016/j.ifacol.2020. Peter Bernus, Ovidiu Noran, Ted 2020
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620. NO Science Transformational shifts through digital servitization Industrial Marketing Management 89 10.1016/j.indmarman Bård Tronvoll, Alexey Sklyar, David 2020
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621. NO Science Transforming under deep uncertainty: A strategic perspective on Business Horizons 61 5 10.1016/j.bushor.201 Regine Slagmulder, Bart Devoldere 2018
Direct risk management 8.05.001

622. NO Science Transliteracy and the digital media: theorizing media and International Encyclopedia of Education 10.1016/B978-0-12- Divina Frau-Meigs 2023
Direct information literacy (Fourth Edition) 818630-5.07108-6

623. NO Science Uncovering business model innovation contexts: A comparative Journal of Business Research 101 10.1016/j.jbusres.201 Chester K.M. To, Joe S.C. Au, C.W. Kan 2019
Direct analysis by fsQCA methods 8.12.042

624. NO Science Understanding employee competence, operational IS alignment, Information & Management 10.1016/j.im.2018.02 Jingmei Zhou, Gongbing Bi, Hefu Liu, Yulin 2018
Direct and organizational agility – An ambidexterity perspective .002 Fang, Zhongsheng Hua

625. NO Science Understanding Issues and Challenges of DFR Implementation in SDN Procedia Computer Science 219 10.1016/j.procs.2023. Howard Munkhondya, Richard A. Ikuesan, 2023
Direct Platform 01.292 Avinash Singh, Hein Venter

626. NO Science Usage-based leasing of complex manufacturing systems: A method Procedia CIRP 107 10.1016/j.procir.2022 Mohaned Alaluss, Chris Drechsler, Robin 2022
Direct to transform current ownership-based into pay-per-use business .05.138 Kurth, Anton Mauersberger, Steffen
models Ihlenfeldt, Michael Marré, Rainer Labs
627. NO Science Uses of business process modeling in agile software development Information and Software Technology 152 10.1016/j.infsof.2022 Cielo González Moyano, Luise Pufahl, 2022
Direct projects .107028 Ingo Weber, Jan Mendling

628. NO Science Using business analytics to enhance dynamic capabilities in European Journal of Operational Research 281 3 10.1016/j.ejor.2019.0 Kieran Conboy, Patrick Mikalef, Denis 2020
Direct operations research: A case analysis and research agenda 6.051 Dennehy, John Krogstie

629. NO Science Validation of agile methodology as ideal software development Advances in Engineering Software 168 10.1016/j.advengsoft. Nikhil Govil, Ashish Sharma 2022
Direct process using Fuzzy-TOPSIS method 2022.103125

630. NO Science Weaponizing information systems for political disruption: The Computers & Security 88 10.1016/j.cose.2019.1 Kevin C. Desouza, Atif Ahmad, Humza 2020
Direct Actor, Lever, Effects, and Response Taxonomy (ALERT) 01606 Naseer, Munish Sharma

631. NO Science Who fits into the digital workplace? Mapping digital self-efficacy Technological Forecasting and Social Change 175 10.1016/j.techfore.20 Thomas K. Maran, Simon Liegl, Andrés 2022
Direct and agility onto psychological traits 21.121352 Davila, Sebastian Moder, Sascha Kraus,
Raj V. Mahto
632. NO Science Will AI ever sit at the C-suite table? The future of senior leadership Business Horizons 64 4 10.1016/j.bushor.202 Graeme J. Watson, Kevin C. Desouza, 2021
Direct 1.02.011 Vincent M. Ribiere, Jaka Lindič

633. NO Science Workplace spirituality as panacea for waning well-being during the Journal of Hospitality and Tourism 50 10.1016/j.jhtm.2021. Shalini Srivastava, Pragya Gupta 2022
Direct pandemic crisis: A SDT perspective Management 11.014

634. NO SpringerLi A contingency lens on cloud provider management processes Business Research 13 3 10.1007/s40685-020- Severin Oesterle, Jan Jöhnk, Robert 2020
nk 00128-8 Keller, Nils Urbach, Xin Yu

635. NO SpringerLi A counterinsurgent (COIN) framework to defend against consumer Journal of Brand Management 10.1057/s41262-022- Steven Chen 2022
nk activists 00297-3

636. NO SpringerLi A critical analysis of the integration of blockchain and artificial Annals of Operations Research 10.1007/s10479-023- Vincent Charles, Ali Emrouznejad, Tatiana 2023
nk intelligence for supply chain 05169-w Gherman

637. NO SpringerLi A cross-country comparison of the effects of institutions on Journal of International Entrepreneurship 16 4 10.1007/s10843-018- Irina Ervits, Malgorzata Zmuda 2018
nk internationally oriented innovation 0225-8
638. NO SpringerLi A cross-country model of contextual factors impacting cloud Information Systems Frontiers 20 6 10.1007/s10796-017- Humphrey M. Sabi, Faith-Michael E., 2018
nk computing adoption at universities in sub-Saharan Africa 9739-1 Uzoka Kehbuma, Langmia Felix N., Njeh
Clive K. Tsuma
639. NO SpringerLi A cyber-security framework for development, defense and Journal of Innovation and Entrepreneurship 8 1 10.1186/s13731-019- Marios Panagiotis Efthymiopoulos
nk innovation at NATO 0105-z

640. NO SpringerLi A micro-level analysis of the intensity of agricultural finance supply SN Business & Economics 1 1 10.1007/s43546-020- Yusuf Ibrahim Kofarmata, Abubakar 2020
nk in Nigeria: empirical evidence 00011-y Hamid Danlami

641. NO SpringerLi A model for optimizing operating margin at the retailer’s point Journal of Revenue and Pricing Management 10.1057/s41272-022- John Hogan 2022
nk of sale 00409-3

642. NO SpringerLi A novel network DEA-R model for evaluating hospital services Annals of Operations Research 10.1007/s10479-020- Javad Gerami, Reza Kiani Mavi, Reza 2020
nk supply chain performance 03755-w Farzipoor Saen,Neda Kiani Mavi

643. NO SpringerLi A review of the role of heuristics in stochastic optimisation: from Annals of Operations Research 320 2 10.1007/s10479-021- Angel A. Juan, Peter Keenan, Rafael 2023
nk metaheuristics to learnheuristics 04142-9 MartÃSeán McGarraghy, Javier
Panadero, Paula Carroll, Diego Oliva
644. NO SpringerLi A scenario-based robust time–cost tradeoff model to handle the Operations Management Research 15 449 10.1007/s12063-021- Seyed Hossein Razavi Hajiagha, Hannan 2022
nk effect of COVID-19 on supply chains project management 58 00195-y Amoozad Mahdiraji, Maryam Behnam,
Boshra Nekoughadirli, Rohit Joshi
645. NO SpringerLi A software reliability model incorporating martingale process with Annals of Operations Research 10.1007/s10479-018- Mengmeng ZhuHoang Pham 2018
nk gamma-distributed environmental factors 2951-7

646. NO SpringerLi A startup postdoc program as a channel for university technology The Journal of Technology Transfer 45 6 10.1007/s10961-019- Uzi de Haan, Shuli C. Shwartz, Fernando 2020
nk transfer: the case of the Runway Startup Postdoc Program at the 09764-7 Gómez-Baquero
Jacobs Technion–Cornell Institute at Cornell Tech
647. NO SpringerLi A survey of blockchain with applications in maritime and shipping Information Systems and e-Business 19 3 10.1007/s10257-020- Ling Li, Honggeng Zhou 2021
nk industry Management 00480-6

648. NO SpringerLi A systems approach to developing a port community system for Journal of Shipping and Trade 7 1 10.1186/s41072-022- Sphiwe Eugene Mthembu, Mihalis 2022
nk South Africa 00128-3 Georgiou Chasomeris

649. NO SpringerLi Additive Manufacturing and Green Information Systems as Global Journal of Flexible Systems 23 4 10.1007/s40171-022- Shivam Gupta, Sachin Modgil, Piera 2022
nk Technological Capabilities for Firm Performance Management 00315-y Centobelli, Roberto Cerchione, Serena
Strazzullo
650. NO SpringerLi All risk-taking is not the same: examining the competing effects of Review of Managerial Science 12 3 10.1007/s11846-016- Mathias Arrfelt, Michael Mannor, Jennifer 2018
nk firm risk-taking with meta-analysis 0225-9 D. Nahrgang, Amanda L. Christensen

651. NO SpringerLi Ambidextrous humanitarian organizations Annals of Operations Research 10.1007/s10479-021- Arunachalam Narayanan, Nezih Altay 2021
nk 04370-z

652. NO SpringerLi An exploration of how boards of directors impact chief marketing AMS Review 12 449 10.1007/s13162-022- Kimberly A. Whitler 2022
nk officer performance: Insights from the field 58 00231-5

653. NO SpringerLi An inclusive survey on machine learning for CRM: a paradigm shift DECISION 47 4 10.1007/s40622-020- Narendra Singh, Pushpa Singh, Mukul 2020
nk 00261-7 Gupta

654. NO SpringerLi Analysis of corporate sustainability performance and corporate Asian Journal of Sustainability and Social 5 1 10.1186/s41180-020- Milind Kumar Jha, K. Rangarajan 2020
nk financial performance causal linkage in the Indian context Responsibility 00038-z

655. NO SpringerLi Analysis of livelihood activity amongst itinerant west African Journal of Global Entrepreneurship Research 9 1 10.1186/s40497-018- Elijah Yendaw, Augustine Tanle, Akwasi 2019
nk migrant traders in the Accra metropolitan area 0126-2 Kumi-Kyereme
656. NO SpringerLi Antecedents and Innovation Performance Implications of MNC Management International Review 58 6 10.1007/s11575-018- Ruey-Jer ‘Bryan’, JeanRudolf R. 2018
nk Political Ties in the Chinese Automotive Supply Chain 0370-2 Sinkovics, Stefan Zagelmeyer

657. NO SpringerLi Antecedents, processes and outcomes of collaboration between Review of Managerial Science 17 1 10.1007/s11846-021- Vincenzo Corvello, Annika Steiber, 2023
nk corporates and start-ups 00510-8 Sverker Alänge

658. NO SpringerLi Application of data envelopment analysis models in supply chain Annals of Operations Research 271 2 10.1007/s10479-017- Somayeh Soheilirad, Kannan Govindan, 2018
nk management: a systematic review and meta-analysis 2605-1 Abbas Mardani, Edmundas Kazimieras
Zavadskas,Mehrbakhsh Nilashi, Norhayati
Zakuan
659. NO SpringerLi Applications of Blockchain in Industry 4.0: a Review Information Systems Frontiers 10.1007/s10796-022- Yong Chen, Yang Lu, Larisa Bulysheva, 2022
nk 10248-7 Mikhail Yu. Kataev

660. NO SpringerLi Applying Social Interaction Theory to Negotiation Modeling: Design Information Systems Frontiers 21 3 10.1007/s10796-017- Bo Yu, Rustam Vahidov 2019
nk of E-negotiation System 9772-0

661. NO SpringerLi Artificial intelligence and blockchain implementation in supply Annals of Operations Research 10.1007/s10479-022- Naoum Tsolakis, Roman Schumacher, 2022
nk chains: a pathway to sustainability and data monetisation? 04785-2 Manoj Dora, Mukesh Kumar

662. NO SpringerLi Assessing impact in global media: methods, innovations, and Place Branding and Public Diplomacy 18 10.1057/s41254-021- Yelena Osipova-Stocker, Eulynn Shiu, 2022
nk challenges 00240-4 Thomas Layou, Shawn Powers

663. NO SpringerLi Assessing the implementation of governance best practices by Latin Maritime Economics & Logistics 24 4 10.1057/s41278-022- Maria D. Gracia, Rosa G. González- 2022
nk American ports 00224-y RamÃrez, Luis M. Ascencio, Julio Mar-
Ortiz
664. NO SpringerLi Assessment of freight traffic flows and harmful emissions in euro- Journal of Shipping and Trade 7 1 10.1186/s41072-022- Domenico Gattuso, Gian Carla Cassone, 2022
nk mediterranean context: scenario analyses based on a gravity model 00115-8 Domenica Savia Pellicanò

665. NO SpringerLi Authentication schemes for smart mobile devices: threat models, Telecommunication Systems 73 10.1007/s11235-019- Mohamed Amine Ferrag, Leandros 2020
nk countermeasures, and open research issues 00612-5 Maglaras, Abdelouahid Derhab, Helge
Janicke
666. NO SpringerLi Big data analytics management capability and firm performance: Review of Managerial Science 10.1007/s11846-022- Tugba Karaboga, Cemal Zehir, Ekrem 2022
nk the mediating role of data-driven culture 00596-8 Tatoglu, H. Aykut Karaboga, Abderaouf
Bouguerra
667. NO SpringerLi Big data initiatives in retail environments: Linking service process Annals of Operations Research 270 449 10.1007/s10479-016- John A. Aloysius, Hartmut Hoehle, Soheil 2018
nk perceptions to shopping outcomes 58 2276-3 Goodarzi, Viswanath Venkatesh

668. NO SpringerLi Business Process Management Culture in Public Administration and Business & Information Systems Engineering 64 2 10.1007/s12599-021- Ingo Kregel, Bettina Distel, André 2022
nk Its Determinants 00713-z Coners

669. NO SpringerLi Challenges to Indian micro small scale and medium enterprises in Journal of Global Entrepreneurship Research 8 1 10.1186/s40497-018- Sonia Mukherjee 2018
nk the era of globalization 0115-5

670. NO SpringerLi Charting new courses to enter foreign markets: Conceptualization, Journal of International Business Studies 53 10.1057/s41267-022- Keith D. Brouthers, Liang Chen, Sali Li, 2022
nk theoretical framework, and research directions on non-traditional 00521-x Noman Shaheer
entry modes
671. NO SpringerLi Chief digital officers: the state of the art and the road ahead Management Review Quarterly 72 4 10.1007/s11301-021- Lena Kessel, Lorenz Graf-Vlachy 2022
nk 00227-8

672. NO SpringerLi Clarifying the boundary conditions of value creation within dynamic Review of Managerial Science 15 6 10.1007/s11846-020- Björn Michaelis, Shalini Rogbeer, Lars 2021
nk capabilities framework: a grafting approach 00403-2 Schweizer, Zafer Özleblebici

673. NO SpringerLi Classification of Smart City Research - a Descriptive Literature Information Systems Frontiers 21 3 10.1007/s10796-019- Parul Gupta, Sumedha Chauhan, M. P. 2019
nk Review and Future Research Agenda 09911-3 Jaiswal
674. NO SpringerLi Cognitive radio networks for green wireless communications: an Telecommunication Systems 76 1 10.1007/s11235-020- Arash OstovarHengameh KeshavarzZhi 2021
nk overview 00703-8 Quan

675. NO SpringerLi Comparing Competitive Priorities of Slow Fashion and Fast Fashion Global Journal of Flexible Systems 23 1 10.1007/s40171-021- Miguel Afonso SellittoDomingos Rafael 2022
nk Operations of Large Retailers in an Emerging Economy Management 00284-8 Ferla ValladaresErica PastoreArianna
Alfieri
676. NO SpringerLi Competencies for the artificial intelligence age: visualisation of the Review of Managerial Science 10.1007/s11846-022- Mónica SantanaMirta DÃaz-Fernández 2022
nk state of the art and future perspectives 00613-w

677. NO SpringerLi Competitive advantage and dynamic capability in small and Review of Managerial Science 16 3 10.1007/s11846-021- Cleomar Marcos FabrizioFabÃola 2022
nk medium-sized enterprises: a systematic literature review and future 00459-8 KaczamGilnei Luiz de MouraLuciana
research directions Santos Costa Vieira da SilvaWesley Vieira
da SilvaClaudimar Pereira da Veiga
678. NO SpringerLi Competitiveness of High-Tech Start-Ups and Entrepreneurial International Journal of Global Business and 17 1 10.1007/s42943-022- Mungila Hillemane Bala Subrahmanya 2022
nk Ecosystems: An Overview Competitiveness 00056-w

679. NO SpringerLi Contextualizing small business resilience during the COVID-19 Small Business Economics 59 4 10.1007/s11187-021- Elias HadjieliasMichael ChristofiShlomo 2022
nk pandemic: evidence from small business owner-managers 00588-0 Tarba

680. NO SpringerLi Control changes in multinational corporations: Adjusting control Journal of International Business Studies 52 3 10.1057/s41267-020- Emma StendahlSvante SchriberEsther 2021
nk approaches in practice 00371-5 Tippmann

681. NO SpringerLi Coopetition as the new trend in inter-firm alliances: literature Review of Managerial Science 13 2 10.1007/s11846-017- Carlos DeveceD. Enrique Ribeiro- 2019
nk review and research patterns 0245-0 SorianoDaniel Palacios-Marqués

682. NO SpringerLi Corporate governance and ethical culture: Do boards matter? Review of Managerial Science 16 4 10.1007/s11846-021- Alexandre Di Miceli da Silveira 2022
nk 00476-7

683. NO SpringerLi Cost behavior in e-commerce firms Electronic Commerce Research 10.1007/s10660-021- Josep M. Argilés-BoschJosep Garcia- 2022
nk 09528-2 BlandónDiego Ravenda

684. NO SpringerLi Creating customer value from data: foundations and archetypes of Electronic Markets 32 2 10.1007/s12525-021- Fabian HunkeDaniel HeinzGerhard 2022
nk analytics-based services 00506-y Satzger

685. NO SpringerLi Critical Systems Thinking Towards Enhancing Community Global Journal of Flexible Systems 19 3 10.1007/s40171-018- Rajneesh ChowdhuryNihar Jangle 2018
nk Engagement in Micro-insurance Management 0188-6

686. NO SpringerLi Customer-based brand equity and customer engagement in Service Business 15 3 10.1007/s11628-021- Jesús J. Cambra-FierroMarÃa Fuentes- 2021
nk experiential services: insights from an emerging economy 00448-7 BlascoRocÃo Huerta-ÕlvarezAna
OlavarrÃa
687. NO SpringerLi Data monetization: insights from a technology-enabled literature Management Review Quarterly 10.1007/s11301-022- Joan OfulueMorad Benyoucef 2022
nk review and research agenda 00309-1

688. NO SpringerLi Data science for entrepreneurship research: studying demand Small Business Economics 55 3 10.1007/s11187-019- Jens PrüferPatricia Prüfer 2020
nk dynamics for entrepreneurial skills in the Netherlands 00208-y

689. NO SpringerLi David and Goliath: causes and effects of coopetition between start- Review of Managerial Science 12 2 10.1007/s11846-017- Wolfgang HoraJohanna GastNorbert 2018
nk ups and corporates 0273-9 KailerAndrea Rey-MartiAlicia Mas-Tur

690. NO SpringerLi Decentralized platform economy: emerging blockchain-based Electronic Markets 32 3 10.1007/s12525-022- Oscar LageMarÃa Saiz-SantosJosé 2022
nk decentralized platform business models 00586-4 Manuel Zarzuelo

691. NO SpringerLi Decision-makers impact on the internationalization of high- Journal of Global Entrepreneurship Research 9 1 10.1186/s40497-019- Michael NeubertAugustinus Stijn Van Der 2019
nk technology firms in emerging markets 0195-x Krogt
692. NO SpringerLi Delineating the Path of Family Firm Innovation: Mapping the Review of Managerial Science 15 8 10.1007/s11846-021- MarÃa del Pilar Casado-BelmonteMarÃa 2021
nk Scientific Structure 00442-3 de las Mercedes Capobianco-
UriarteRubén MartÃnez-AlonsoMarÃa
J. MartÃnez-Romero
693. NO SpringerLi Demand and Supply Disruptions During the Covid-19 Crisis on Firm Global Journal of Flexible Systems 24 1 10.1007/s40171-022- Fakhrul HasanMary Fiona Ross 2023
nk Productivity Management 00324-x BellenstedtMohammad Raijul Islam

694. NO SpringerLi Detecting fake news and disinformation using artificial intelligence Annals of Operations Research 10.1007/s10479-022- Pervaiz AkhtarArsalan Mujahid 2022
nk and machine learning to avoid supply chain disruptions 05015-5 GhouriHaseeb Ur Rehman KhanMirza
Amin ul HaqUsama AwanNadia
ZahoorZaheer KhanAniqa Ashraf
695. NO SpringerLi Developing an Instrument for Business Model Dimensions: International Journal of Global Business and 14 1 10.1007/s42943-019- Dinesh PanchalBala Krishnamoorthy 2019
nk Exploring Linkages with Firm Competitiveness Competitiveness 00004-1

696. NO SpringerLi Development of an AHP hierarchy for managing omnichannel Business Research 13 1 10.1007/s40685-019- Jochen Wulf 2020
nk capabilities: a design science research approach 0095-5

697. NO SpringerLi Digital business capability: its impact on firm and customer Journal of the Academy of Marketing Science 49 4 10.1007/s11747-021- Dominik M. WielgosChristian 2021
nk performance 00771-5 HomburgChristina Kuehnl

698. NO SpringerLi Digital business model innovation: toward construct clarity and Review of Managerial Science 17 1 10.1007/s11846-021- Matthias Fabian Gregersen TrischlerJason 2023
nk future research directions 00508-2 Li-Ying

699. NO SpringerLi Digital Entrepreneurship: What is New if Anything? Business & Information Systems Engineering 64 1 10.1007/s12599-021- Dennis M. SteiningerM. Kathryn 2022
nk 00741-9 BrohmanJörn H. Block

700. NO SpringerLi Digital social entrepreneurship: the N-Helix response to The Journal of Technology Transfer 47 2 10.1007/s10961-021- MarÃa J. IbáñezMaribel 2022
nk stakeholders’ COVID-19 needs 09855-4 GuerreroClaudia Yáñez-
ValdésSebastián Barros-Celume
701. NO SpringerLi Digital supply chain transformation: effect of firm’s knowledge Operations Management Research 10.1007/s12063-022- Vu Minh NgoHuan Huu NguyenHiep Cong 2022
nk creation capabilities under COVID-19 supply chain disruption risk 00326-z PhamHung Manh NguyenPhuc Vinh Dang
Truong
702. NO SpringerLi Digitalization trends and organizational structure: bureaucracy, Eurasian Business Review 12 4 10.1007/s40821-021- Ghulam MustafaHans Solli-
nk ambidexterity or post-bureaucracy? 00196-8 SætherVirginia BodolicaJon Ivar
HÃ¥voldAnam Ilyas
703. NO SpringerLi Disciplines of organizational resilience: contributions, critiques, and Review of Managerial Science 15 4 10.1007/s11846-020- Julia Hillmann 2021
nk future research avenues 00384-2

704. NO SpringerLi Disentangling Capabilities for Industry 4.0 - an Information Systems Information Systems Frontiers 10.1007/s10796-022- Rocco HuberAnna Maria 2022
nk Capability Perspective 10260-x OberländerUlrich FaisstMaximilian
Röglinger
705. NO SpringerLi Driving growth of Mwallets in emerging markets: a retailer’s Journal of the Academy of Marketing Science 47 4 10.1007/s11747-018- V. KumarNandini NimAmalesh Sharma 2019
nk perspective 0613-6

706. NO SpringerLi Economic effects of the COVID-19 pandemic on entrepreneurship Small Business Economics 58 2 10.1007/s11187-021- Maksim BelitskiChristina 2022
nk and small businesses 00544-y GuentherAlexander S. KritikosRoy Thurik

707. NO SpringerLi Electronic Markets on business model development Electronic Markets 30 3 10.1007/s12525-020- Rainer Alt 2020
nk 00438-z

708. NO SpringerLi Electronic Markets on platform culture Electronic Markets 32 3 10.1007/s12525-022- Rainer Alt 2022
nk 00604-5
709. NO SpringerLi Elucidation of IS project success factors: an interpretive structural Annals of Operations Research 285 449 10.1007/s10479-019- D. Laurie HughesNripendra P. 2020
nk modelling approach 58 03146-w RanaYogesh K. Dwivedi

710. NO SpringerLi Emerging Market Multinational Family Business Groups and the Use Management International Review 61 1 10.1007/s11575-021- Hsi-Mei ChungSven DahmsPao T. Kao 2021
nk of Family Managers in Foreign Subsidiaries 00437-y

711. NO SpringerLi Employment effects of R&D and process innovation: evidence from Eurasian Business Review 12 1 10.1007/s40821-022- Rajeev K. GoelMichael A. Nelson 2022
nk small and medium-sized firms in emerging markets 00203-6

712. NO SpringerLi Enablers for digital supply chain transformation in the service Annals of Operations Research 10.1007/s10479-022- Arwa Mohamed AlzarooniSharfuddin 2022
nk industry 05047-x Ahmed KhanAngappa
GunasekaranMuhammad Shujaat
Mubarik
713. NO SpringerLi Enabling Normalized Systems in Practice – Exploring a Modeling Business & Information Systems Engineering 60 1 10.1007/s12599-017- Peter De BruynHerwig MannaertJan 2018
nk Approach 0510-4 VerelstPhilip Huysmans

714. NO SpringerLi Enhancing technology transfer through entrepreneurial The Journal of Technology Transfer 45 6 10.1007/s10961-019- Sean KrugerAdriana Aletta Steyn 2020
nk development: practices from innovation spaces 09769-2

715. NO SpringerLi Enterprise risk management in small and medium family International Entrepreneurship and 17 3 10.1007/s11365-020- Gundula GlowkaAndreas 2021
nk enterprises: the role of family involvement and CEO tenure Management Journal 00682-x KallmünzerAnita Zehrer

716. NO SpringerLi Entry-timing, business groups and early-mover advantage within Asia Pacific Journal of Management 35 4 10.1007/s10490-017- Mohammad FuadAshutosh Kumar Sinha 2018
nk industry merger waves in emerging markets: A study of Indian firms 9531-2

717. NO SpringerLi Epic fail: Exploring project failure’s reasons, outcomes and Review of Managerial Science 16 4 10.1007/s11846-021- Marc HerzNicco Krezdorn 2022
nk indicators 00479-4

718. NO SpringerLi Evaluation of a Multi-robot Cafe Based on Service Quality The Review of Socionetwork Strategies 14 1 10.1007/s12626-019- Takeshi MoritaNaho KashiwagiAyanori 2020
nk Dimensions 00049-x YorozuHideo SuzukiTakahira Yamaguchi

719. NO SpringerLi Exploring a Convergence Technique on Ideation Artifacts in Information Systems Frontiers 24 3 10.1007/s10796-021- Gert-Jan de VreedeRobert O. 2022
nk Crowdsourcing 10120-0 BriggsTriparna de Vreede

720. NO SpringerLi Exploring the journey of Responsible Business Model Innovation in Asia Pacific Journal of Management 10.1007/s10490-022- Domitilla MagniRosa PalladinoArmando 2022
nk Asian companies: A review and future research agenda 09813-0 PapaPatrice Cailleba

721. NO SpringerLi Exploring the Role of Organizational Mindfulness on Cloud Information Systems Frontiers 10.1007/s10796-022- John OredoDenis Dennehy 2022
nk Computing and Firm Performance: The Case of Kenyan 10351-9
Organizations
722. NO SpringerLi Exploring time and frequency linkages of green bond with Annals of Operations Research 10.1007/s10479-022- Miklesh Prasad YadavPriyanka 2022
nk renewable energy and crypto market 05074-8 TandonAnurag Bhadur SinghAdam
ShorePali Gaur
723. NO SpringerLi Financing Public Universities in Ghana Through Strategic Agility: Global Journal of Flexible Systems 22 1 10.1007/s40171-020- Philip Ebow Bondzi–SimpsonKingsley S. 2021
nk Lessons from Ghana Institute of Management and Public Management 00254-6 Agomor
Administration (GIMPA)
724. NO SpringerLi Firm age dynamics and causes of corporate bankruptcy: age Review of Managerial Science 14 3 10.1007/s11846-018- Alexander KücherStefan MayrChristine 2020
nk dependent explanations for business failure 0303-2 MitterChristine DullerBirgit Feldbauer-
Durstmüller
725. NO SpringerLi From jugaad to jugalbandi: Understanding the changing nature of Asia Pacific Journal of Management 39 1 10.1007/s10490-020- Sanjay Jain 2022
nk Indian innovation 09728-8

726. NO SpringerLi From Supply Chain Integration to Operational Performance: The Global Journal of Flexible Systems 19 1 10.1007/s40171-017- Dawei LuYi DingSobhan AsianSanjoy 2018
nk Moderating Effect of Market Uncertainty Management 0161-9 Kumar Paul
727. NO SpringerLi Future Work and Enterprise Systems Business & Information Systems Engineering 60 4 10.1007/s12599-018- Jan vom BrockeWolfgang MaaßPeter 2018
nk 0544-2 BuxmannAlexander MaedcheJan Marco
LeimeisterGünter Pecht
728. NO SpringerLi Gigantism in container shipping, ports and global logistics: a time- Maritime Economics & Logistics 21 1 10.1057/s41278-018- Hercules E. Haralambides 2019
nk lapse into the future 00116-0

729. NO SpringerLi Green Start-ups: Start-ups Accelerating Sustainability International Journal of Global Business and 10.1007/s42943-022- Aswathy SreenivasanM. Suresh 2022
nk Competitiveness 00068-6

730. NO SpringerLi Health crisis and the EU’s HERA: amplifying partial organizing Journal of Organization Design 11 4 10.1007/s41469-022- Liisa VälikangasMarijane Luistro- 2022
nk with resourcing for stability, agility, and evolvability 00125-7 JonssonSirkka L. Jarvenpaa

731. NO SpringerLi Hitting the Target but Missing the Point Controlling & Management Review 62 5 10.1007/s12176-018- Bjarte Bogsnes 2018
nk 0029-7

732. NO SpringerLi How affordances of chatbots cross the chasm between social and Electronic Markets 30 2 10.1007/s12525-019- Emanuel StoeckliChristian DremelFalk 2020
nk traditional enterprise systems 00359-6 UebernickelWalter Brenner

733. NO SpringerLi How digital technologies reshape marketing: evidence from a Italian Journal of Marketing 10.1007/s43039-023- Federica PascucciElisabetta 2023
nk qualitative investigation 00063-6 SavelliGiacomo Gistri

734. NO SpringerLi How do country R&D change the allocation of self-employment Small Business Economics 56 2 10.1007/s11187-019- Andrew BurkeSerhiy LyalkovAna 2021
nk across different types? 00196-z MillánJosé MarÃa MillánAndré van
Stel
735. NO SpringerLi How do firms use innovations to hedge against economic and The Journal of Technology Transfer 46 2 10.1007/s10961-019- Rajeev K. GoelMichael A. Nelson 2021
nk political uncertainty? Evidence from a large sample of nations 09773-6

736. NO SpringerLi How legacy firms can embrace the digital ecosystem via digital Journal of the Academy of Marketing Science 48 1 10.1007/s11747-019- Praveen K. KopalleV. KumarMohan 2020
nk customer orientation 00694-2 Subramaniam

737. NO SpringerLi How scientists interpret and address funding criteria: value creation Small Business Economics 10.1007/s11187-022- Conor O’KaneJing A. ZhangJarrod 2022
nk and undesirable side effects 00697-4 HaarJames A. Cunningham

738. NO SpringerLi Human-related capabilities in big data analytics: a taxonomy of Review of Managerial Science 10.1007/s11846-021- Philipp KorherrDominik Kanbach 2021
nk human factors with impact on firm performance 00506-4

739. NO SpringerLi Humanitarian supply chain management: a thematic literature Annals of Operations Research 283 449 10.1007/s10479-018- Abhishek BehlPankaj Dutta 2019
nk review and future directions of research 58 2806-2

740. NO SpringerLi Identifying Cloud Computing Risks based on Firm’s Global Journal of Flexible Systems 23 1 10.1007/s40171-021- Mohammad Taghi TaghavifardSetareh 2022
nk Ambidexterity Performance using Fuzzy VIKOR Technique Management 00292-8 Majidian

741. NO SpringerLi Impact of Big Data and Artificial Intelligence on Industry: Developing Global Journal of Flexible Systems 22 3 10.1007/s40171-021- Marina JohnsonRashmi JainPeggy 2021
nk a Workforce Roadmap for a Data Driven Economy Management 00272-y Brennan-TonettaEthne SwartzDeborah
SilverJessica PaoliniStanislav
MamonovChelsey Hill
742. NO SpringerLi Impact of blockchain and distributed ledger technology for the Information Systems and e-Business 10.1007/s10257-022- Severin BonnetFrank Teuteberg 2022
nk management, protection, enforcement and monetization of Management 00579-y
intellectual property: a systematic literature review
743. NO SpringerLi Impact of lean service, workplace environment, and social practices Annals of Operations Research 315 10.1007/s10479-021- Sengazhani Murugesan VadivelAloysius 2022
nk on the operational performance of India post service industry 04087-z Henry SequeiraRobert Rajkumar
SakkariyasKirubaharan Boobalan
744. NO SpringerLi Impact of organizational culture and capabilities on employee Service Business 14 1 10.1007/s11628-019- DonHee Lee 2020
nk commitment to ethical behavior in the healthcare sector 00410-8
745. NO SpringerLi Impact of organizational inertia on organizational agility: the role of Information Technology and Management 22 1 10.1007/s10799-021- Jie ZhenCejun CaoHanguang QiuZongxiao 2021
nk IT ambidexterity 00324-w Xie

746. NO SpringerLi Impact of Organizational Learning and Absorptive Capacity on the Global Journal of Flexible Systems 19 4 10.1007/s40171-018- Samta JainSmita KashiramkaP. K. Jain 2018
nk Abnormal Returns of Acquirers: Evidence from Cross-Border Management 0193-9
Acquisitions by Indian Companies
747. NO SpringerLi Individual Resilience in the Organization in the Face of Crisis: Study Global Journal of Flexible Systems 22 3 10.1007/s40171-021- Bechir MoklineMohamed Anis Ben 2021
nk of the Concept in the Context of COVID-19 Management 00273-x Abdallah

748. NO SpringerLi Influence of Habits on Mobile Payment Acceptance: An Ecosystem Information Systems Frontiers 24 1 10.1007/s10796-020- Lin JiaXiuwei SongDianne Hall 2022
nk Perspective 10077-6

749. NO SpringerLi Influencing factors and efficiency of funds in humanitarian supply Annals of Operations Research 319 1 10.1007/s10479-020- Jiandong ChenPing WangJixian ZhouMalin 2022
nk chains: the case of Chinese rural minimum living security funds 03660-2 SongXinyue Zhang

750. NO SpringerLi Information Privacy Assimilation in IT Organizations Information Systems Frontiers 24 5 10.1007/s10796-021- V. S. Prakash AttiliSaji K. MathewVijayan 2022
nk 10158-0 Sugumaran

751. NO SpringerLi Innovation and economic crisis in transition economies Eurasian Business Review 11 4 10.1007/s40821-021- Katharina FrizJutta Günther 2021
nk 00192-y

752. NO SpringerLi Innovation policy mix: mapping and measurement The Journal of Technology Transfer 46 1 10.1007/s10961-019- Dirk MeissnerSandrine Kergroach 2021
nk 09767-4

753. NO SpringerLi Innovation portfolio management: a systematic review and Management Review Quarterly 72 1 10.1007/s11301-020- Theresa EckertStefan Hüsig 2022
nk research agenda in regards to digital service innovations 00208-3

754. NO SpringerLi Institutions and frugal innovation: The case of Jugaad Asia Pacific Journal of Management 38 3 10.1007/s10490-019- Subramaniam AnanthramChristopher 2021
nk 09700-1 Chan

755. NO SpringerLi Integrating value modeling and legal risk management: an IT case Information Systems and e-Business 20 1 10.1007/s10257-021- Robert MuthuriSara CapecchiEmilio 2022
nk study Management 00543-2 SulisIlaria Angela AmanteaGuido Boella

756. NO SpringerLi Intellectual structure and trends in the humanitarian operations Annals of Operations Research 319 1 10.1007/s10479-021- Rodolfo Modrigais Strauss NunesSusana 2022
nk field 04022-2 Carla Farias Pereira

757. NO SpringerLi Intelligent Business Processes in CRM Business & Information Systems Engineering 60 4 10.1007/s12599-017- Dipl.-Kfm. Christopher ZabyProf. Dr. Klaus 2018
nk 0480-6 D. Wilde

758. NO SpringerLi Intelligible Description Language Contract (IDLC) – A Novel Smart Information Systems Frontiers 10.1007/s10796-021- Peng QinWeiming TanJingzhi 2021
nk Contract Model 10138-4 GuoBingqing Shen

759. NO SpringerLi International management strategies and expatriate practices of Asian Business & Management 21 1 10.1057/s41291-020- Chun-Hsiao WangArup Varma 2022
nk Taiwanese multinational corporations: a contingency perspective 00118-y

760. NO SpringerLi Internationalization of family business and its performance: Review of Managerial Science 10.1007/s11846-022- Sheshadri ChatterjeeRanjan 2022
nk examining the moderating role of digitalization and international 00585-x ChaudhuriDemetris VrontisAdnane
networking capability Maalaoui
761. NO SpringerLi Internet-Based Entrepreneurial Ventures: An Empirical Investigation Global Journal of Flexible Systems 22 1 10.1007/s40171-020- Ghaith M. Al-AbdallahKym E. FraserAbbas 2021
nk of Startup Business Strategies on Firm Performance from the Management 00256-4 N. Albarq
MENA region
762. NO SpringerLi Investigating the total factor productivity changes in the top ICT Electronic Commerce Research 18 4 10.1007/s10660-017- Fazıl GökgözMustafa Taylan 2018
nk companies worldwide 9285-4 Güvercin
763. NO SpringerLi IT Capabilities, Strategic Flexibility and Organizational Resilience in Global Journal of Flexible Systems 24 1 10.1007/s40171-022- Ragmoun Wided 2023
nk SMEs Post-COVID-19: A Mediating and Moderating Role of Big Data Management 00327-8
Analytics Capabilities
764. NO SpringerLi It takes two to tango: technological and non-technological factors of Review of Managerial Science 10.1007/s11846-022- Rok ČrešnarMarina DabićNebojša 2022
nk Industry 4.0 implementation in manufacturing firms 00543-7 StojĕićZlatko Nedelko

765. NO SpringerLi Knowledge Connectivity in an Adverse Context: Global Value Chains Management International Review 59 1 10.1007/s11575-018- Noemi SinkovicsUmair Shafi 2019
nk and Pakistani Offshore Service Providers 0372-0 ChoksyRudolf R. SinkovicsRam Mudambi

766. NO SpringerLi Knowledge- and innovation-based business models for future Review of Managerial Science 15 1 10.1007/s11846-019- Ricarda B. BounckenSascha KrausNorat 2021
nk growth: digitalized business models and portfolio considerations 00366-z Roig-Tierno

767. NO SpringerLi Laying the foundation for smart contract development: an Information Systems and e-Business 19 3 10.1007/s10257-020- Christian SillaberBernhard WaltlHorst 2021
nk integrated engineering process model Management 00465-5 TreiblmaierUlrich GallersdörferMichael
Felderer
768. NO SpringerLi Leadership meta-skills in public institutions SN Business & Economics 2 7 10.1007/s43546-022- Marika TammeaidPetri VirtanenJens 2022
nk 00262-x Meyer

769. NO SpringerLi Learning the ropes of entrepreneurship: understanding internal Review of Managerial Science 15 3 10.1007/s11846-019- Conrad WiedelerNadine Kammerlander 2021
nk corporate venturing for family firms from an entrepreneurial 00354-3
learning perspective
770. NO SpringerLi Lessons gained from four case studies of operations research for Central European Journal of Operations 28 4 10.1007/s10100-019- Hans W. Ittmann 2020
nk sustainable development in South Africa Research 00644-x

771. NO SpringerLi Leveraging Smart Supply Chain and Information System Agility for Information Systems Frontiers 21 3 10.1007/s10796-019- Shivam GuptaVinayak A. DraveSurajit 2019
nk Supply Chain Flexibility 09901-5 BagZongwei Luo

772. NO SpringerLi Long-term energy transitions and international business: Concepts, Journal of International Business Studies 5 10.1057/s41267-021- Jonathan DohPawan BudhwarGeoffrey 2021
nk theory, methods, and research agenda 00405-6 Wood

773. NO SpringerLi Management of National eID Infrastructure as a State-Critical Asset Information Systems Frontiers 10.1007/s10796-022- Silvia LipsValentyna TsapNitesh 2023
nk and Public-private Partnership: Learning from the Case of Estonia 10363-5 BharosaRobert KrimmerTanel
TammetDirk Draheim
774. NO SpringerLi Managing interrelated tensions in headquarters–subsidiary Journal of International Business Studies 51 6 10.1057/s41267-020- Tina C AmbosSebastian H FuchsAlexander 2020
nk relationships: The case of a multinational hybrid organization 00307-z Zimmermann

775. NO SpringerLi Managing the MNE subsidiary: Advancing a multi-level and dynamic Journal of International Business Studies 51 4 10.1057/s41267-020- Klaus E. MeyerChengguang LiAndreas P. J. 2020
nk research agenda 00318-w Schotter

776. NO SpringerLi Maritime governance after COVID-19: how responses to market Maritime Economics & Logistics 24 4 10.1057/s41278-022- Jason MoniosGordon Wilmsmeier 2022
nk developments and environmental challenges lead towards 00226-w
degrowth
777. NO SpringerLi Market orientation − firm performance link in a dynamic AMS Review 8 450 10.1007/s13162-017- Rahul Kumar Sett 2018
nk environment: looking inside the black box 19 0099-2

778. NO SpringerLi Measuring the impact of donations at the Bottom of the Pyramid Annals of Operations Research 10.1007/s10479-021- Luiza Ribeiro Alves CunhaBianca B. P. 2022
nk (BoP) amid the COVID-19 pandemic 04378-5 AntunesVinÃcius Picanço
RodriguesPaula Santos CerynoAdriana
Leiras
779. NO SpringerLi Mediating role of cloud of things in improving performance of small Annals of Operations Research 10.1007/s10479-019- Vaibhav S. NarwaneRakesh D. RautSachin 2020
nk and medium enterprises in the Indian context 03502-w Kumar ManglaBhaskar B.
GardasBalkrishna E. NarkhedeAnjali
AwasthiPragati Priyadarshinee
780. NO SpringerLi Modeling a COVID-19 Vaccination Campaign in the State of Madhya Global Journal of Flexible Systems 24 1 10.1007/s40171-022- Priyanka DasSantosh ShuklaAshwin 2023
nk Pradesh, India Management 00326-9 BhagwatSaurabh PurohitSanjay
DhirSushilHarkabir Singh JanduMeenal
KukrejaNitin KothariSaurabh
SharmaShyamashree DasGunjan
TanejaRaj Shankar Ghosh
781. NO SpringerLi Modified Total Interpretive Structural Model of Corporate Financial Global Journal of Flexible Systems 21 4 10.1007/s40171-020- Anshu Agrawal 2020
nk Flexibility Management 00253-7

782. NO SpringerLi Modified Total Interpretive Structural Modeling of Marketing Global Journal of Flexible Systems 22 4 10.1007/s40171-021- Anshul YadavMahim Sagar 2021
nk Flexibility Factors for Indian Telecommunications Service Providers Management 00278-6

783. NO SpringerLi More work cooperation or relationship harmony in mass Information Technology and Management 22 3 10.1007/s10799-021- Edward Aihua FangNa Yang 2021
nk customization? The impacts of personalized design, modular design, 00330-y
and automated processes
784. NO SpringerLi Multi-level corporate entrepreneurship in SMEs: an intra- Review of Managerial Science 10.1007/s11846-022- Cayetano Medina MolinaDomingo Ribeiro 2022
nk metropolitan analysis 00575-z SorianoCristina Blanco González-Tejero

785. NO SpringerLi National IoMT platform strategy portfolio decision model under the Annals of Operations Research 10.1007/s10479-022- Chih-Hao YangYen-Yu LiuChia-Hsin 2022
nk COVID-19 environment: based on the financial and non-financial 05016-4 ChiangYa-Wen Su
value view
786. NO SpringerLi New connectivity in the fragmented world Journal of International Business Studies 53 5 10.1057/s41267-022- Yadong Luo 2022
nk 00530-w

787. NO SpringerLi On the data-driven generation of new service idea: integrated Service Business 15 3 10.1007/s11628-021- Mingyu ParkYoungjung Geum 2021
nk approach of morphological analysis and text mining 00449-6

788. NO SpringerLi Organizational direction, expectations, and employees’ Asian Business & Management 10.1057/s41291-022- Mendiola Teng-CallejaAlfred 2022
nk intention for Green HRM practices in the Philippines: a signaling 00206-1 PresbiteroMira Michelle de Guzman
theory perspective
789. NO SpringerLi Packages or systems? Working capital management and financial Journal of Management Control 31 4 10.1007/s00187-020- Hakim Lyngstadaas 2020
nk performance among listed U.S. manufacturing firms 00306-z

790. NO SpringerLi Pandemics and marketing: insights, impacts, and research Journal of the Academy of Marketing Science 49 10.1007/s11747-021- Gopal DasShailendra Pratap JainDurairaj 2021
nk opportunities 00786-y MaheswaranRebecca J. SlotegraafRaji
Srinivasan
791. NO SpringerLi Past, present, and future of sustainable finance: insights from big Annals of Operations Research 10.1007/s10479-021- Satish KumarDipasha SharmaSandeep 2022
nk data analytics through machine learning of scholarly research 04410-8 RaoWeng Marc LimSachin Kumar Mangla

792. NO SpringerLi Pathways to Digital Service Innovation: The Role of Digital Information Systems Frontiers 10.1007/s10796-021- David Soto SetzkeTobias RiasanowMarkus 2021
nk Transformation Strategies in Established Organizations 10112-0 BöhmHelmut Krcmar

793. NO SpringerLi POLCA system for supply chain management: simulation in the Journal of Intelligent Manufacturing 30 3 10.1007/s10845-017- Maico Roris SeverinoMoacir Godinho 2019
nk automotive industry 1323-5 Filho

794. NO SpringerLi Port management and governance in a post-COVID-19 era: quo Maritime Economics & Logistics 22 3 10.1057/s41278-020- Theo E. NotteboomHercules E. 2020
nk vadis? 00162-7 Haralambides

795. NO SpringerLi Predictive vs. non-predictive entrepreneurial strategies: What’s Review of Managerial Science 16 7 10.1007/s11846-022- David J. Rapp 2022
nk the difference, anyway? 00519-7

796. NO SpringerLi Pricing strategy and system performance in a cloud-based Journal of Intelligent Manufacturing 31 8 10.1007/s10845-020- Xiaobao ZhuJing ShiFengjie XieRouqi Song 2020
nk manufacturing system built on blockchain technology 01548-3
797. NO SpringerLi Proactive government intervention, board gender balance, and Asia Pacific Journal of Management 37 3 10.1007/s10490-018- Paul B. McGuinnessJoão Paulo 2020
nk stakeholder engagement in China and Europe 9611-y VieitoMingzhu Wang

798. NO SpringerLi Process Modeling Recommender Systems Business & Information Systems Engineering 60 1 10.1007/s12599-018- Jun.-Prof. Dr. Michael FellmannDr. Dirk 2018
nk 0517-5 MetzgerSven JannaberDr. Novica
ZarvicProf. Dr. Oliver Thomas
799. NO SpringerLi Productivity and firm exit during the COVID-19 crisis: cross-country Small Business Economics 10.1007/s11187-022- Silvia MuziFilip JolevskiKohei 2022
nk evidence 00675-w UedaDomenico Viganola

800. NO SpringerLi Project Management for Supply Chains 4.0: A conceptual Operations Management Research 14 450 10.1007/s12063-021- Guilherme F. Frederico 2021
nk framework proposal based on PMBOK methodology 19 00204-0

801. NO SpringerLi Promoting Entrepreneurship through a Community Learning Model Systemic Practice and Action Research 32 6 10.1007/s11213-019- MarÃa Catalina RamÃrezLibia Alejandra 2019
nk – Case Study: Green Businesses 9477-z Navas CastañoÕngela DelgadoMiguel
Angel GonzálezLuis Camilo
CaicedoMauricio Peralta
802. NO SpringerLi Psychic distance and performance of MNCs during marketing crises Journal of International Business Studies 50 3 10.1057/s41267-018- Isaac M DinnerTarun KushwahaJan- 2019
nk 0187-z Benedict E M Steenkamp

803. NO SpringerLi Quality management in humanitarian operations and disaster relief Annals of Operations Research 319 1 10.1007/s10479-020- Sachin ModgilRohit Kumar SinghCyril 2022
nk management: a review and future research directions 03695-5 Foropon

804. NO SpringerLi Rapid expansion of international new ventures across institutional Journal of International Business Studies 49 8 10.1057/s41267-017- Ziliang DengRuey-Jer “Bryan― 2018
nk distance 0108-6 JeanRudolf R Sinkovics

805. NO SpringerLi Regional entrepreneurial ecosystems: how family firm Review of Managerial Science 16 1 10.1007/s11846-020- Bernhard Fabian BichlerAndreas 2022
nk embeddedness triggers ecosystem development 00434-9 KallmuenzerMike PetersTanja
PetryThomas Clauss
806. NO SpringerLi Research trends in digital transformation in the service sector: a Service Business 16 1 10.1007/s11628-022- Jin Sung RhaHong-Hee Lee 2022
nk review based on network text analysis 00481-0

807. NO SpringerLi Reshaping the policy debate on the implications of COVID-19 for Journal of International Business Policy 3 4 10.1057/s42214-020- Sébastien Miroudot 2020
nk global supply chains 00074-6

808. NO SpringerLi Responding to unexpected crises: The roles of slack resources and Small Business Economics 10.1007/s11187-022- Elisa ConzGiovanna MagnaniAntonella 2023
nk entrepreneurial attitude to build resilience 00718-2 ZucchellaAlfredo De Massis

809. NO SpringerLi RETRACTED ARTICLE: Design process optimization and profit Information Systems and e-Business 18 4 10.1007/s10257-018- Jianfei ShenLincong Han 2020
nk calculation module development simulation analysis of financial Management 00398-0
accounting information system based on particle swarm
optimization (PSO)
810. NO SpringerLi Return from COVID-19: Thinking Differently About Export International Journal of Global Business and 15 1 10.1007/s42943-020- Kirankumar S. Momaya 2020
nk Competitiveness and Sustainability Competitiveness 00012-6

811. NO SpringerLi Role of project management on Sustainable Supply Chain Operations Management Research 10.1007/s12063-022- Vichathorn PiyathanavongVan-Nam 2022
nk development through Industry 4.0 technologies and Circular 00283-7 HuynhJessada KarnjanaSun Olapiriyakul
Economy during the COVID-19 pandemic: A multiple case study of
Thai metals industry
812. NO SpringerLi Rowing against the wind: how do times of austerity shape academic International Entrepreneurship and 14 3 10.1007/s11365-017- Elies SeguÃ-MasVÃctor OltraGuillermina 2018
nk entrepreneurship in unfriendly environments? Management Journal 0478-z Tormo-CarbóFaustino Sarrión-Viñes

813. NO SpringerLi Sales enablement: conceptualizing and developing a dynamic Journal of the Academy of Marketing Science 49 3 10.1007/s11747-020- Robert M. PetersonAvinash MalsheScott 2021
nk capability 00754-y B. FriendHoward Dover
814. NO SpringerLi Sales variance analysis: how state-of-the-art analytical tools can Journal of Revenue and Pricing Management 10.1057/s41272-021- Evandro PollonoRolands Pupkeviĕs 2021
nk contribute to increased profitability 00369-0

815. NO SpringerLi Service-Dominant Business Model Design for Digital Innovation in Business & Information Systems Engineering 61 1 10.1007/s12599-018- Oktay TuretkenPaul GrefenRick GilsingO. 2019
nk Smart Mobility 0565-x Ege Adali

816. NO SpringerLi Social media adoption and use for improved emergency services Annals of Operations Research 283 449 10.1007/s10479-017- Samuel Fosso WambaAndrew 2019
nk operations: the case of the NSW SES 58 2545-9 EdwardsShahriar Akter

817. NO SpringerLi Socio-Technical Perspectives on Smart Working: Creating Information Systems Frontiers 22 2 10.1007/s10796-019- Peter M. BednarChristine Welch 2020
nk Meaningful and Sustainable Systems 09921-1

818. NO SpringerLi Software tools for business model innovation: current state and Electronic Markets 30 3 10.1007/s12525-018- Daniel SzopinskiThorsten 2020
nk future challenges 0326-1 SchoormannThomas JohnRalf
KnackstedtDennis Kundisch
819. NO SpringerLi Software-Defined Business Business & Information Systems Engineering 62 6 10.1007/s12599-020- Rainer AltJan Marco LeimeisterThomas 2020
nk 00669-6 PriemuthStephan SachseNils UrbachNico
Wunderlich
820. NO SpringerLi Springboard internationalization by emerging market firms: Speed Journal of International Business Studies 51 2 10.1057/s41267-019- Vikas KumarDeeksha SinghAnish 2020
nk of first cross-border acquisition 00266-0 PurkayasthaManish PopliAjai Gaur

821. NO SpringerLi SRCMIMM: the software requirements change management and Information Technology and Management 10.1007/s10799-022- Muhammad Azeem AkbarArif Ali 2022
nk implementation maturity model in the domain of global software 00364-w KhanSajjad MahmoodAlok Mishra
development industry
822. NO SpringerLi Strategic Decision Speed and International Performance: The Roles Management International Review 61 1 10.1007/s11575-021- Samuel AdomakoKwabena 2021
nk of Competitive Intensity, Resource Flexibility, and Structural 00439-w FrimpongJoseph Amankwah-
Organicity AmoahFrancis DonbesuurRobert A.
Opoku
823. NO SpringerLi Strategic Responses to Institutional Voids (Rationalization, Management International Review 61 10.1007/s11575-021- John M. LuizTakudzwa MagadaRegis 2021
nk Aggression, and Defensiveness): Institutional Complementarity and 00457-8 Mukumbuzi
Why the Home Country Matters
824. NO SpringerLi Strategic thinking and accounting: potentials and pitfalls from a Journal of Management Control 30 3 10.1007/s00187-019- Pasi Aaltola 2019
nk managerial perspective 00285-w

825. NO SpringerLi Strategies for the Preservation of Service Levels in the Inventory Global Journal of Flexible Systems 22 1 10.1007/s40171-021- Ileana Gloria Pérez VergaraMarÃa 2021
nk Management During COVID-19: A Case Study in a Company of Management 00271-z Camila López GómezIgor Lopes MartÃ-
Biosafety Products nezJesús Vargas Hernández
826. NO SpringerLi Strategizing in small informal retailers in India: Home delivery as a Asia Pacific Journal of Management 37 3 10.1007/s10490-019- Atul Arun PathakGeorge Kandathil 2020
nk strategic practice 09662-4

827. NO SpringerLi Supply chain management in times of crisis: a systematic review Management Review Quarterly 10.1007/s11301-022- Christopher M. DurugboZainab Al-Balushi 2022
nk 00272-x

828. NO SpringerLi Supply chain performance evaluation using fuzzy network data Annals of Operations Research 275 2 10.1007/s10479-018- Yongbo LiAmir-Reza AbtahiMahya 2019
nk envelopment analysis: a case study in automotive industry 3027-4 Seyedan

829. NO SpringerLi Systematic Literature Review of E-Learning Capabilities to Enhance Information Systems Frontiers 24 2 10.1007/s10796-020- Michail N. GiannakosPatrick MikalefIlias 2022
nk Organizational Learning 10097-2 O. Pappas

830. NO SpringerLi Tarzan and chain: exploring the ICO jungle and evaluating design Electronic Markets 32 3 10.1007/s12525-021- Nina M. BachmannBenedict 2022
nk archetypes 00463-6 DraschGilbert FridgenMichael
MikschFerdinand RegnerAndré
SchweizerNils Urbach
831. NO SpringerLi The bright and dark sides of the Dark Triad traits among senior Review of Managerial Science 10.1007/s11846-022- Beate CesingerKatherine GundolfMathew 2022
nk managers: effects on organizational commitment 00571-3 HughesAnis KhedhaouriaFrancesco
Montani
832. NO SpringerLi The challenges and opportunities of a global health crisis: the Asian Business & Management 19 3 10.1057/s41291-020- Yipeng LiuJong Min LeeCelia Lee 2020
nk management and business implications of COVID-19 from an Asian 00119-x
perspective
833. NO SpringerLi The changing role of marketing: transformed propositions, AMS Review 10 450 10.1007/s13162-020- Kaj StorbackaTed Moser
nk processes and partnerships 19 00179-4

834. NO SpringerLi The COVID-19 lessons learned for business and governance SN Business & Economics 1 1 10.1007/s43546-020- Mehtap A. Eklund 2021
nk 00029-2

835. NO SpringerLi The Critical Heuristics of Iranian Banking Credit System: Analysis of Systemic Practice and Action Research 33 3 10.1007/s11213-020- Mahmoud Dehghan NayeriMoein 2020
nk the Antithetical Opinions of the Beneficiaries 09524-x KhazaeiFatemeh Alinasab-Imani

836. NO SpringerLi The design and performation of markets: a discussion AMS Review 11 450 10.1007/s13162-021- Michel CallonAlvin E. Roth 2021
nk 19 00216-w

837. NO SpringerLi The digital transformation journey: content analysis of Electronic Electronic Markets 30 1 10.1007/s12525-020- Andreja Pucihar 2020
nk Markets articles and Bled eConference proceedings from 2012 to 00406-7
2019
838. NO SpringerLi The Effect of Corporate — Start-Up Collaborations on Corporate Review of Managerial Science 15 8 10.1007/s11846-021- J. P. Coen RigteringM. Ayelen Behrens 2021
nk Entrepreneurship 00443-2

839. NO SpringerLi The effect of management control systems in managing the Review of Managerial Science 10.1007/s11846-022- Jacobo Gomez-CondeErnesto Lopez- 2022
nk unknown: Does the market appreciate the breadth of vision? 00601-0 ValeirasFabricia Silva RosaRogério
João Lunkes
840. NO SpringerLi The effect of MNEs’ technology startup acquisitions on small Journal of International Business Policy 5 3 10.1057/s42214-021- Shaker A. ZahraNiron Hashai 2022
nk open economies’ entrepreneurial ecosystems 00128-3

841. NO SpringerLi The Effects of Digital Technology on Opportunity Recognition Business & Information Systems Engineering 64 1 10.1007/s12599-021- Thomas KreuzerAnna-Katharina 2022
nk 00733-9 LindenthalAnna Maria
OberländerMaximilian Röglinger
842. NO SpringerLi The extent of EFQM effectiveness in routine and non-routine Operational Research 19 1 10.1007/s12351-016- Farnoosh BagheriRassoul 2019
nk organizations based on multivariate techniques: an empirical study 0276-3 NoorossanaManoochehr Najmi

843. NO SpringerLi The future of data-driven relationship innovation in the Annals of Operations Research 10.1007/s10479-022- Umme HaniAnanda 2022
nk microfinance industry 04943-6 WickramasingheUraiporn
KattiyapornpongShahriar Sajib
844. NO SpringerLi The impact of Founder’s human capital on firms’ extent of Asia Pacific Journal of Management 36 3 10.1007/s10490-019- Farhad Uddin AhmedLouis Brennan 2019
nk early internationalisation: Evidence from a least-developed country 09646-4

845. NO SpringerLi The implications of complexity for humanitarian logistics: a complex Annals of Operations Research 319 1 10.1007/s10479-020- Sarah SchifflingClaire HannibalMatthew 2022
nk adaptive systems perspective 03658-w TickleYiyi Fan

846. NO SpringerLi The long-term energy transition: Drivers, outcomes, and the role of Journal of International Business Studies 52 10.1057/s41267-021- A. Erin BassBirgitte Grøgaard 2021
nk the multinational enterprise 00432-3

847. NO SpringerLi The multiple faces of tension: dualities in decision-making Review of Managerial Science 14 3 10.1007/s11846-018- Päivi KarhuPaavo Ritala 2020
nk 0298-8

848. NO SpringerLi The performance effects of corporate venture capital: a meta- The Journal of Technology Transfer 10.1007/s10961-022- Patrick HaslangerErik E. LehmannNikolaus 2022
nk analysis 09954-w Seitz
849. NO SpringerLi The resurgence of business process re-engineering in public sector Information Systems and e-Business 19 3 10.1007/s10257-021- Vishanth WeerakkodyMarijn 2021
nk transformation efforts: exploring the systemic challenges and Management 00527-2 JanssenRamzi El-Haddadeh
unintended consequences
850. NO SpringerLi The right digital strategy for your business: an empirical analysis of Business Research 13 3 10.1007/s40685-020- Wolfgang BeckerOliver Schmid 2020
nk the design and implementation of digital strategies in SMEs and 00124-y
LSEs
851. NO SpringerLi The rise of the digital economy: Rethinking the taxation of Journal of International Business Studies 50 9 10.1057/s41267-019- Antony TingSidney J. Gray 2019
nk multinational enterprises 00223-x

852. NO SpringerLi The risk and consequences of multiple breadbasket failures: an OR Spectrum 42 3 10.1007/s00291-020- Asjad NaqviFranziska GauppStefan 2020
nk integrated copula and multilayer agent-based modeling approach 00574-0 Hochrainer-Stigler

853. NO SpringerLi The role of corporate incubators as invigorators of innovation Journal of Innovation and Entrepreneurship 8 1 10.1186/s13731-019- Jérôme GonthierGabriel M. Chirita 2019
nk capabilities in parent companies 0104-0

854. NO SpringerLi The services sector in India DECISION 45 2 10.1007/s40622-018- Rafiq Dossani 2018
nk 0173-0

855. NO SpringerLi The Transformation of Governance System: A Decade Long Global Journal of Flexible Systems 21 3 10.1007/s40171-020- Khushboo GulatiSeema GuptaC. P. Gupta 2020
nk Experience of Corporate Governance Using Meta-analysis Management 00244-8

856. NO SpringerLi The UN’s Sustainable Development Goals: Can multinational Journal of International Business Policy 4 1 10.1057/s42214-020- Rob Van TulderSuzana B. RodriguesHafiz 2021
nk enterprises lead the Decade of Action? 00095-1 MirzaKathleen Sexsmith

857. NO SpringerLi The upcoming rise of SMEs in cross-border public procurement: is it Journal of International Entrepreneurship 20 4 10.1007/s10843-022- Teresa FayosHaydeé CalderónJuan 2022
nk a matter of networking capabilities? 00310-5 Manuel GarcÃa-GarcÃaBelén Derqui

858. NO SpringerLi Theory building using SAP-LAP linkages: an application in the Annals of Operations Research 283 449 10.1007/s10479-017- Sushil 2019
nk context of disaster management 58 2425-3

859. NO SpringerLi Time/sequence-dependent scheduling: the design and evaluation of Journal of Intelligent Manufacturing 31 4 10.1007/s10845-019- Lei HeMathijs de WeerdtNeil Yorke-Smith 2020
nk a general purpose tabu-based adaptive large neighbourhood search 01518-4
algorithm
860. NO SpringerLi Towards a holistic strategic framework for applying robust Operational Research 19 2 10.1007/s12351-017- Nikos TsotsolasSpiros Alexopoulos 2019
nk facilitated approaches in political decision making 0295-8

861. NO SpringerLi Towards a lightweight framework for service management Information Systems and e-Business 10.1007/s10257-022- Daniela Patricia FeversaniValeria De 2022
nk evaluation in SMEs Management 00576-1 CastroEsperanza MarcosMario G.
PiattiniMarÃa Luz MartÃn-Peña
862. NO SpringerLi Towards a Reuse Strategic Decision Pattern Framework – from Information Systems Frontiers 21 1 10.1007/s10796-018- Victor ChangMohamed Abdel- 2019
nk Theories to Practices 9853-8 BassetMuthu Ramachandran

863. NO SpringerLi Transforming workplaces into performing workspaces—Holistic Zeitschrift für Immobilienökonomie 8 2 10.1365/s41056-022- Annette Kämpf-DernMascha Will- 2022
nk evaluation concept for managing workspace change projects 00058-y Zocholl

864. NO SpringerLi Trends and Trajectories in the Software Industry: implications for Information Systems Frontiers 10.1007/s10796-022- Samuli LaatoMatti MäntymäkiA. K.M. 2022
nk the future of work 10267-4 Najmul IslamSami HyrynsalmiTeemu
Birkstedt
865. NO SpringerLi Trust in blockchain-enabled exchanges: Future directions in Journal of the Academy of Marketing Science 10.1007/s11747-022- Teck Ming TanSaila Saraniemi 2022
nk blockchain marketing 00889-0

866. NO SpringerLi Tweaking the entrepreneurial orientation–performance Review of Managerial Science 12 4 10.1007/s11846-017- Andreas KallmuenzerAndreas StroblMike 2018
nk relationship in family firms: the effect of control mechanisms and 0231-6 Peters
family-related goals
867. NO SpringerLi Understanding artificial intelligence adoption in operations Annals of Operations Research 308 449 10.1007/s10479-020- Purva GroverArpan Kumar KarYogesh K. 2022
nk management: insights from the review of academic literature and 58 03683-9 Dwivedi
social media discussions
868. NO SpringerLi Understanding influence of supply chain relationships in retail DECISION 49 1 10.1007/s40622-022- Arisa ShaikhWaqar Ahmed 2022
nk channels on risk management 00308-x

869. NO SpringerLi Unstructured data in marketing Journal of the Academy of Marketing Science 46 4 10.1007/s11747-018- Bitty BalducciDetelina Marinova 2018
nk 0581-x

870. NO SpringerLi User-Centered Requirements for Augmented Reality as a Cognitive Business & Information Systems Engineering 10.1007/s12599-022- Julia BräkerAnna OsterbrinkMartin 2022
nk Assistant for Safety-Critical Services 00779-3 SemmannManuel Wiesche

871. NO SpringerLi Using Flow Tools to Enact Control in Software Development Information Systems Frontiers 24 1 10.1007/s10796-020- Alex EstevamDenis DennehyKieran 2022
nk Projects: A Cross-case Analysis 10081-w Conboy

872. NO SpringerLi Value configurations in sharing economy business models Review of Managerial Science 16 1 10.1007/s11846-020- Andreas ReuschlVictor TiberiusMatthias 2022
nk 00433-w FilserYixin Qiu

873. NO SpringerLi Value logics for service innovation: practice-driven implications for Service Business 12 3 10.1007/s11628-018- Erik LindhultKoteshwar ChirumallaPejvak 2018
nk service-dominant logic 0361-1 OghaziVinit Parida

874. NO SpringerLi What do we know about High Performance Work Systems? A Management Review Quarterly 10.1007/s11301-022- Roshni Das 2022
nk bibliometric summary of 30 years of research 00305-5

875. NO SpringerLi When and why employees take charge in the Workplace: the roles Review of Managerial Science 10.1007/s11846-022- Michelle She Min NgoMichael J. 2022
nk of learning goal orientation, role-breadth self-efficacy and co- 00568-y MustafaMuhammad Mohsin Butt
worker support
876. NO SpringerLi Why and when do family firms invest less in talent management? Journal of Management and Governance 10.1007/s10997-021- Rodrigo BascoThomas BassettiLorenzo 2021
nk The suppressor effect of risk aversion 09599-1 Dal MasoNicola Lattanzi

877. NO SpringerLi Why is Germany less entrepreneurial? A behavioral reasoning The Journal of Technology Transfer 46 5 10.1007/s10961-020- Maha AlyGalal Galal-Edeen 2021
nk perspective 09823-4

878. NO SpringerLi Why one strategy does not fit all: a systematic review on Review of Managerial Science 10.1007/s11846-022- Carolina Rojas-CórdovaAmanda J. 2022
nk exploration–exploitation in different organizational archetypes 00577-x WilliamsonJulio A. PertuzeGustavo Calvo

879. NO SpringerLi Work from Home Success: Agile work characteristics and the Review of Managerial Science 10.1007/s11846-022- Lukas HeidtFelix GaugerAndreas Pfnür 2022
nk Mediating Effect of supportive HRM 00545-5

880. NO SpringerLi Work Systems in the Indian Information Technology (IT) Industry Information Systems Frontiers 10.1007/s10796-022- Vinay Reddy VenumuddalaRajalaxmi 2022
nk Delivering Artificial Intelligence (AI) Solutions and the Challenges of 10259-4 Kamath
Work from Home
881. NO SpringerLi Working from home during COVID-19 and its impact on Indian Asian Business & Management 10.1057/s41291-022- Akanksha JaiswalC. J. Arun 2022
nk employees’ stress and creativity 00202-5
Appendix 3: Articles in phase two
Label Database Item Title Publication Title Volume Issue Item DOI/ISBN Authors Year

1. NO BASE A Systemic Approach to Evaluating the Organizational Agility in IEEE 10.1109/ACCESS.2023.32344 Merab Gogichaty 2023
Large-Scale Companies 24

2. NO BASE Agile Marketing Strategy In Banks and Its Impact On Enhancing ASR Research Center India 2022
Customer Loyalty: An Analytical Study

3. NO BASE Agile Project Management: Implementattion of Agile Working Publikasi Indonesia Hanan Yulianto 2021
System in Bank Daya Usaha Sharia

4. NO BASE An empirical perspective on security challenges in large-scale Association for Computing van der Heijden, Amber 2018
agile software development Machinery, Inc

5. NO BASE BANKS AND FINTECH: IMPACT OF TECHNOLOGICAL INNOVATION Rezekne Academy of Technologies Nātriņš, Andris 2021
ON COMPETENCES MANAGEMENT IN LATVIA

6. NO BASE Development of human capital in institutions from the Polish Cracow University of Economics 10.15678/IER.2020.0604.04 Tadeusz A. Grzeszczyk 2020
financial sector: Towards new technologies and agile business
models
7. NO BASE The Key Factors of Evaluating Agile Approaches: A Systematic International Journal of Supply Chain Alaidaros, Hamzah 2019
Literature Review Management

8. NO Google A STRATEGY-ORIENTED AND AGILE FRAMEWORK FOR University of Biskra H OUAAR, M BOUFAIDA
Scholar MANAGING BUSINESS PROCESSES: A CASE STUDY ON E-
BANKING
9. NO Google Agile in the Banking Industry: Exploring Multiple Levels Proceedings of the 28th European 9,78173E+12 Damai Taribuka and Chintan Amrit 2020
Scholar of Agile Transformation Process Facilitators and Challenges from Conference on Information Systems
a People Perspective (ECIS)
10. NO Google Agile Methodology use factors that influence project IEEE 10.1109/ICECCME52200.202 Makoena Moloto; Anneke Harmse; Tranos Zuva2 2021
Scholar performance in South African Banking sector-A case study 1.9590856

11. NO Google AGILE OR TRADITIONAL PROJECT ORGANISATION: A CENTRAL EUROPEAN BUSINESS 11 10.18267/j.cebr.308 NM Maier, P Emmerich 2022
Scholar QUANTITATIVE ASSESSMENT OF DECISION CRITERIA REVIEW
AMONG FIRMS IN THE DACH REGION
12. NO Google Agile system development methodologies usage and acceptance SAICSIT 10.1145/3278681.3278711 Mudarikwa, Grace, Grace, Thomas D. 2018
Scholar in South African banking firms: an exploratory analysis

13. NO Google Agile transformation in the banking industry: A concept of RWTH Aachen Sushanth Kanbail Srinivas 2021
Scholar Objectives and Key Results for the bank management

14. NO Google All in on agile: a case study of the challenges and success factors Aalto University Rossi, Aleksi 2020
Scholar of an enterprise agile transformation in retail banking

15. NO Google An Agile Approach for Managing Microservices-Based Software EMCIS 2021 10.1007/978-3-030-95947- Vu H. A Nguyen 2022
Scholar Development: Case Study in FinTech 0_51

16. NO Google Challenges in Agile IT Project: A Case Study of Banking Company ICACSIS 10.1109/ICACSIS53237.2021 Mayanggita Rachmaryza Indra, Teguh Raharjo, Bob Hardian, 2021
Scholar .9631352 Andi Wahbi

17. NO Google Challenges of Agile Adoption in Banking Industry: A Systematic ICSEC 10.1109/ICSEC53205.2021.9 Dhevina Dewantari; Teguh Raharjo; Bob Hardian; Andi 2021
Scholar Literature Review 684622 Wahbi; Fahmi Alaydrus
18. NO Google Emerging field or passing fashion? A case study of Agile-Stage- Revista de Gestao 10.1108/REGE-08-2021- Adriano Rehder, João Valsecchi Souza, Roberto Marx, Mario 2023
Scholar Gate model in innovation processes 0149 Sergio Salerno

19. NO Google Enhancing agile software development in the banking sector—a Software: Evolution and Process 10.1002/smr.2363 Ezequiel Scott, Fredrik Milani, Erki Kilu, Dietmar Pfahl 2021
Scholar comprehensive case study at LHV

20. NO Google Enterprise Architecture and Agile Development: Friends or Foes? EDOCW 10.1109/EDOCW.2018.0003 Mert Canat; Núria Pol Català; Alexander Jourkovski; 2018
Scholar 3 Svetlomir Petrov

21. NO Google How AI-Enabled Agile Internet of Things Can Enhance the AI-Enabled Agile Internet of Things 10.4018/978-1-6684-4176- Poshan Yu, Shengyuan Lu, Michael Sampat 2022
Scholar Business Efficiency of China's FinTech Ecosystem for Sustainable FinTech Ecosystems 3.ch009

22. NO Google Impact of Agile Methodology Use on Project Success in South ICCCES 10.1007/978-981-33-4909- Makoena Moloto, Anneke Harmse & Tranos Zuva 2021
Scholar African Banking Sector 4_12

23. NO Google Lean and agile in small- and medium-sized South African Journal of Business 49 10.4102/sajbm.v49i1.11 Gurahoo, Neeshal; Salisbury, Roger H. 2018
Scholar enterprises: Complementary or incompatible? Management

24. NO Google Remote communication in Scrum teams - a COVID-19 preventive Szkoła Główna Handlowa w 92 Kamil Brodnicki 2021
Scholar measure or work time optimisation? Warszawie

25. NO Google Scrum Evaluation to Increase Software Development Project ICACSIS 10.1109/ICACSIS51025.2020 Andrean Taufiq; Teguh Raharjo; Andi Wahbi 2020
Scholar Success: A Case Study of Digital Banking Company .9263235

26. NO Google The adoption of Design Thinking, Agile Software 2021 International Conference on 10.1109/PlatCon53246.2021 Elisa Indriasari, Harjanto Prabowo, Ford Lumban Gaol, Betty 2022
Scholar Development and Co-creation concepts A case study of Platform Technology and Service .9680763 Purwandari
Digital Banking innovation (PlatCon)
27. NO Google The agile methodology and its application in a project of BPM NG - Scuola di Ingegneria Industriale MERONI, ANDREA 2019
Scholar system introduction for a major banking player e dell'Informazione

28. NO Google The Hybrid Application of Agile Project Management in IT Politecnico di Torino VA Zanalda 2019
Scholar Banking System: Optimization of Traditional Framework

29. NO Google The Impact of Agile Processes on Organisational Behaviour Auckland University of Technology Hisham Alasad 2020
Scholar Within Current Banking Practice

30. NO Google Towards an agile organization in the Financial Service Industry - SSNN 10.2139/ssrn.4230454 Dirk Berbaum 2022
Scholar the RegSafe2© framework

31. NO Google Towards an Agile Quality Management Model for Microservice Proceedings of the Future 11 10.1007/978-3-030-89912- Vu H. A. Nguyen 2021
Scholar Architecture in FinTech Technologies Conference 7_36

32. NO SAGE A Longitudinal Systematic Review of Credit Risk Assessment and SAGE Open 11 4 10.1177/2158244021106133 Çallı, Büşra Alma, Coşkun, Erman 2021
Journals Credit Default Predictors 3

33. NO SAGE A review and agenda for examining how technology-driven Australian Journal of Management 45 3 10.1177/0312896220922292 Johnson, Anya, Dey, Shanta, Nguyen, Helena, Groth, Markus, 2020
Journals changes at work will impact workplace mental health and Joyce, Sadhbh, Tan, Leona, , Glozier, Nicholas
employee well-being
34. NO SAGE Adoption of cloud computing as innovation in the organization International Journal of Engineering 14 10.1177/1847979022109399 Golightly, Lewis, Chang, Victor, Xu, Qianwen ArielGao, 2022
Journals Business Management 2 Xianghua

35. NO SAGE Agility as the Discovery of Slowness California Management Review 63 4 10.1177/0008125621102873 Prange, Christiane 2021
Journals 9

36. NO SAGE Application of Organizational Agility to Enhance the Journal of Creating Value 5 2 10.1177/2394964319885520 Heisterkamp, Tom 2019
Journals Predictability of Costs and Increase the Probability of Creating
Value
37. NO SAGE Boosting innovation performance through big data analytics:An Journal of Information Science 10.1177/0165551521104742 ZareRavasan, Ahad 2021
Journals empirical investigationon the role of firm agility 5

38. NO SAGE Building and Maintaining Strategic Agility: An Agenda and California Management Review 61 1 10.1177/0008125618790245 Morton, Josh, Stacey, Patrick, Mohn, Matthias 2018
Journals Framework for Executive IT leaders

39. NO SAGE Career agility and career embeddedness as psychological needs Journal Article 52 3 10.1177/0081246322108134 Melinde Coetzee, Alda Deas, Dieter Veldsman, Pfungwa 2022
Journals of the value-oriented psychological contract 1 Dhliwayo

40. NO SAGE Connecting the Dots: Linking Entrepreneurial Leadership and Vision 10.1177/0972262922109165 Sari, Synthia Atas, Ahmad, Noor Hazlina 2022
Journals Strategic Agility towards SME Competitiveness 8

41. NO SAGE Consumers’ Resistance to Digital Innovations: A Systematic Australasian Marketing Journal 28 4 10.1016/j.ausmj.2020.06.01 Talwar, Shalini, Talwar, Manish, Kaur, Puneet, Dhir, 2020
Journals Review and Framework Development 4 Amandeep

42. NO SAGE Demonetisation, Banking and Trust in “Bricks” Or “Clicks” South Asia Research 40 2 10.1177/0262728020915566 Masudul Hasan Adil, Neeraj R. Hatekar 2020
Journals

43. NO SAGE Digital Innovation and Institutional Entrepreneurship: Chief Journal of Information Technology 33 3 10.1057/s41265-018-0055-0 Tumbas, Sanja, Berente, Nicholas, Brocke, Jan vom 2018
Journals Digital Officer Perspectives of their Emerging Role

44. NO SAGE Financial geography II: The impacts of FinTech – Financial sector Progress in Human Geography 45 4 10.1177/0309132520959825 Dariusz Wójcik 2021
Journals and centres, regulation and stability, inclusion and governance

45. NO SAGE How the Big 4 got big: Audit culture and the metamorphosis of Critique of Anthropology 38 3 10.1177/0308275X18775815 Shore, Cris, Wright, Susan 2018
Journals international accountancy firms

46. NO SAGE How to Compete When Industries Digitize and Collide: An California Management Review 64 3 10.1177/0008125622108335 Jacobides, Michael G. 2022
Journals Ecosystem Development Framework 2

47. NO SAGE Industry 4.0 Adaption in Indian Banking Sector—A Review and 27 1 10.1177/0972262921996829 Gupta, Ritika 2023
Journals Agenda for Future Research

48. NO SAGE Interview with Dr Anil K. Khandelwal: Leading Transformation of South Asian Journal of Human 7 1 10.1177/2322093720922478 Panda, Abinash 2020
Journals a Public Sector Bank Through People Processes and Building Resources Management
Intangibles
49. NO SAGE Justifying the bored self: On projective, domestic, and civic Organization 29 5 10.1177/1350508422109824 du Plessis, Erik Mygind Just, Sine Nørholm 2022
Journals boredom in Danish retail banking 2

50. NO SAGE Marketing Agility: The Concept, Antecedents, and a Research Journal of Marketing 85 1 10.1177/0022242920952760 Kalaignanam, Kartik, Tuli, Kapil R., Kushwaha, Tarun, Lee, 2021
Journals Agenda Leonard, Gal, David

51. NO SAGE Reimagining the World Bank: Global Public Goods in an Age of World Affairs 184 2 10.1177/0043820021101348 Kopiński, Dominik, Wróblewski, Marek 2021
Journals Crisis 6

52. NO SAGE The digitalisation of service work: A comparative study of European Journal of Industrial 28 3 10.1177/0959680121105682 Andreas Kornelakis, Vassil Kirov, Patrick Thill 2022
Journals restructuring of the banking sector in the United Kingdom and Relations 9
Luxembourg
53. NO SAGE Toward an Improved Understanding of Agile Project Project Management Journal 49 6 10.1177/8756972818803482 Teemu Lappi, Teemu Karvonen, Lucy Ellen Lwakatare, Kirsi 2018
Journals Governance: A Systematic Literature Review Aaltonen, Pasi Kuvaja

54. NO SAGE Under Pressure: The Effects of Iteration Lengths on Agile Project Management Journal 49 6 10.1177/8756972818802714 Kim E. van Oorschot, Kishore Sengupta, Luk N. Van 2018
Journals Software Development Performance Wassenhove
55. NO Science A longitudinal investigation into multilevel agile & ambidextrous Technological Forecasting and Social 169 10.1016/j.techfore.2021.120 Vijay Pereira, Manlio Del Giudice, Ashish Malik, Shlomo 2021
Direct strategic dualities in an information technology high performing Change 848 Tarba, Yama Temouri, Pawan Budhwar, Swetketu Patnaik
EMNE
56. NO Science Accelerating Innovation Efficiency through Agile Leadership: The Technological Forecasting and Social 179 10.1016/j.techfore.2022.121 Xihui Haviour Chen, Kienpin Tee, Victor Chang 2022
Direct CEO Network Effects in China Change 602

57. NO Science Advances in Using Agile and Lean Processes for Software Advances in Computers 113 10.1016/bs.adcom.2018.03.0 Pilar Rodríguez, Mika Mäntylä, Markku Oivo, Lucy Ellen 2019
Direct Development 14 Lwakatare, Pertti Seppänen, Pasi Kuvaja

58. NO Science Agile Space Living Lab – The Emergence of a New High-Tech Space Policy 49 10.1016/j.spacepol.2019.05.0 Matjaz Vidmar 2019
Direct Innovation Paradigm 02

59. NO Science Agile values or plan-driven aspects: Which factor contributes Journal of Systems and Software 146 10.1016/j.jss.2018.09.081 Dinesh Batra 2018
Direct more toward the success of data warehousing, business
intelligence, and analytics project development?
60. NO Science Agile vs. Traditional Approach in Project Management: Procedia Manufacturing 39 10.1016/j.promfg.2020.01.31 Danijela Ciric, Bojan Lalic, Danijela Gracanin, Nemanja Tasic, 2019
Direct Strategies, Challenges and Reasons to Introduce Agile 4 Milan Delic, Nenad Medic

61. NO Science Agility and system documentation in large-scale enterprise Procedia Computer Science 181 10.1016/j.procs.2021.01.181 Makoto Nakayama, Eli Hustad, Norma Sutcliffe 2021
Direct system projects: a knowledge management perspective

62. NO Science Appendix 1 - Agile project management Project Management, Planning and 10.1016/B978-0-12-824339- Graham Collins 2021
Direct Control (Eighth Edition) 8.15001-1

63. NO Science Corporate governance and corporate agility Journal of Corporate Finance 66 10.1016/j.jcorpfin.2021.1019 Kenneth Lehn 2021
Direct 29

64. NO Science Dataset on the influence of software development agility on Data in Brief 23 10.1016/j.dib.2019.103741 Farzana Sadia, Imran Mahmud, Eva Dhar, Nusrat Jahan, 2019
Direct software firms' performance in Bangladesh Syeda Sumbul Hossain, A.K.M. Zaidi Satter

65. NO Science Empirically developed framework for building trust in distributed Information and Software 145 10.1016/j.infsof.2022.10682 Sulabh Tyagi, Ritu Sibal, Bharti Suri 2022
Direct agile teams Technology 8

66. NO Science How can SMEs successfully navigate VUCA environment: The Technological Forecasting and Social 174 10.1016/j.techfore.2021.121 Ciro Troise, Vincenzo Corvello, Abby Ghobadian, Nicholas 2022
Direct role of agility in the digital transformation era Change 227 O'Regan

67. NO Science How do agile organizations contribute to environmental Journal of International 27 1 10.1016/j.intman.2019.1007 Abderaouf Bouguerra, Ismail Gölgeci, David M. Gligor, Ekrem 2021
Direct collaboration? Evidence from MNEs in Turkey Management 11 Tatoglu

68. NO Science Impact of artificial intelligence assimilation on firm performance: International Journal of Information 67 10.1016/j.ijinfomgt.2022.102 Samuel Fosso Wamba 2022
Direct The mediating effects of organizational agility and customer Management 544.
agility
69. NO Science Information digitalisation and local institutional agility: evidence Technological Forecasting and Social 172 10.1016/j.techfore.2021.121 Kazi Sohag, S.M. Riad Shams, Darusalam Darusalam, Alain 2021
Direct from ASEAN countries Change 063 Devalle

70. NO Science IT and Organizational Agility: A Critical Literature Review Procedia Computer Science 161 10.1016/j.procs.2019.11.110 Doddy Ridwandono, Apol Pribadi Subriadi 2019
Direct

71. NO Science Job-work fit as a determinant of the acceptance of large-scale Journal of Systems and Software 168 10.1016/j.jss.2020.110577 Dinesh Batra 2020
Direct agile methodology

72. NO Science Microfoundations of Strategic Agility in Emerging Markets: Journal of World Business 57 2 10.1016/j.jwb.2021.101272 Alberto Ferraris, William Y. Degbey, Sanjay Kumar Singh, 2022
Direct Empirical Evidence of Italian MNEs in India Stefano Bresciani, Sylvaine Castellano, Fabio Fiano, Jerome
Couturier
73. NO Science New investor categories, agility and HRM: The case of Sovereign Human Resource Management 30 1 10.1016/j.hrmr.2019.100694 Douglas Cumming, Igor Filatotchev, Juliane Reinecke, 2020
Direct Wealth Funds Review Geoffrey Wood
74. NO Science Non-technical individual skills are weakly connected to the Information and Software 99 10.1016/j.infsof.2018.02.006 Lucas Gren, Alessia Knauss, Christoph Johann Stettina 2018
Direct maturity of agile practices Technology

75. NO Science Quality measurement in agile and rapid software development: Journal of Systems and Software 186 10.1016/j.jss.2021.111187 Lidia López, Xavier Burgués, Silverio Martínez-Fernández, 2022
Direct A systematic mapping Anna Maria Vollmer, Woubshet Behutiye, Pertti Karhapää,
Xavier Franch, Pilar Rodríguez, Markku Oivo
76. NO Science Quality requirements challenges in the context of large-scale Information and Software 110 10.1016/j.infsof.2019.01.009 Wasim Alsaqaf, Maya Daneva, Roel Wieringa 2019
Direct distributed agile: An empirical study Technology

77. NO Science Regulatory Challenges and Solutions for Fintech in Turkey Procedia Computer Science 158 10.1016/j.procs.2019.09.133 Kazim Degerli 2019
Direct

78. NO Science Relationships between IT department culture and agile software International Journal of Information 44 10.1016/j.ijinfomgt.2018.09. Manjul Gupta, Joey F. George, Weidong Xia 2019
Direct development practices: An empirical investigation Management 006

79. NO Science Stage-gate and agile development in the digital age: Promises, Journal of Business Research 110 10.1016/j.jbusres.2019.01.06 Stefanie Paluch, David Antons, Malte Brettel, Christian Hopp, 2020
Direct perils, and boundary conditions 3 Torsten-Oliver Salge, Frank Piller, Daniel Wentzel

80. NO Science The factors influencing the success of on-going agile software International Journal of Project 38 3 10.1016/j.ijproman.2020.02. Carlos Tam, Eduardo Jóia da Costa Moura, Tiago Oliveira, 2020
Direct development projects Management 001 João Varajão

81. NO Science The impact of project team characteristics and client European Management Journal 40 5 10.1016/j.emj.2021.09.011 Abirami Radhakrishnan, Jigish Zaveri, Dessa David, John 2022
Direct collaboration on project agility and project success: An empirical Stephen Davis
study
82. NO Science The impact of working from home on the success of Scrum Journal of Systems and Software 197 10.1016/j.jss.2022.111562 Adrian-Alexandru Cucolaş, Daniel Russo 2023
Direct projects: A multi-method study

83. NO Science The journey to technical excellence in agile software Information and Software 150 10.1016/j.infsof.2022.10695 Adam Alami, Oliver Krancher, Maria Paasivaara 2022
Direct development Technology 9

84. NO Science The role of business analytics capabilities in bolstering firms’ International Journal of Information 47 10.1016/j.ijinfomgt.2018.12. Amir Ashrafi, Ahad Zare Ravasan, Peter Trkman, Samira 2019
Direct agility and performance Management 005 Afshari

85. NO Science The role of IT application orchestration capability in improving The Journal of Strategic Information 27 1 10.1016/j.jsis.2017.10.002 Magno Queiroz, Paul P. Tallon, Rajeev Sharma, Tim Coltman 2018
Direct agility and performance Systems

86. NO Science The role of the project manager in agile software development Journal of Systems and Software 173 10.1016/j.jss.2020.110871 Yogeshwar Shastri, Rashina Hoda, Robert Amor 2021
Direct projects

87. NO Science Understanding the perceived relevance of capability measures: A Journal of Systems and Software 180 10.1016/j.jss.2021.111013 Sai Datta Vishnubhotla, Emilia Mendes, Lars Lundberg 2021
Direct survey of Agile Software Development practitioners

88. NO Science Quality of software requirements specification in agile projects: Journal of Systems and Software 10.1016/j.jss.2018.04.064 Juliana Medeiros, Alexandre Vasconcelos, Carla Silva, Miguel 2018
Ditect A cross-case analysis of six companies Goulão

89. NO SpringerL A crystal-clear story for a meaningful future Digitale Welt 4 1 10.1007/s42354-019-0246-z Uwe Walter 2020
ink

90. NO SpringerL A framework for implementing robotic process automation Information Systems and e-Business 10.1007/s10257-022-00553- Lukas-Valentin HermChristian JanieschAlexander 2022
ink projects Management 8 HelmFlorian ImgrundAdrian HofmannAxel Winkelmann

91. NO SpringerL A literature review of risk, regulation, and profitability of banks Future Business Journal 8 10.1186/s43093-022-00146- Shailesh RastogiArpita SharmaGeetanjali PintoVenkata 2022
ink using a scientometric study 4 Mrudula Bhimavarapu

92. NO SpringerL A maturity model for software startup ecosystems Journal of Innovation and 7 1 10.1186/s13731-018-0091-6 Daniel CukierFabio Kon 2018
ink Entrepreneurship
93. NO SpringerL A role for the state in the digital age Journal of Innovation and 7 1 10.1186/s13731-018-0086-3 Nagy Hanna 2018
ink Entrepreneurship

94. NO SpringerL A systematic literature review towards a conceptual framework Information Systems and e-Business 20 1 10.1007/s10257-022-00550- Rajesh Chidananda ReddyBiplab BhattacharjeeDebasisha 2022
ink for enablers and barriers of an enterprise data science strategy Management x MishraAnandadeep Mandal

95. NO SpringerL A welcome to the jungle of continuous-time multivariate non- Annals of Operations Research 10.1007/s10479-022-04970- Michele Leonardo BianchiAsmerilda HitajGian Luca Tassinari 2022
ink Gaussian models based on Lévy processes applied to finance 3

96. NO SpringerL Artificial intelligence assisted Internet of Things based financial Annals of Operations Research 10.1007/s10479-021-04311- Irina V. PustokhinaDenis A. PustokhinSachi Nandan 2021
ink crisis prediction in FinTech environment w MohantyPaulo Alonso Gaona GarcÃaVicente GarcÃa-DÃaz

97. NO SpringerL Assessing the digital economy: aims, frameworks, pilots, results, Journal of Innovation and 9 10.1186/s13731-020-00129- Nagy K. Hanna 2020
ink and lessons Entrepreneurship 1

98. NO SpringerL Building novel capabilities to enable business intelligence agility: Information Systems and e-Business 16 3 10.1007/s10257-017-0361-z Tobias KnabkeSebastian Olbrich 2018
ink results from a quantitative study Management

99. NO SpringerL Can Agile Enterprise Architecture be Implemented Successfully Global Journal of Flexible Systems 23 2 10.1007/s40171-022-00298- Yehia Ibrahim AlzoubiAsif Qumer Gill 2022
ink in Distributed Agile Development? Empirical Findings Management w

100. NO SpringerL Collaborative workplaces for innovation in service companies: Service Business 12 3 10.1007/s11628-017-0359-0 Claudia MancaMercedes GrijalvoMiguel PalaciosMatti Kaulio 2018
ink barriers and enablers for supporting new ways of working

101. NO SpringerL Comparing effectuation to discovery-driven planning, Small Business Economics 54 3 10.1007/s11187-019-00153- Yashar MansooriMartin Lackéus 2020
ink prescriptive entrepreneurship, business planning, lean startup, w
and design thinking
102. NO SpringerL Competencies for Managing Activities in Agile Projects Global Journal of Flexible Systems 23 4 10.1007/s40171-022-00311- José Romualdo da Costa FilhoRenato PenhaLuciano 2022
ink Management 2 Ferreira da SilvaFlavio Santino Bizarrias

103. NO SpringerL Critical HR capabilities in agile organisations a cross-case analysis Review of Managerial Science 10.1007/s11846-022-00570- Léonie S. MolletStephanie Kaudela-Baum 2022
ink in swiss SMEs 4

104. NO SpringerL Digital Innovation Business & Information Systems 60 6 10.1007/s12599-018-0559-8 Prof. Dr. Raffaele Fabio CirielloProf. Dr. Alexander 2018
ink Engineering RichterProf. Dr. Gerhard Schwabe

105. NO SpringerL Digital Innovation, Data Analytics, and Supply Chain Resiliency: A Annals of Operations Research 10.1007/s10479-022-04765- Anas IftikharImran AliAhmad ArslanShlomo Tarba 2022
ink Bibliometric-based Systematic Literature Review 6

106. NO SpringerL Digital transformation as an interaction-driven perspective Electronic Markets 32 10.1007/s12525-021-00464- Ziboud Van VeldhovenJan Vanthienen 2022
ink between business, society, and technology 5

107. NO SpringerL Digital transformation trends in service industries Service Business 10.1007/s11628-022-00516- HeeSoo ChinDurga Prasad MarasiniDonHee Lee 2022
ink 6

108. NO SpringerL Digital transformation: a review synthesis and opportunities for Management Review Quarterly 71 2 10.1007/s11301-020-00185- Swen NadkarniReinhard Prügl
ink future research 7

109. NO SpringerL Disruptive business value models in the digital era Journal of Innovation and 12 1 10.1186/s13731-022-00252- Navitha Singh Sewpersadh 2023
ink Entrepreneurship 1

110. NO SpringerL Do Agile Managed Information Systems Projects Fail Due to a Information Systems Frontiers 23 2 10.1007/s10796-019-09962- Tan Trung LuongUthayasankar SivarajahVishanth 2021
ink Lack of Emotional Intelligence? 6 Weerakkody
111. NO SpringerL Enhancing financial performance of the banks: the role of Journal of Innovation and 11 1 10.1186/s13731-022-00211- Osama Mohamed Ahmed EnadSalah Murtada Abdelrahman 2022
ink customer response and operations management Entrepreneurship w Gerinda

112. NO SpringerL Exploring knowledge management in agile software International Entrepreneurship and 16 2 10.1007/s11365-019-00582- Carine KhalilSabine Khalil 2020
ink development organizations Management Journal 9

113. NO SpringerL Facilitating innovation in FinTech: a review and research agenda Review of Managerial Science 17 1 10.1007/s11846-022-00531- Ahmad AlaassarAnne-Laure MentionTor Helge Aas 2023
ink x

114. NO SpringerL Fintech: from budding to explosion - an overview of the current Review of Managerial Science 10.1007/s11846-021-00513- Yi SunShihui LiRui Wang 2022
ink state of research 5

115. NO SpringerL Flexibility in the Brazilian Industry 4.0: Challenges and Global Journal of Flexible Systems 21 1 10.1007/s40171-020-00240- José Celso ContadorWalter Cardoso SatyroJose Luiz 2020
ink Opportunities Management y ContadorMauro de Mesquita Spinola

116. NO SpringerL From Shadow IT to Business-managed IT: a qualitative Information Systems and e-Business 18 2 10.1007/s10257-020-00472- Andreas KopperMarkus WestnerSusanne Strahringer 2020
ink comparative analysis to determine configurations for successful Management 6
management of IT by business entities
117. NO SpringerL How do banks interact with fintech startups? Small Business Economics 57 3 10.1007/s11187-020-00359- Lars HornufMilan F. KlusTodor S. LohwasserArmin 2021
ink 3 Schwienbacher

118. NO SpringerL Improving Resilience in Times of Multiple Crisis Schmalenbach Journal of Business 74 4 10.1007/s41471-022-00150- Andreas PinkwartGideon SchingenAnna-Tina PannesDirk 2022
ink Research y Schlotböller

119. NO SpringerL Investigating the relationship between top management Operations Management Research 15 45019 10.1007/s12063-022-00257- Mohammed Belal UddinBilkis Akhter 2022
ink commitment, supply chain collaboration, and sustainable firm 9
performance in the agro-processing supply chain
120. NO SpringerL Invite everyone to the table, but not to every course Electronic Markets 10.1007/s12525-022-00567- Frederike Marie OschinskyHans Christian KleinBjoern 2022
ink 7 Niehaves

121. NO SpringerL Lean thinking in lean times for education Annals of Operations Research 316 1 10.1007/s10479-021-04055- Andreas KakourisEleni SfakianakiMarios Tsioufis 2022
ink 7

122. NO SpringerL Leveraging IT-enabled dynamic capabilities to shape business Review of Managerial Science 16 8 10.1007/s11846-021-00501- Aboobucker Ilmudeen 2022
ink process agility and firm innovative capability: moderating role of 9
turbulent environment
123. NO SpringerL Mastering Agile Practice Adoption through a Model-Driven Business & Information Systems 10.1007/s12599-022-00785- Giovanni GiachettiJosé Luis de la VaraBeatriz MarÃn 2022
ink Approach for the Combination of Development Methods Engineering 5

124. NO SpringerL Scaling for agility: A reference model for hybrid traditional-agile Information Systems Frontiers 20 2 10.1007/s10796-016-9672-8 Asif Qumer GillBrian Henderson-SellersMahmood Niazi 2018
ink software development methodologies

125. NO SpringerL Strategic agility, openness and performance: a mixed method Review of Managerial Science 10.1007/s11846-022-00562- Demetris VrontisJaroslav BelasAlkis ThrassouGabriele
ink comparative analysis of firms operating in developed and 4 SantoroMichael Christofi
emerging markets
126. NO SpringerL The effect of firm complexity and founding team size on agile International Entrepreneurship and 16 3 10.1007/s11365-019-00633- Tomás F. González-CruzDolores Botella-CarrubiC. M. 2020
ink internal communication in startups Management Journal 1 MartÃnez-Fuentes

127. NO SpringerL The Mediating Impact of IT Capabilities on the Association Global Journal of Flexible Systems 23 3 10.1007/s40171-022-00303- Abdulkareem Salameh AwwadOmar Mohammed Ali 2022
ink between Dynamic Capabilities and Organizational Agility: The Management 2 AbabnehMahmoud Karasneh
Case of the Jordanian IT Sector
128. NO SpringerL Viable IT Risk Management System by Viable System Model Systemic Practice and Action 35 6 10.1007/s11213-021-09587- Ali Akbar Arghand 2022
ink (VSM): Action Research for Managing IT-related Risk in the Research 4
Banking Service
129. NO SpringerL Views on the Past, Present, and Future of Business and Business & Information Systems 60 10.1007/s12599-018-0561-1 Prof. Dr. Wil M. P. van der AalstProf. Dr. Jörg BeckerProf. 2018
ink Information Systems Engineering Engineering Dr. Martin BichlerProf. Dr. Hans Ulrich BuhlProf. Dr. Jens
DibbernProf. Dr. Ulrich FrankProf. Dr. Ulrich HasenkampProf.
Dr. Armin HeinzlProf. Dr. Oliver HinzProf. Dr. Kai-Lung
HuiProf. Dr. Matthias JarkeProf. Dr. Dimitris KaragiannisProf.
Dr. Natalia KliewerProf. Dr. Wolfgang KönigProf. Dr. Jan
MendlingProf. Dr. Peter Mertens
130. NO SpringerL What drives strategic agility? Evidence from a fuzzy-set International Entrepreneurship and 10.1007/s11365-022-00820- Enrique de Diego RuizPaloma AlmodóvarIgnacio Danvila del 2022
ink qualitative comparative analysis (FsQCA) Management Journal 7 Valle

131. YES BASE A THEORETICAL VIEW ABOUT AGILE MANAGEMENT IN BANK University of Oradea 2 Valentin Partenie MUNTEANU 2021
SECTOR

132. YES BASE Implementation of Agile Methods on Development of Savings Informatics Department, Faculty of 10.51519/journalisi.v4i3.296 Robi Setiawan 2022
and Loan Cooperative Information Systems Computer Science Bina Darma
University
133. YES BASE Modern approaches to Agile transformation of Russian financial EDP Sciences 10.1051/shsconf/202111600 Vorontsov Denis 2021
and technological companies 066

134. YES BASE Triggers analysis of an agile transformation: the case of a central Elsevier BV 10.1016/j.procs.2019.12.205 Berkani Akim, Causse Dominique, Thomas Laurent 2019
bank

135. YES BASE ‫ دراسة حالة لتطبيقها في‬:‫في إدارة المشاريع‬Agile ‫منهجية‬ Sebha University Hatim Abu Irtaymah 2022
Agile Project Management ; ‫مشروعات تكنولوجيا الخدمات المالية‬
Approaches: A Case Study with Respect to Their Application in
Finance Technology Projects
136. YES EBSCO An architecture governance approach for Agile development by AI & SOCIETY 37 10.1007/s00146-021-01240- Salameh, A., Bass, J.M. 2022
tailoring the Spotify model x

137. YES EBSCO SELECTING A SCALED AGILE APPROACH FOR A FIN-TECH South African Journal of Industrial 31 3 10.7166/31-3-2432 Christopher, L. A.; de Vries, M. 2020
COMPANY. Engineering

138. YES Google A case study in the banking sector: an ontology for the selection International Conference on Applied 1338 10.1007/978-3-030-71503- Morales, I., Bonilla-Morales, B., Vargas-Lombardo, M. 2021
Scholar of agile and lean software development methodologies Technologies 8_41

139. YES Google A cultural perspective on leadership to face challenges with agile ROYAL INSTITUTE OF TECHNOLOGY Bojs, R. 2019
Scholar methods

140. YES Google Adoption Level and Challenges of Implementing Agile Project Addis Ababa University Asegid Debebe Feyissa 2019
Scholar Management Methodology at the Private Banking Industry in
Ethiopia
141. YES Google Adoption of Design Thinking, Agile Software Development and International Journal of Engineering 12 1 10.46338/ijetae0122_11 Elisa Indriasari, Harjanto Prabowo, Ford Lumban Gaol, Betty 2022
Scholar Co-creation: A Qualitative Study towards Digital Banking and Advanced Technology Purwandari
Innovation Success
142. YES Google Agile adoption best practices in Canadian banking Edinburgh Business School HM DUARTE 2019
Scholar

143. YES Google Agile and Anticipatory: Exploring How Strategic Foresight May OCAD University Alyza Devraj 2021
Scholar Strengthen Product Strategy Through the Lens of the Fintech
Start-Up Ecosystem in Africa.
144. YES Google Agile Approach-Study of Project Management Methods in the IEOM Society International Shyamsundar Santhanam, Suresh, M. 2022
Scholar Banking industry

145. YES Google Agile Methods as a Risk Management Strategy Tool–A FinTech Twenty-fourth Americas Conference Anna Zaitsev 2018
Scholar Case Study on Information Systems, New
Orleans, 2018
146. YES Google Agile Project Management in Banking: A study of how agile Södertörn University J Yuonan, R Mamedov 2020
Scholar methods are modified to suit the context of a bank

147. YES Google Agile Software Process Improvement by Learning from Financial International Conference on 338 10.1007/978-3-030-05767- Erki Kilu, Fredrik Milani, Ezequiel Scott, Dietmar Pfahl 2018
Scholar and Fintech Companies: LHV Bank Case Study Software Quality 1_5

148. YES Google An Agile software development adoption framework for the University of the Western Cape N Norman 2021
Scholar South African financial industry

149. YES Google Analytical evaluation of agile success factors influencing quality Int. J. Industrial and Systems 10.1504/IJISE.2019.103448 Viral Gupta, Parmod Kumar Kapur, Deepak Kumar and Satya 2019
Scholar in banking sector Engineering Prakash Singh

150. YES Google Applying Agile Methodology to regulatory compliance projects in JADE 10.2139/ssrn.3834205 Dirk Beerbaum 2021
Scholar the financial industry: A case study research

151. YES Google Large-Scale Agile Transformation: A Case Study Conducted in the School of Industrial Engineering and Khan, Areeba Zaman, Åström, Sophie 2021
Scholar Banking Industry with a Focus on Organizational, Managerial, Management (ITM)
and Cultural Aspects
152. YES Google Perils and Perks Pertinent to Progressive Mobile Banking in Pacific Business Review 14 7 Singh, Rajesh 2022
Scholar reference to Quality Management aspect: Lean and Agile (International)
Approach
153. YES Google Quality Deployment and Use of the Scaled Agile Framework®- University of Tampere Priya Mishra 2018
Scholar Managing teamwork and software quality in the banking sector

154. YES SAGE Are incumbent banks bygones in the face of digital Journal of General Management 46 1 10.1177/0306307020937883 Krasonikolakis, Ioannis, Tsarbopoulos, Michalis, Eng, Teck- 2020
Journals transformation? Yong

155. YES SAGE Batch-based agile program management approach for Concurrent Engineering 29 4 10.1177/1063293X21101523 Qing Yang, Yingxin Bi, Qinru Wang,Tao Yao 2021
Journals coordinating IT multi-project concurrent development 6

156. YES SAGE Designing a Future-Ready Enterprise: The Digital Transformation California Management Review 63 3 10.1177/0008125621992583 Sia, Siew Kien, Weill, Peter,Zhang, Nila 2021
Journals of DBS Bank

157. YES SAGE From Strategic Planning to Strategic Agility Patterns Journal of Creating Value 5 2 10.1177/2394964319867778 Prange, Christiane, Hennig, Alicia 2019
Journals

158. YES SAGE ING’s Agile Transformation—Teaching an Elephant to Race Journal of Creating Value 5 2 10.1177/2394964319875601 Martin Calnan, Alon Rozen 2019
Journals

159. YES SAGE Interruptions in Agile Software Development Teams Project Management Journal 52 2 10.1177/8756972821991365 Manuel Wiesche 2021
Journals

160. YES Science Examining the transition to agile practices with information International Journal of Project 40 1 10.1016/j.ijproman.2021.10. Ruben Burga, Chris Spraakman, Carson Balestreri, Davar 2022
Direct technology projects: Agile teams and their experience of Management 004 Rezania
accountability
161. YES Science Remote agile: Problems, solutions, and pitfalls to avoid Business Horizons 10.1016/j.bushor.2022.10.00 Riku Reunamäki, Carl F. Fey 2022
Direct 3

162. YES SpringerL Agile methods in the German banking sector: some evidence on Journal of Business Economics 92 8 10.1007/s11573-022-01102- Volker Brühl 2018
ink expectations, experiences and success factors y

163. YES SpringerL Agility as an innovation driver: towards an agile front end of Review of Managerial Science 15 1 10.1007/s11846-019-00373- Marco BrandVictor TiberiusPeter M. BicanAlexander Brem 2021
ink innovation framework 0
164. YES SpringerL Design of transformation initiatives implementing organisational SN Business & Economics 1 6 10.1007/s43546-021-00073- Ivan KovynyovAxel BuerckRalf Mikut 2021
ink agility: an empirical study 6

165. YES SpringerL FinTech and the transformation of the financial industry Electronic Markets 28 3 10.1007/s12525-018-0310-9 Rainer AltRoman BeckMartin T. Smits 2018
ink

166. YES SpringerL Institutional Divergence of Digital Item Bank Management in Systemic Practice and Action 35 4 10.1007/s11213-021-09579- Nur MuhammadityaSudarsono HardjosoekartoOne 2022
ink Bureaucratic Hybridization: An Application of SSM Based Multi- Research 4 HerwantokoYulia Gita FanyMahari Is Subangun
Method
167. YES SpringerL Success and Failure Retrospectives of FinTech Projects: A Case Information Systems Frontiers 10.1007/s10796-020-10079- Dakshitha N. JinasenaKonstantina SpanakiThanos 2020
ink Study Approach 4 PapadopoulosMaria E. Balta

168. YES SpringerL Sustaining the current or pursuing the new: incumbent digital Business Research 13 3 10.1007/s40685-020-00136- Maik Dehnert 2020
ink transformation strategies in the financial service industry 8
Appendix 4: Articles in phase three
Label Database Item Title Publication Title Volume Issue Item DOI/ISBN Authors Year

1. EXTRA Found in Challenges of Adopting SAFe in the Banking International Conference on Agile Sara Nilsson Tengstrand, Piotr Tomaszewski, Markus Borg & 2021
article Industry – A Study Two Years After Its Software Development Ronald Jabangwe
reference Introduction

2. EXTRA Found in Performance Measurement in Scaled Agile Organizations Proceedings of the 54th Hawaii Korpivaara, I., Tuunanen, T., Seppänen, V. 2021
article International Conference on System
reference Sciences
3. NO BASE Implementation of Agile Methods on Development of Savings and Informatics Department, Faculty of 10.51519/journalisi.v4i3.296 Robi Setiawan 2022
Loan Cooperative Information Systems Computer Science Bina Darma
University
4. NO Google Agile and Anticipatory: Exploring How Strategic Foresight May OCAD University Alyza Devraj 2021
Scholar Strengthen Product Strategy Through the Lens of the Fintech Start-
Up Ecosystem in Africa.

5. NO SAGE Are incumbent banks bygones in the face of digital transformation? Journal of General Management 46 1 10.1177/0306307020937883 Krasonikolakis, Ioannis, Tsarbopoulos, Michalis, Eng, Teck-Yong 2020
Journals

6. NO SAGE Designing a Future-Ready Enterprise: The Digital Transformation of California Management Review 63 3 10.1177/0008125621992583 Sia, Siew Kien, Weill, Peter,Zhang, Nila 2021
Journals DBS Bank

7. NO SAGE From Strategic Planning to Strategic Agility Patterns Journal of Creating Value 5 2 10.1177/2394964319867778 Prange, Christiane, Hennig, Alicia 2019
Journals

8. NO SAGE Interruptions in Agile Software Development Teams Project Management Journal 52 2 10.1177/8756972821991365 Manuel Wiesche 2021
Journals

9. NO SpringerLi Agility as an innovation driver: towards an agile front end of Review of Managerial Science 15 1 10.1007/s11846-019-00373-0 Marco BrandVictor TiberiusPeter M. BicanAlexander Brem 2021
nk innovation framework

10. NO SpringerLi Design of transformation initiatives implementing organisational SN Business & Economics 1 6 10.1007/s43546-021-00073-6 Ivan KovynyovAxel BuerckRalf Mikut 2021
nk agility: an empirical study

11. NO SpringerLi FinTech and the transformation of the financial industry Electronic Markets 28 3 10.1007/s12525-018-0310-9 Rainer AltRoman BeckMartin T. Smits 2018
nk

12. NO SpringerLi Institutional Divergence of Digital Item Bank Management in Systemic Practice and Action Research 35 4 10.1007/s11213-021-09579-4 Nur MuhammadityaSudarsono HardjosoekartoOne 2022
nk Bureaucratic Hybridization: An Application of SSM Based Multi- HerwantokoYulia Gita FanyMahari Is Subangun
Method
13. NO SpringerLi Success and Failure Retrospectives of FinTech Projects: A Case Information Systems Frontiers 10.1007/s10796-020-10079-4 Dakshitha N. JinasenaKonstantina SpanakiThanos 2020
nk Study Approach PapadopoulosMaria E. Balta

14. NO SpringerLi Sustaining the current or pursuing the new: incumbent digital Business Research 13 3 10.1007/s40685-020-00136-8 Maik Dehnert 2020
nk transformation strategies in the financial service industry

15. YES BASE A THEORETICAL VIEW ABOUT AGILE MANAGEMENT IN BANK University of Oradea 2 Valentin Partenie MUNTEANU 2021
SECTOR

16. YES BASE Modern approaches to Agile transformation of Russian financial and EDP Sciences 10.1051/shsconf/2021116000 Vorontsov Denis 2021
technological companies 66

17. YES BASE Triggers analysis of an agile transformation: the case of a central Elsevier BV 10.1016/j.procs.2019.12.205 Berkani Akim, Causse Dominique, Thomas Laurent 2019
bank

18. YES BASE ‫مشوعات تكنولوجيا‬‫ دراسة حالة لتطبيقها ف ر‬:‫ف إدارة المشاري ع‬Agile ‫منهجية‬ Sebha University Hatim Abu Irtaymah 2022
‫ي‬ ‫ي‬
Agile Project Management Approaches: A Case ; ‫الخدمات المالية‬
Study with Respect to Their Application in Finance Technology
Projects
19. YES EBSCO An architecture governance approach for Agile development by AI & SOCIETY 37 10.1007/s00146-021-01240-x Salameh, A., Bass, J.M. 2022
tailoring the Spotify model

20. YES EBSCO SELECTING A SCALED AGILE APPROACH FOR A FIN-TECH COMPANY. South African Journal of Industrial 31 3 10.7166/31-3-2432 Christopher, L. A.; de Vries, M. 2020
Engineering

21. YES Google A case study in the banking sector: an ontology for the selection of International Conference on Applied 1338 10.1007/978-3-030-71503- Morales, I., Bonilla-Morales, B., Vargas-Lombardo, M. 2021
Scholar agile and lean software development methodologies Technologies 8_41

22. YES Google A cultural perspective on leadership to face challenges with agile ROYAL INSTITUTE OF TECHNOLOGY Bojs, R. 2019
Scholar methods

23. YES Google Adoption Level and Challenges of Implementing Agile Project Addis Ababa University Asegid Debebe Feyissa 2019
Scholar Management Methodology at the Private Banking Industry in
Ethiopia

24. YES Google Adoption of Design Thinking, Agile Software Development and Co- International Journal of Engineering 12 1 10.46338/ijetae0122_11 Elisa Indriasari, Harjanto Prabowo, Ford Lumban Gaol, Betty 2022
Scholar creation: A Qualitative Study towards Digital Banking Innovation and Advanced Technology Purwandari
Success

25. YES Google Agile adoption best practices in Canadian banking Edinburgh Business School HM DUARTE 2019
Scholar

26. YES Google Agile Approach-Study of Project Management Methods in the IEOM Society International Shyamsundar Santhanam, Suresh, M. 2022
Scholar Banking industry

27. YES Google Agile Methods as a Risk Management Strategy Tool–A FinTech Case Twenty-fourth Americas Conference Anna Zaitsev 2018
Scholar Study on Information Systems, New Orleans,
2018
28. YES Google Agile Project Management in Banking: A study of how agile Södertörn University J Yuonan, R Mamedov 2020
Scholar methods are modified to suit the context of a bank

29. YES Google Agile Software Process Improvement by Learning from Financial and International Conference on Software 338 10.1007/978-3-030-05767- Erki Kilu, Fredrik Milani, Ezequiel Scott, Dietmar Pfahl 2018
Scholar Fintech Companies: LHV Bank Case Study Quality 1_5
30. YES Google An Agile software development adoption framework for the South University of the Western Cape N Norman 2021
Scholar African financial industry

31. YES Google Analytical evaluation of agile success factors influencing quality in Int. J. Industrial and Systems 10.1504/IJISE.2019.103448 Viral Gupta, Parmod Kumar Kapur, Deepak Kumar and Satya 2019
Scholar banking sector Engineering Prakash Singh

32. YES Google Applying Agile Methodology to regulatory compliance projects in JADE 10.2139/ssrn.3834205 Dirk Beerbaum 2021
Scholar the financial industry: A case study research

33. YES Google Large-Scale Agile Transformation: A Case Study Conducted in the School of Industrial Engineering and Khan, Areeba Zaman, Åström, Sophie 2021
Scholar Banking Industry with a Focus on Organizational, Managerial, and Management (ITM)
Cultural Aspects

34. YES Google Perils and Perks Pertinent to Progressive Mobile Banking in Pacific Business Review (International) 14 7 Singh, Rajesh 2022
Scholar reference to Quality Management aspect: Lean and Agile Approach

35. YES Google Quality Deployment and Use of the Scaled Agile Framework®- University of Tampere Priya Mishra 2018
Scholar Managing teamwork and software quality in the banking sector

36. YES Google THE AGILE STRATEGIES IN IT GOVERNANCE: TOWARDS A Twenty-Sixth European Conference on Vejseli, Sulejman; Proba, Daniel; Rossmann, Alexander; and 2018
Scholar FRAMEWORK OF AGILE IT GOVERNANCE IN THE BANKING Information Systems Jung, Reinhard
INDUSTRY
37. YES SAGE Batch-based agile program management approach for coordinating Concurrent Engineering 29 4 10.1177/1063293X211015236 Qing Yang, Yingxin Bi, Qinru Wang,Tao Yao 2021
Journals IT multi-project concurrent development

38. YES SAGE ING’s Agile Transformation—Teaching an Elephant to Race Journal of Creating Value 5 2 10.1177/2394964319875601 Martin Calnan, Alon Rozen 2019
Journals

39. YES Science Examining the transition to agile practices with information International Journal of Project 40 1 10.1016/j.ijproman.2021.10.0 Ruben Burga, Chris Spraakman, Carson Balestreri, Davar Rezania 2022
Direct technology projects: Agile teams and their experience of Management 04
accountability
40. YES Science Remote agile: Problems, solutions, and pitfalls to avoid Business Horizons 10.1016/j.bushor.2022.10.003 Riku Reunamäki, Carl F. Fey 2022
Direct

41. YES SpringerLi Agile methods in the German banking sector: some evidence on Journal of Business Economics 92 8 10.1007/s11573-022-01102-y Volker Brühl 2018
nk expectations, experiences and success factors
Appendix 5: Extraction sheet Articles 1 - 29
Category Article 1 Article 2 Article 3 Article 4 Article 5 Article 6 Article 7 Article 8 Article 9 Article 10

Database Google Scholar Google Scholar SpringerLink Google Scholar SAGE Journals SAGE Journals Google Scholar Google Scholar Google Scholar EBSCO

Year 2019 2022 2018 2018 2021 2019 2021 2022 2018 2022

Authors Asegid Debebe Elisa Indriasari, Volker Brühl Erki Kilu, Fredrik Qing Yang, Yingxin Martin Calnan, Alon Khan Areeba Zaman, Singh Rajesh Priya Mishra Salameh, A., Bass, J.M.
Feyissa Harjanto Prabowo, Milani, Ezequiel Bi, Qinru Wang, Tao Rozen Åström Sophie
Ford Lumban Gaol, Scott, Dietmar Pfahl Yao
Betty Purwandari

Title Adoption Level and Adoption of Design Agile methods in the Agile Software Batch-based agile ING’s Agile Large-Scale Agile Perils and Perks Quality Deployment and An architecture governance
Challenges of Thinking, Agile German banking Process program Transformation— Transformation: A Pertinent to Use of the Scaled Agile approach for Agile
Implementing Agile Software sector: some Improvement by management Teaching an Elephant Case Study Progressive Mobile Framework®-Managing development by tailoring
Project Development and evidence on Learning from approach for to Race Conducted in the Banking in reference teamwork and software the Spotify model
Management Co-creation: A expectations, Financial and Fintech coordinating IT Banking Industry with to Quality quality in the banking
Methodology at the Qualitative Study experiences and Companies: LHV multi-project a Focus on Management sector
Private Banking towards Digital success factors Bank Case Study concurrent Organizational, aspect: Lean and
Industry in Ethiopia Banking Innovation development Managerial, and Agile Approach
Success Cultural Aspects
Name of Journal Addis Ababa International Journal Journal of Business International Concurrent Journal of Creating School of Industrial Pacific Business University of Tampere AI & SOCIETY
University of Engineering and Economics Conference on Engineering Value Engineering and Review
Advanced Software Quality Management (ITM) (International)
Technology

Country Ethiopia Indonesia Germany Estonia China The Netherlands Sweden India Finland United Kingdom

Key words Agile Project Design thinking, Agile methods, Agile Software Software Transformation, Large-scale agile, Mobile banking, Scaled Agile Framework Large-scale Agile
Management, Agile Agile software Scrum, Banking, Development, development leadership, agile, agile Lean and Agile or SAFe (SAFe and developments, Agile
adoption, Agile development, Co- FinTechs Financial project, Program agility, leadership, transformations, principles, Total Scaled Agile Framework architecture, Spotify
adoption challenges, creation, Innovation institutions, Fin- tech management, Batch value creation, organizational Quality are registered Tailoring, FinTech,
Ethiopia, Private companies, Software management, adaptation change, change Management, Perks trademarks of Scaled Thematic analysis,
Banking, Software Process Coordination, Multi- management, SAFe, and Perils, lean Agile, Inc.”), PI Planning Grounded Theory
Development Improvement project bank, Frontit banking, Leagile Event, Scaling Agile,
management, principles, Services Agile Software Quality
Banking industry. Improvement, Agile
Software Teams,
Banking.
Research aim To find out: how To research how To research the To create a proposal To explore how agile To present the ING To find out why To find out what To find what the main To research how scaling the
Ethiopian private digital banking experiences, for LHV Bank - an development bank's successful organizations have advantages and success factors and Spotify model can be used
banks adopt agile innovation adopts expectations, and Estonian bank, approaches can be agile transformation. chosen agile disadvantages there advantages there are to govern and align
methods in their design thinking, agile success within agile regarding how they used in program methods and what are in mobile when using the agile software architecture by
software software methods in the can improve their management to cultural, banking, and how method SAFe in studying a Fintech
development, which development, and German banking software coordinate several IT organizational and lean and agile software development company.
methods are mostly co-creation. sector. development. projects where the managerial aspects methods can help at the Finnish bank
used, and what development is done should be considered handling them. Nordea.
kinds of challenges in batches. when going agile.
and issues exist.
Research No research had Indonesian bank No vast research had To help LHV, who The existing ING was a well To complement Customers are using No previous research on There is no guidelines on
motivation been previously executives uncertain been done on agile has implemented approach to known large existing research apps more then scaling agile in the how to apply the Spotify
done on agile how to adapt and methods in the just some agile program organization with a within the subject ever, the need to context of quality model when governing and
methods in choose suitable German banking practices, become management was successful story, and and to provide the keep them satisfied banking software had aligning aile architecture
Ethiopian private approach. sector. more efficient and considered to be the story has many commissioner, within the mobile been done. across independent teams.
banks. effective in agile problematic, a wish insights that could be Frontit, with banking industry
contexts so that they for a new approach valuable for all - information suitable exists. The mobile
can compete against existed. therefore presenting for them. banking industry
fintechs. it is goodwill. benefits from this
research.
Research method Self-administered Systematic literature Structured surveys Literature review Literature review, Case study, semi- Case study with A survey with 3200 A survey with 37 A case study on the
questionnaire for review with 25 with 17 banks and 34 and interviews with case study (a structured interviews literature review and respondents with employees from multinational Fintech
developers, Partly selected articles, Fintechs in Germany. employees from two Chinese bank). with ING employees, semi-structured various ages, Nordea, including company, observation of
self-administered multiple case studies All but two of the Estonian financial document review. interviews with professions, genders developers, designers, 225 ceremonies during
questionnaire + with semi-structured Fintechs did not have institutions and two representatives from etc. product owners, scrum approximately two years,
open ended interviews (main experience with fintechs. Frontit, masters, and testers. and 14 semi-structured
questions for team method) with bank agile. Handelsbanken, Observation of interviews with employees
managers. executives from 3 Swedbank and SEB. colleagues with these related to the company’s
companies, positions within Nordea. software development.
questionnaire for 31
middle managers.
Method reasoning Suitable given the Case study chosen as No empirical data Interviews provide Case study chosen The interviews Qualitative data The data from a vast Survey was deemed the Non-specified
time frame, practical it provides in-depth existed; survey was insight in what the so that the proposed supported the approach suitable for survey covers many most suitable way to
way to get answers information on the chosen as it collected two financial ideas could be document review by investigations, case different types of answer the research
from several banks topic from a longer data from many institutions and the compared to the getting insight and studies suitable for people, anonymous questions as it gives
period, similar companies so that two fintechs are actual practices in context that e.g., a exploring. feedback through several short but
research method the answers could be satisfied with in their the Chinese bank, to report could not surveys can be more informative insights into
was not found in compared with each current agile show the whole present. The honest. the topic explored,
previous research. other. environments, and flow. document review interviews would have
Multiple case studies how they reached was chosen as the taken too long for their
chosen as it gives the point that they documents were timeframe.
answers from currently are in. "proof" of what had
different sources - been done.
more reliable results.
Trustworthiness Stratified random Multiple case studies The survey questions A person not Proposal based on Interviews with Respondents chosen Respondents in Survey questions Long term observations,
of data sampling technique provided answers were discussed in participating in the theory and literature representatives from based on pre- survey from many evaluated and adjusted interviews were recorded
used to get variety from different advance with some research went review, lack of business, IT, and HR determined criteria and very different and tested before and with several different
in answers, sources for more representatives of through and personal opinions. to get a full picture. such as agile socio-economic sending them out. types of roles, data
respondents from objective results. various banks and approved the transformation groups, many types Several different teams collected through multiple
different positions fintechs to ensure interview questions, experience, what of people and that had the same methods.
and experience that the questions participating stage of the opinions positions within the
level, survey tested could be understood companies all transformation they represented. team participated,
on industry experts - correctly by the fulfilled 5 were in, and how providing comparable
answers consistent respondents. predetermined involved they were in data.
with the tests. criteria regarding the transformation.
size and popularity, Questions were short
software and asked one at the
development infra, time to reduce
market locations, misunderstandings
autonomy, and and half-answers.
growth stage.
Data analysis type Qualitative data Interview answers The Chi-Square test Interview answers Combining processes Descriptive summary Reducing qualitative Qualitative data The Content Analysis- Through Thematic Analysis
analyzed with described was used for combined with from theory into a based on documents data into categories. categorized into approach. and Grounded theory
descriptive statistics. categorically; categories, the literature review full plan. and interviews. socio-economic techniques.
questionnaire Mann-Whitney U findings. categories and into
analyzed test used for opinions. Data
thematically. comparing banks and compared between
fintechs. categories.
Research question Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
answered?
Framework Waterfall software Digital banking, Agile methods in Agile manifesto, Program Creating value, Agile Organizational Lean and agile Traditional software Agile architecture, the
development, Agile design thinking, agile general, Scrum, Agile Agile methods in management, Batch transformation change, Agile principles development methods, Spotify Model,
software software at scale general management for framework, SAFe Agile methods, SAFe Autonomous teams,
development, development, co- multi-project Fintech
Scrum, XP creation management, Agile
models
Main findings Ethiopian private The best process for Agile methods are Adapting to agile Complex multi-team INGs agile success There are five focus A combination of SAFe is a suitable way Software architecture very
banks are in the adoption is from popular within the should not only be IT-projects in a bank story started with an areas when going lean and agile, for a big and complex important for big Agile
early stages of discovery German banking done in the software are the most experimental phase, agile - adapting the "leagile" can be used company to go agile. teams, The Spotify model is
adopting agile. 28% (involvement with sector in general, but development teams, productive if the where they tested agile method to fit a in the context of Positive aspects of SAFe not suitable for handling
of 7 banks had customer) and idea only 47% of the it should be development is done and learned in one specific organization, mobile banking. The are good scaled agile as it does not
adopted Scrum, the generation banks use them in reflected in the in batches and in the department. This HR involvement, the main attractions and communication have enough guidelines on
rest were using (brainstorming with more than 75% of whole company. combination with was followed by a higher management advantages with between teams, how to implement it in
Waterfall methods. canvases, maps, the IT-projects, while Companies already agile methods, as phase were agile and their position, mobile banking are transparency, involved practice. The model is agile
They rest were stories) to 84% of the Fintechs using agile could the interactive and rippled into other proper training and that consumers find leaders and and focuses on the
planning on going development use them. Scrum is rethink about how frequent departments but was knowledge sharing, it convenient and stakeholders, and organizational culture and
agile without a set (product backlog, the most popular, XP to be more communication with still highly and guidance of the offering it is a structured plans. networking, and is
timetable for it. developing, quality and Kanban are used powerful. customers provides experimental. The employees through competitive Strictness, dependency considered to improve
assurance) and as an aid to Scrum. good feedback on third stage is the change. advantage. Security between teams, lack of innovation. However, a
implementation how to proceed. structured – agile related issues and a process on how to modified model with
(testing and became a part of the the cost of design and on how to improvements regarding
launching), and strategy, and it was upholding mobile innovate were the the architectural decision-
finally, evaluation implemented banking are biggest challenges with making, sharing of know-
(performance everywhere. The considered as going SAFe. how, refactoring is suitable.
indicators). reason behind the disadvantages.
success was that ING
was committed to
sharing the principles
throughout the
organization, instead
of focusing on tools.
Research gap Lack of input from Only qualitative Lack of deeper Only four different Only empirical The fourth phase – An analysis of the The focus in only on The focus is only on The whole company was
stakeholders such as research, understanding companies, all research, staying agile, is still frameworks in more two of the larger software team not evaluated due to the
the clients or the quantitative in behind answers, respondents and researching ongoing and detail is not done - advantages and two members in a Finnish time limitations, results
higher management, addition to this could responses only from development based knowledge transfer therefore no what practicalities of the larger bank - results can differ only regard companies such
only 7 of 16 banks be even more a corporate point of in Estonia, other between research has been are there, how disadvantages, if other as Fintechs developing SaaS
included. results. view. countries might have overlapping projects done. should the others could also be stakeholders/industries/ while using the Spotify
other proposals. could be done. framework be investigated. countries were model.
adapted per included.
organization.
Notes Graduate school Findings are not A lot of focus on MSc. thesis in MSc. thesis in software
paper, not published solely about going non-agile software engineering, development, uncertain
in journal, uncertain agile as they also aspects. uncertain if peer- if peer-reviewed or
if peer reviewed. regard co-creation reviewed or published in journal.
and design thinking. published in journal. Cited by 5.

Area Banking Banking Fintech and banking Fintech and banking Banking Banking Banking Banking Banking Fintech
Cons Challenges include The cons are Complicated if It might be difficult Quality traceability Takes time to Resistance to change, Challenging when Unusual, but possible that
lack of long-term challenges with surrounded by non- to implement Scrum and responsibility implement (lower large scaled applying agile methods agile can result in rigid
plans, experience, technology (security) agile departments without Kanban, allocation is not productivity etc. in transformation to large organizations software architecture,
and commitment, organization with strong challenging to effective. the beginning), can needed in big due to geographical challenging to coordinate
resistance to (communication, hierarchies, if co- implement if the be very expensive organizations, issues, different software architecture with
change, too many culture, support, operation with said organization is very (new office spaces considered non- regulations, and tools. independent teams.
other projects and structure), process departments is big, software testing might be needed), suitable for the
tasks, too little (unclear processes, needed. during development uncertainty for some banking industry due
support from timeline, quality) not a big focus in employees since to compliance and
management. people (roles, HR, agile, changes from their positions regulations.
attitudes), hierarchy to agile disappear, confusion
environment difficult for people when some
(regulations). "being demoted". departments are
done with their agile
transformation while
other are not,
requires a lot of
focus to transform a
whole organization.
Pros Will help the The pros of adopting Increases Can help to manage Individual projects Saves time, attracts Many agile methods Agile methods make Flexible, values the Agile Spotify model helps
company become are high-quality competitiveness, the whole more efficient with talent/attractive to choose from, mobile and online employees and the with technical alignment,
more efficient. outcomes, better accelerates projects, development agile. place to work, possible to adapt to banking more customers' needs, co- resolving conflicts, sharing
customer experience quality process. increased own needs. customer friendly, operation with know-how, making the
as it is more improvement, saves productivity and faster to release customers. product better.
customer centric, time and money. employee new features, and
faster development engagement, more improves the ROI.
and thus quicker customers.
releases to market,
cheaper.
Recommendations Train staff and The right mindset, Implement agile in Prioritize customer Clear definitions by Combine lean and When implementing It is worthwhile to rethink
clients about agile, good management the whole value, share your top management, agile to create new agile to large and align decisions within
involve the and user support, organization, focus success with other management "leagile principles", organizations, scaled software architecture.
management during proper training, and on training, create teams, focus on included during the which are 1. agile methods (SAFe -
the whole process, adapting the agile cross-functional fixing problems whole time, support Defining the Scaled Agile Framework,
make external method to the teams, have clear a instead of only the managers so that customer value DAD - Disciplined Agile
resources accessible specific company are common objectives focusing on applying they can support the while thinking about Delivery, and LeSS -
for developers, required for success. for the whole team, agile methods, rest, continuously customer Large Scale Scrum) can
teach developers to let the team be experimenting ensure that the agile satisfaction, 2.Being be used. Focus on
use project independent, adapt smaller teams before values are competitive by organizing proper
management the agile method to implementing understood, clear adapting to the training, managing
systems and version the organization something in the communication, ever-changing dependencies between
control systems. itself, promote whole organization, focus on the people environment while teams, and improving
automated releases, be prepared to make more than on the considering the innovation to minimize
micro-services and difficult decisions theory, focus on value stream, 3. the negative reactions
modular system concerning he educating about agile Create a flow of of the organization.
architecture. organizational values and principles, frequent deliveries,
structure. train the trainer, 4. Establishing the
collaborate with HR demand by regular
for a smoother face-to-face
transformation. meetings between
stakeholders, 5.
Aiming for
perfection but
keeping simplicity in
mind.
Agile method Scrum, XP Non-specific Scrum, SAFe Non-specific Non-specific Scrum SAFe Non-specific SAFe, Scrum, Kanban, The Spotify model
XP
Category Article 11 Article 12 Article 13 Article 14 Article 15 Article 16 Article 17 Article 18 Article 19 Article 20

Database EBSCO Google Scholar BASE BASE BASE BASE Google Scholar Found in Article 3 Science Direct Google Scholar

Year 2020 2018 2021 2021 2022 2019 2021 2021 2022 2019

Authors Christopher, L. A.; de Vejseli, Sulejman; Vorontsov Denis Valentin Partenie Hatim Abu Irtaymah Berkani Akim, Causse Morales, I., Bonilla- Korpivaara, I., Riku Reunamäki, Carl Bojs, R.
Vries, M. Proba, Daniel; Munteanu Dominique, Thomas Morales, B., Vargas- Tuunanen, T., F. Fey
Rossmann, Alexander; Laurent Lombardo, M. Seppänen, V.
and Jung, Reinhard

Title SELECTING A SCALED THE AGILE Modern approaches A THEORETICAL VIEW Agile Project Triggers analysis of an A case study in the Performance Remote agile: A cultural perspective
AGILE APPROACH FOR STRATEGIES IN IT to Agile ABOUT AGILE Management agile transformation: banking sector: an Measurement in Problems, solutions, on leadership to face
A FIN-TECH GOVERNANCE: transformation of MANAGEMENT IN Approaches: A Case the case of a central ontology for the Scaled Agile and pitfalls to avoid challenges with agile
COMPANY. TOWARDS A Russian financial and BANK SECTOR Study with Respect to bank selection of agile and Organizations methods
FRAMEWORK OF technological Their Application in lean software
AGILE IT companies Finance Technology development
GOVERNANCE IN THE Projects methodologies
BANKING INDUSTRY

Name of Journal South African Journal Twenty-Sixth EDP Sciences University of Oradea Sebha University Elsevier BV International Proceedings of the Business Horizons ROYAL INSTITUTE OF
of Industrial European Conference Conference on 54th Hawaii TECHNOLOGY
Engineering on Information Applied Technologies International
Systems Conference on
System Sciences
Country South Africa Germany, Russia Romania Libya France Panama Finland, Nordics Finland Nordics, Sweden
Switzerland, Austria
Key words - agile IT governance, - Agile Methodology, Agile Methodology Agile transformation; Ontology, Agile Agile; Self- Cultural leadership,
ambidexterity, agile Agile Banking, Agile Project Management information system software management; Agile methods,
strategies, qualitative development, Financial services department; project development, Lean Remote work; Hybrid Motivation,
analysis Iterative Software Engineering management; software work Organizational
approach, Testing Fintech management development, culture, Leadership,
approach innovation; case Methodologies, Risks Knowledge
study Intensive
Organization.

Research aim To find the most To clarify how agility To reflect upon agile To explore the To investigate how To explore what the To create an ontology To research how To research how To explore what
suitable scaled agile has changed IT transformations and benefits and agile project triggers are that on lean and agile performance is and remote work can be challenges there are
approach for a governance in its relevance in the problems of agile in management is causes a company to principles and how can be measured in adapted with agile at when implementing
Fintech company that companies Russian financial the banking industry implemented in a go from they can be companies that use the Finnish OP bank agile methods and
focuses on digital technology industry Libyan Fintech experimenting with benefitted when scaled Agile in their at what the possible wheter a cultural
banking platforms. company. agile to using it in planning software development, and to problems, pitfalls and perspective on
general. projects. find out what solutions are. leadership is
challenges there are. beneficial in the
implementation.
Research The Fintech company IT governance has Not defined To contribute more Libyan companies Little information on No research on Little available More remote work as Cultural aspects are
motivation project is worked on shifted from information regarding within the financial when companies stop ontology in the research on how to the result of COVID- relevant in both agile
by several teams something closed and the subject to the services is going experimenting with context of agile and measure performance 19, and agile is in methods and
globally, and an stable to the need for field through a agile available. lean life cycle in agile companies. general not adapted leadership theories,
alternative to their open and agile. transformation, little software processes, to remote teams. but it is often
current method information available article provides Article works as forgotten about.
(Scrum) was possibly on agile project organizations with guidance on how to
needed management within recommendations on proceed with agile in
this area. what method to the new normal.
choose.
Research method A systematic 33 qualitative Literature review, Literature review, A case study of a Case study of a Ontology on two Case study with 10 Case study of two A case study with a
literature review, interviews with senior case study (Russian qualitative and Libyan medium-sized French central bank - banks in Panama, semi-structured teams at OP Financial pre-study, literature
observation of the managers and banks) theoretical base Fintech that offers how they have with surveys interviews with Group that lasted 17 review and interviews
digital banking executives that work solutions to banks, an implemented agile regarding agile, lean, member of two months. Observations with two managers
platform participants, within the banking action research (13 years of data). processes, software and interviews of and and four employees
qualitative interviews industry in Austria, approach, surveys for advantages and risks, development teams with participants. with different
with developers and Germany and representatives and charasteristics. in a big Nordic bank, Study conducted sociodemographics
business, a survey for Switzerland within case company participants had before and during the and expertise.
a scrum master diffenrent roles such pandemic.
as managers, experts,
developers.
Method reasoning SLR to get available Interviews are a Not defined Not defined The information Case studies can be The method is a part Case studies Exploration of topic Case studies can be
information, source for exploratory retrieved from a used to understand, of the research gap – considered proper to possible by gaining in- used to explore and
observation to get data, and this is an company that already explain a this type of method answer the questions depth information learn about
non-verbal exploratory research has implemented phenomenon, or to has not been used “how”. from the case study. phenomenoms in
information, agile project test or generate a that much. their natural habitat.
interviews to collect management was theory. Semi-
different points of considered valuable structured interviews,
views, survey for observations, and
cross-validation documents used
within case study.

Trustworthiness Quality assessment in Pre-interviews were References are official Several references Several teams and Data collection from Data from two Triangulated Long study, data from Vast literature review
of data SLR, survey answers done with 5 reports regarding the from trustworthy projects within the several years, several different banks in the interview findings as both before and had data that was
from impartial scrum representatives to Russian financial channels, several case company were types of data, vast same country, they were compared during the pandemic, comparable to the
master that did not ensure that the semi- services industry different types of pre-investigated to amount of data. mapped out and to secondary data two teams and interviews, interviews
work for the structured questions references ensure that the right thorough ontology retrieved from various employees with several different
company, interviews are suitable. All 33 type of project and plan. documents. included, results type of persons.
held privately and interviewees were team for the research Interviews created validated byt team
with many different given a questionnaire, was chosen. with purposive leaders.
representatives, all interviews were sampling.
observation was to recorded and
get data from a conducted by two
natural setting interviewers.

Data analysis type SLR mapped pros and Answers were Data divided into Descriptive Likert scale answers, Compiled with NVivo Language-semantic Six-step process of Data categorized Interviews analyzed
cons with the categorized and categories, such as summaries of the measurement of software, coded with web axis based on thematic analysis with according to five with the General
different methods, coded and evaluated stages, challenges, results from the success factor for verbatims using a software coding and support by areas; data validated analytical procedure,
interviews and quantitatively with opportunities literature review stakeholders, multi-thematic development the software Atlas.ti. by the team leaders. iterative approach.
observation defined MAX QDA analysis measurement of approach. methodologies.
the current situation, software efficiency factor
survey gave
comparable data
Research question Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
answered?
Framework Agile methods in IT governance, Agile Agile methods in Agile methods in Agile methods in Agile methods in Agile methods in Performance metrics, Agile methods in Leadership-culture
general, scaled agile, methods in general general, Scrum, SAFe, general general, agile project general general Agile principles, general connections, agile
Scrum, SAFe, DAD, Waterfall management measurement of work and methods,
LeSS, Nexus principles knowledge
motivation in
intensive companies
Main findings Nexus was chosen as 25 agile IT- The Russian Fintech Adopting agile is A project within the Triggers in the French Agile methods are Traditional There are 5 main Understanding the
the best alternative governance market will go challenging with the Libyan financial bank included the recommended in performance issues with remote challenges resulted by
for the company, as it dimensions were through Agile banking software services industry is birth of agile, general within measurement agile; less organic changes in a
is a version of Scrum found, and they were transformations industry due to the more likely to competition with banking, but lean methods are interaction, less organization and
that can be used in a important for within the next years, regulations that banks succeed when using other Central Banks, a methods can be unsuitable for agile, engagement, too improving motivation
larger context. processes and and the focus should must follow, but it agile project CMMI evaluation, combined with them the suitable much meetings, can be done trough a
communications. 22 be on cultural provides a framework management tools. non-official for optimizing measurements should leaders not cultural perspective in
traditionals IT- transformations, for companies to unsupported personal software projects, be especially supportive and too the leadership.
governance were attitudes, develop themselves initiatives, new saving money, and regarding customer dominant, less
found, and they were ecosystems. in a continuous way. project management, having a better value and internal interaction with rest
needed for sustaining a new governor that organizational process efficiency in of the company –
control. Both agile wanted a simplified culture. addition to financial sharing of know-how
and traditional should bank, requests that valuea, learning, and suffers. Solutions in
co-exist for maximal managers consider collaboration. “Pros”-box. And
success. simplification, pitfalls in “Cons”-box
creation of agile
methodology ins mall
scale, good results
from method, quality
improvements,
reorganization,
prioritization.
Research gap Documentation Only German- Impact of COVID-19, Little information on Only applicable for The research is still Only on banking Narrow empirical Research could be Focus is solely on the
regarding speaking countries technological growth the bank industry’s small and medium- ongoing, the results industry, specifics research, more done on what banking industry, no
implementation of included in research, and ecosystems could stakeholders’ sized companies are thus not final. regarding data stakeholders chould technological focus on the
Nexus in a Fintech no interviews with be researched. reactions on analysis and risk be interviewed, focus solutions exist for communication
company is missing. e.g., IT or operative implementing agile assessment could be only in scaled agile in making remote work between the
employees. done. the form of SAFe. more effective. managers and the
workers.

Notes Does not explore Master of Science

Romania specifically, Thesis
explores agile in
banking in general

Area Fintech Banking Fintech, banking Banking Fintech Banking Banking Banking Banking Banking
Cons SAFe is very complex Non-specified Needs restructuring, Agile still work in Needs a strong team, Little information Different styles of Traditional project- Complicated in big Not understanding
and high-level and it complex, reliance on progress, need all the schedule conflicts available about agile communicating, based performance companies and in agile properly leads to
has little guidelines company culture, stakeholders to when co-operating transformations, principles might be measurement traditional bad implementation,
after implementation, clashes with existing connect, too much with customer uncertainty regarding ignored, assigning unsuitable for agile. businesses, works hard to implement if
LeSS is for hierarchies. reliance on adopting, adapting responsibilities must best in small teams, not a part of the
experienced developers’ and implementing. be done. bureaucracy and employees’ culture,
members, DAD has knowledge and on connections between banking and financial
non-descriptive customer teams complicated. industry might have a
guidelines, Nexus is involvement, risk to Pitfalls include small lack of resources to
relatively new and respond too much to teams within teams implement.
thus lacks the change, limitations in resulting in
complete structure preplanning the hierarchies,
software architecture prioritazion of
meetings, ignoring
others’ timetables,
micromanaging,
burdened employees.

Pros Agile in general is Innovative, Competitive, Sustainable in change, Possible to give the Less production bugs, Clients receive Suitable performance More adaptive and Good in many types
adaptable to change, competitive, responds improved collective ownership, team members a lot happier customers, constant information measurement can be efficient, values can of industries, more
encourages to change productivity, less continuous of responsibility, quality on the progress of the used as a support for be used in addition to authority and
teamwork, good for costs, less software integration, and which can have a improvements. project, more agile. software autonomy for the
optimization. SAFe issues, good when feedback, designed to motivating effect, independency, better development and employees, a way to
has defined roles and managing change, support tests, flexible, customer collaboration, technology in the motivate employees.
quick releases, easy transparent, less development in set involvement, good for optimization of time. whole company in
to transition to, it is risks. iterative complicated general.
flexible, LeSS is challenges
customer-centric,
flexible and easy, is
easy to use with
Scrum, DAD is
flexible, optimized for
the whole
organization, has
good guidelines,
Nexus is easy to set
up, has less
dependencies
between teams, is
transparent
Recommendations When choosing the The IT-governance Agile could be Reflecting upon the Working When generalizing It is worthwhile to Focus on training Create sub-teams Managers should
scaled method, the dimensions are both implemented in sprint or project and management, agile and reaching the focus on improving both the developers within larger teams, have advanced
amount of teams and traditional and agile, Fintech by 1.Setting a its successes and leadership, and an implementation the know-how on and the managers, have daily digital knowledge of agile to
members and their and focusing on proper goal/vision for failures continuously active team with a stage, the next stages agile principles, risk performance meetings where trust the process and
attitude towards managing them in an the transformation afterwards as it helps good attitude are focus on the analysis, monitoring, objectives should engagement is implement it better,
change is to be interactive way is 2.Formating a team refining the agile needed for success. organization, culture, role distributions, and consist of three promoted, have rules awareness of
considered worthwhile as it that is in charge of processes technical agility, unitizing categories – regarding how long situations where agile
affects the agility of the transformation business deployment, communication. stakeholder needs, meetings are and is not suitable, to
the organization in a 3.Creating a and agile governance. agile principle provide space for start the agile
good way. transformation road benefits, and strategic employees to breathe implementation with
map 4.Having a plan business objectives. before meetings, be smaller departments
for a pilot and present with the and then let it spread,
launching it employees and to let those
5.Controlling the pilot actively interact, use experienced with
results 6.Training the tools to share know- agile customize the
staff 7.- how and visit other method, to focus on
8.Coordinating and teams to learn about the teams, to
adjusting according to various topics. question instead of
business results and command.
purposes 9.Focus on
communication
 10.Ensure that
employees are
psychologically safe.

Agile method SAFe, Less, DAD, Non-specific Scrum, SAFe Non-specific Non-specific Non-specific Non-specific SAFe Non-specific, Scrum Non-specific
Nexus
Category Article 21 Article 22 Article 23 Article 24 Article 25 Article 26 Article 27 Article 28 Article 29

Database Science Direct Google Scholar Google Scholar Google Scholar Google Scholar Google Scholar Google Scholar Google Scholar Found in Article 23

Year 2022 2019 2022 2018 2020 2021 2019 2021 2021

Authors Ruben Burga, Chris Duarte, H. M. Shyamsundar Anna Zaitsev J Yuonan, R N Norman Viral Gupta, Parmod Beerbaum, D. Sara Nilsson
Spraakman, Carson Santhanam, Suresh, Mamedov Kumar Kapur, Tengstrand, Piotr
Balestreri, Davar M. Deepak Kumar and Tomaszewski,
Rezania Satya Prakash Singh Markus Borg &
Ronald Jabangwe
Title Examining the Agile Adoption Best Agile Approach: Agile Methods as a Agile Project An Agile software Analytical evaluation Applying Agile Challenges of
transition to agile Practices in Canadian Study of Project Risk Management Management in development of agile success Methodology to Adopting SAFe in the
practices with banking Management Strategy Tool: A Banking: A study of adoption framework factors influencing regulatory Banking
information Methods in the FinTech Case Study how agile methods for the South African quality in banking compliance projects Industry – A Study
technology projects: Banking industry are modified to suit financial industry sector in the financial Two Years After Its
Agile teams and their the context of a bank industry: A case Introduction
experience of study research
accountability

Name of Journal International Journal Edinburgh Business IEOM Society Twenty-fourth Södertörn University University of the Int. J. Industrial and JADE International
of Project School International Americas Conference Western Cape Systems Engineering Conference on Agile
Management on Information Software
Systems, New Development
Orleans, 2018
Country Canada Canada India Australia Sweden South Africa India Finland Sweden

Key words Agile, Accountability, - Agile Methods, FinTech, risk - Agile Software Software quality; Agile methodology, large-scale agile,
Organizational Banking, Agile management Development agile methodology; waterfall approach, Scaled Agile
behavior, Grounded Software strategy, Agile Methodologies, Agile two-way assessment; Scrum, regulatory Framework, banking,
theory, Project Development and development Adoption, Digital analytic compliance interview study
management Project Management, methods, Extreme Innovation, hierarchy process; projects, project
Large-scale Agile Programming Processes, AHP; continuous management.
Case Study Requirements, integration;
Frameworks enterprise
application
Research aim To explore IT teams’ To explore the To explore previous To present how an To explore how a To create a To explore what agile To research agile To explore what the
view on Canadian banking research on agile Australian Fintech specific bank framework on how success factors there methods in the main challenges
accountability when industry and present methods and used the agile implements agile into to adopt agile are in a company financial industry, there are in the
working in an agile examples of success practices and present method Extreme their product methods within that develops a and how regulatory banking industry
way in the financial and challenges of what successes and programming as a developing software banking application. compliance projects when implementing
industry. agile adoption within challenges agile has a tool for risk processes. development in the are done. SAFe.
it and to create a a project management. South African
proposal on how management method financial industry.
Canadian banks in the banking
should proceed. industry.
Research Little research on Author had Agile is so diverse Little research on The banking industry Similar framework Little quantitative Regulatory Little research on the
motivation what those who work experience of a that there is much to how Fintechs tackle is struggling with had not been done research available on compliance projects adoption of SAFe in
in an agile way challenging adoption explore. regulations within keeping up with and was thus the subject. are usually done with the banking industry.
actually feels about it. project, little their software digitalization, and considered as a traditional non-agile
research available in development risk agile is more complex useful tool for the methods.
the specific setting. management and for the industry due South African
compliance. to regulations – financial industry.
research regarding it
is needed.

Research method 60 semi-structured Mixed method with A literature review Case study with 16 Case study with A survey with 22 A case study with a Case study 5 semi- An exploratory case
interviews with observations, semi- with 16 papers from semi-structured document review and participants from systematic literature structured interviews study with a
member from 9 agile structured the years 2010-2022, interviews with ten semi-structured various financial review and a two- with roles such as literature review, and
teams within interviews, surveys, from 12 sources done employees from the interviews with South African way assessment with product owners, semi-structured
companies in the and literature with deductive causal Fintech company. representatives with companies. The two separate developers, and interviews with four
financial industry. reviews. inference methods. different roles such participants either stakeholders. scrummasters. employees driving
as developers, were software SAFe in a bank.
Product Owners, and developers or
Scrum Masters. worked in some
other role within
software
development.
Method reasoning The interviews Mixed methods Several papers found The Australian Case studies answer Survey was Research said that Semi-structured The method is used
provide information provide results from that were somewhat Fintech had a success the question how, considered suitable the two-way interviews often in similar
on what those different points of related to the story, and the case and the aim was to for deductive assessment is of high considered as a studies.
working with agile views to give a vast research topic, but study could present find out how research, the author quality. suitable source of
feel about it. overview of the topic. none that were the it. In addition to this, something is done. wanted that the information
specific topic. the company did not participants had time answering “why” and
do any work to think about their “how” questions.
externally, so the it answers for a long
was a suitable case. time before
answering –
something not
possible in
interviews.
Trustworthiness Pre-set criteria A pilot study, main Papers from many Interviews with Data collection from The collected data Data analysis done Interviews with Chain of evidence,
of data regarding study, and a years, from early various employees different teams had several with theories, different employees data handled
participants, such as validation study was stages of methods with different roles, within the bank. duplicates indicating measures and in different roles individually by
location, experience, done to ensure that such as SAFe and the employees data saturation. equations that exists, from the same multiple researchers.
industry, several the data is LeSS, 56 articles contributed quantitative results. company.
participants, different trustworthy. found but only the differently.
persons that relevant ones
interviewed and that included.
went through the
data.

Data analysis type Analysed through Data results Data from the papers Open coding for Thematic analysis Data categorized An analytic hierarchy Advantages retrieved Data was
Grounded theory. syntetized through synthetized and categorizing and axial with Braun’s and accorind to process with from answers and summarized and
the framework divided into 3 coding for Clarke’s top-down demographics and judgement matrixes. concluded. categorized.
method. themes. comparisons. framework. the different phases
of agile.

Research question Yes Yes Yes Yes Yes Yes Yes Yes Yes
answered?
Framework Grounded theory, Agile methods in Agile methods in Risk management, Agile methods in Agile methods in Agile methods in Agile methods in SAFe
agile methods in general, disruption, general, Project Extreme general, different general, adoption general, two way general, waterfall
general, adoption of agile management programming, aigle approaches, framework assessment, analytic methods
accountability in Continuous delivery, translation, hierarchy process
projects. Regulatory motivation and
compliance collaboration theory
Main findings The view on Canadian banks have Agile as a project Agile can successfully That the bank Agile should be Success factors Possibly more There are 7 main
accountability is been afraid of risks management method be used as a risk adapted agile adopted in four include improvement worthwhile to chose challenges: 1.
affected by the and they are resistant in the banking management tool as methods to suit their phases – 1. in productivity, agile over traditional Management and
teams’ perception on to change, but a industry has many agile principles are specific needs, and Preparation and accurate estimates, methods, but the organization (vision,
how the rest of the proposal of a aspects that need to quite similar to risk that the most work analysis 2. Base effective agile methods must structure, roles) 2.
company thinks of framework can be be considered, strategies. Strategic had to be done with methodology 3. communication, be slightly adjusted Education and
them in the context used to adopt. The espescially since it is work coordination, regulations, Adoption and parallel and test- to avoid e.g., audit training (customized
of agile, on the framework consists a traditional industry. employee motivation, implementation 4. driven development, issues. Beta testing training, schedule
interaction and of 1. Planning, 2. Success and management, collaboration, Innovation (more skilled resources with is, for example, not difficulties), 3.
changes within the Initiating, 3. Piloting, challenges presented software adapting agile, and information in knowledge about the possible. Culture and mindset
team, and on 4. Scaling and 5. in pros and cons development are internal challenges. Recommendations product and (resistance to
technical aspects Sustaining and below. pillars of the tool. technology, good change, traditions) 4.
when going agile. optimizing client involvement Requirements
and risk mitigation, engineering
constant integration, (priorities,
instant root-cause definitions) 5. Quality
analysis and assurance (test
automated automation, balance)
requirement 6. Systems
verifications. architecture (legacy
system issues) 7.
Banking specific
(regulations,
stakehodlers).
Research gap Results solely from The proposal on Focus only on specific A qualitative study, Different types of Solely about the Only the specific Case study on just The challenges have
the financial industry. adopting agile has industry, hybrid agile the results are banks could be financial industry. industry, only one one company been identified, but
not been tested in methods could be possibly not researched case study. Another recommendations
practice, focus only researched as well. applicable to all. (traditional vs. case study could be regarding how to
on banking. digital), more done to compare solve them could be
research on how results. done.
agile is implemented
in the whole bank –
not just in the
developing
department.
Notes Doctoral thesis in Master’s dissertation Master’s thesis in
Business in Social Sciences Information
Administration. Management

Area Financial services Banking Banking Fintech Banking Financial services Banking Financial services Banking
industry industry industry
Cons Adoption of agile is Challenging to The team needs a XP is very Needs good Relies on trust Affected by how Complicated in Deployment,
slow and needs to be combine with clear goal to work demanding, it communication and between all capable the regulatory projects management, and
done in several traditional and towards, banking requires the team work. stakeholders. management is, how and accounting, planning of agile
stages, complicated regulated industries, regulations can developers to big the company is, skeptical attitudes. methods challenging,
to suddenly switch requires constant suddenly arise and physically work at the attitides, resistance to change,
from traditional to cooperation with deadlines are hard to same place, agile is stakeholders’ and no training or
agile when client – scheduling be met, hard to test often unsuitable for teams’ involvement, coaching on the
considering technical difficulties, impacts sudden regulatory regulated industries. external resources, topic.
aspects and general compensation changes, dependant culture, training,
habits, uncertainty models, geographical on the stakehodlers skills.
about prioritazion challenges, lack of trust.
 and ownership, stakeholder training
requires support and and proper coaches,
change from the hard to scale to large
whole company. companies, requires
effort to maintain,
not the best for
performance testing,
resistance to change
and skepticism,
requires commitment
from all, changes in
hierarchy, roles,
leadership, needs a
clear goal.
Pros Supports complex Transparent, Good for innovation, XP results in less Frequent releases, Quick ROI, suitable Flexible, involved Open and SAFe is customizable,
projects, better constant interaction open errors in the code, flexible, constant for change, pleases customers, gradual, transparent, nurtures suitable for
coordination with clients, direct communication, creates a better feedback, result and stakeholders, more efficient, light. self-responsibility, companies that have
between developing feedback, improved resource utilization. structure for the people-focused control of the quick feedback, more than 50
and business needs, quality due to Engages stakeholders code. project, encourages cross-functional employees, suitable
less hierarchy and frequent assessment, and customers, quick learning. team, adapts to for thousands of
bureaucracy, more flexible, faster decreases hierarchy, predictable and employees.
transparent, releases, quicker ROI, positive impact on unpredictable change
respectful, and open satisfied customers schedules and in a smooth way.
collaboration. budgets, correlation
between agile and
project success.
Recommendations Valuable to focus on A philosophy where The focus should be Support from In teams with The preparation and Managers should The whole company Implementing
how agile is the bank 1. Creates a on finding a balance management, ensure experienced workers, analysis phase should have a lot of should transform to change in small
percepted, on to vision, 2. Realizes between the that the team is Scrumban can be consist of employee knowledge within agile so that the agile steps, awareness of
what technical quick wins, 3. Secures regulatory restriction commited to agile. suitable since it is training, organization agile, they should software ones challenges,
options there are the support of higher and educating about more flexible than and employee also be aware of how development within involved and
when going agile, on management, 4. agile and creating a Scrum, and it is more change management mature the agile the company is a educated
creating a good Creates a sense of trusting relationship adaptable. It does analysis, analyzing implementation is to success. management.
atmosphere, on urgency and 5. with the not have as much set employees’ attitudes adjust and increase
creating an open and Consolidates change stakeholders, rituals as Scrum, and experience. The productivity and
transparent might be valuable. frequent therefore it is more base methodology success.
community. communication on suitable for should focus on
priorities and goals, experienced teams. chosing and adapting
support of a good a suitable agile
team spirit. method. The
adoption and
implementation
includes factors such
as exploring what the
technology one has is
capable of,
scheduling,
processes,
integration,
understanding etc.
The innovation phase
should focus on
innovation through
sharing of know-how,
problem solving,
team work.
Agile method Non-specific Non-specific Non-specific Extreme Non-specific, Scrum, XP, Kanban, Non-specific Non-specific SAFe
Programming Scrumban SAFe