(Fr)Agile, Handle with Care! A Systematic Literature Review of the Nature and Limits of Agile Methods
International Journal of Managerial Studies and Research · 2021
Purpose: Agile methods are changing the traditional way of work, characterized by division of labor and authority, and challenging the tried-and-tested coordination and organization instrument of hierarchy.From a business research perspective, however, up to now there is no uniform description of their nature, conditions and limits of these methods.The present study addresses this lack of scientific substantiation by consolidating the current state of research on agile methods and critically assessing their contribution to an efficient and effective task fulfillment in firms. Design/Methodology/Approach: A systematic literature review is conducted on the base of 30 studies published between 1975 and 2019 in scientific journals to identify and to describe coordination-relevant key dimensions of agile methods. Finally, the contribution of agile methods to task fulfillment regarding the criteria 'speed (efficiency)' and 'quality (effectiveness)' is discussed.Findings: Five key dimensions of agile methods are identified based on the 30 studies.Only few of the contributions of the literature review are based on theories or empirically test the effectiveness/efficiency of agile methods; most are conceptual in nature.Given this, it is worth emphasizing that the critical evaluation of agile methods reveals certain conditions and limits of the (firm-wide) application of agile methods. Originality/Value:This study provides a systematic description of agile methods and helps to clarify the nature and subject matter of agile methods.In contrast to the majority of publications in this research field, the present review does not only highlight the positive effects of agile methods, rather it also emphasizes the conditions and limits of agile methods, thereby enabling academics as well as practitioners to better assess the applicability and effects of agile methods.