Organisational Culture Attributes Influencing the Adoption of Agile Practices: A Systematic Literature Review

Copy igh © 2022 by Au ho /s and Licensed by IADITI. This is an open access a icle dis ibu ed unde he C ea i e Commons A ibu ion License which pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. Jou nal o In o ma ion Sys ems Enginee ing and Managemen 2022, 7(1), 11690 e-ISSN: 2468-4376 h ps://www.jisem-jou nal.com/ Resea ch A icle O ganisa ional Cul u e A ibu es In luencing he Adop ion o Agile P ac ices: A Sys ema ic Li e a u e Re iew Elizabe h Syl es e Mkoba1,2 * 1 School o Compu a ional & Communica ion Science and Enginee ing, The Nelson Mandela A ican Ins i u ion o Science and Technology, Tanzania 2 Depa men o Applied In o ma ion Sys ems, Uni e si y o Johannesbu g, Sou h A ica * Co esponding Au ho : elizabe h.mko[email p o ec ed]c. z Ci a ion: Elizabe h Syl es e Mkoba (2022). O ganisa ional Cul u e A ibu es In luencing he Adop ion o Agile P ac ices: A Sys ema ic Li e a u e Re iew. Jou nal o In o ma ion Sys ems Enginee ing and Managemen , 7 (1), 11690. h ps://doi.o g/10.55267/iad .07.11690 ARTICLE INFO ABSTRACT Recei ed: 16 Jun. 2021 Accep ed: 07 Dec. 2021 O ganisa ions ha e been adop ing agile p ac ices o deli e in o ma ion sys em p ojec s as e and c ea e business alue. Despi e i s ad an ages, many o ganisa ions ba le o success ully adop agile p ac ices. While he e a e se e al challenges o agile adop ion, o g anisa ional cul u e has been amongs he challenges on adop ing agile p ac ices. The objec i e o his s udy was o de e mine he o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices wi hin he o ganisa ion. The sys ema ic li e a u e e iew aimed o explo e he o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices. The e iew ocused on pape s published on o ganisa ional cul u e in luencing he adop ion o agile p ac ices be ween Janua y 2015 o Decem be 2020. The sea ch s a egy e ie ed 204 pape s o which nine pape s we e selec ed o a de ailed analysis. The s udy e ealed i e ac o s o o ganisa ional cul u e ha in luence he adop ion o agile p ac ices in he o ganiza ion as: managemen con ol, eam collabo a ion, ma ke , alues and c ea i i y. These ac o s ha e a numbe o o ganisa ional cul u e a ibu es ha in luence he adop ion o agile p ac ices. This s udy con ibu es o he body o knowledge by p o iding o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices. The esul s o he sys ema ic li e a u e e iew p esen ed in his s udy will bene i esea che s and p ac i ione s o p ojec managemen . Keywo ds: O ganisa ion cul u e, Agile p ac ices, Agile adop ion, Sys ema ic li e a u e e iew, In o ma ion Sys ems INTRODUCTION O ganisa ions ha e pu pose, s uc u e and p ocesses o accomplish speci ic goals. These goals can be achie ed h ough he o ganisa ional cul u e ha comp ises o beha io , alues, no ms and belie s sha ed by all employees o an o ganisa ion (Schein 1988). The o ganisa ional cul u e has an impac on cus ome sa is ac ion, p oduc i i y, communica ion, eamwo k and c ea ing s a egic business alue o sus ain o ganisa ion’s compe i i e ad an age in he ma ke (Genç 2013). Acco ding o Pin o (2010) o ganisa ional cul u e also has impac on p ojec success a e such as i a ec s eam pe o mance and commi men owa ds p ojec goals as well as alloca ion o esou ces o p ojec s. Howe e , o ganisa ional cul u e has been amongs he challenges on adop ing agile p ac ices (Anwa e al. 2016; Ghimi e 2020; Raha jo & Pu wanda i 2020; Ve sionOne 2020). O he challenges a e o ganisa ional esis ance o change, inadequa e managemen suppo and sponso ship (Ghimi e e al. 2020; Raha jo & Pu wanda i 2020). As o ganisa ions con inue adop ing agile p ac ices o inc ease success a es o hei p ojec s (PMI Pulse o he P o ession 2017; S andish G oup 2020), i is impo an o he o ganisa ion o ecognize he o ganisa ional cul u e a ibu es ha in luence agile adop ion. In he li e a u e he e a e s udies published ega ding he in luence o o ganisa ional cul u e on agile adop ion (Ji an e al. 2020; O hman e al. 2016; Soa es & B odbeck 2018). Howe e , he e a e no speci ic sys ema ic e iews ha de e mine o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices. This esea ch o iginali y lies in he ac ha up o now, no a emp has been made o speci ically unde s and wha o ganisa ional cul u al ac o s in luence he adop ion o agile p ac ices. The main pu pose o his s udy is o de e mine he o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices wi hin he o ganisa ion. This sys ema ic li e a u e e iew aims o answe he ollowing esea ch ques ion: Wha a e he o ganisa ional cul u e a ibu es ha in luence he adop ion o agile p ac ices? The sys ema ic li e a u e e iew was chosen as a e iew me hod o iden i y li e a u e on o ganisa ional cul u e a ibu es Mkoba / J INFORM SYSTEMS ENG, 7 (1), 11690 2 / 11 ha in luence he adop ion o agile p ac ices o inclusion, da a cleaning, analysis and syn hesis he indings, and he p esen a ion o esul s. The me hodology used in sys ema ic li e a u e e iew was adop ed om Ki chenham e al. (2009) whe e he e iew p o ocol guided he s udy. The a icle is o ganized as ollows: Sec ion 2 p o ides an o e iew o he esea ch me hodology. Sec ion 3 p esen s he esul s o he sys ema ic li e a u e e iew. A discussion o he esul s is p o ided in Sec ion 4. Finally, conclusion and ecommenda ions o u u e esea ch a e p esen ed in Sec ion 5. RESEARCH METHODOLOGY The p esen s udy e iewed he exis ing li e a u e ha we e published in pee - e iewed jou nals, con e ence pape s, books, book chap e s and academic jou nals om Janua y 2015 o Decembe 2020. This is a pe iod whe e mos o ganisa ions ha e been adop ing agile p ojec managemen o imp o e he success a es o in o ma ion sys ems p ojec s (PMI Pulse o P o ession 2017; S andish G oup 2020). Da a sou ces we e om he ollowing da abases: The Associa ion o Compu ing Machine y (ACM) Digi al Lib a y, IEEE Xplo e, ScienceDi ec , Scopus, Wiley Online Lib a y, Sp inge Link, Eme ald, Google Schola and Sage Publishing. The choice o da abases was based on he opic unde e iew, he e iew ques ion, me hodological conside a ions and he bibliog aphic cha ac e is ics o scien i ic da abases. These da abases we e used because hey include mul iple o highly anked jou nals and con e ences (Scopus 2020). These da abases also ha e bes li e a u e co e age which con ibu e o comp ehensi eness o he sys ema ic li e a u e e iew (Gusenbaue & Haddaway 2019). The e iew p o ocol by Ki chenham e al. (2009) was adap ed in his s udy as shown in Figu e 1 . Figu e 1. Sys ema ic Li e a u e Re iew p o ocol (Adap ed om Ki chenham e al., 2009) S ep 1: Resea ch ques ion The objec i e o his esea ch is o de e mine o ganisa ional cul u e a ibu es ha in luence he adop ion o agile p ac ices. The ollowing esea ch ques ion was de ined o achie e he esea ch objec i e: Wha a e he o ganisa ional cul u e a ibu es ha in luence he adop ion o agile p ac ices? S ep 2: Sea ch s a egy The sea ch s a egy de ined he sea ch scope o s udies by using he sea ch s ing which was de i ed om he esea ch ques ion. The sea ch s ing in ol ed he ollowing keywo ds wi h Boolean ope a o s: ((“O ganisa ional cul u e” OR “o ganisa ional cul u e” OR “O ganisa ion cul u e” OR “o ganisa ion cul u e”) AND (“cul u al” OR “cul u e”) AND (“adop ion”) AND (“Agile p ac ices” OR “Agile p ac ice” OR “Agile me hods” OR “Agile me hod” OR “Agile me hodologies” OR “Agile me hodology” OR “Agile p inciple” OR “Agile p inciples” OR “Agile p ocesses” OR “Agile p ocess”)). This sea ch s ing was used o sea ch pape s om elec onic da abases such as he Associa ion o Compu ing Machine y (ACM) Digi al Lib a y, IEEE Xplo e, ScienceDi ec , Scopus, Wiley Online Lib a y, Eme ald Insigh , Sp inge Link, Google Schola and Sage Publishing. S ep 3: S udy selec ion c i e ia A se o inclusion and exclusion c i e ia adop ed om Kgo oeadi a (2010) we e used o educe he numbe o s udies by selec ing he ones ocusing on he pu pose o he s udy. The exclusion c i e ia we e:  Abs ac / Ti le/Full ex : Rele ance o esea ch ques ion  Da e o publica ion: 2015 - 2020  Language: Pape s w i en in English  Type o publica ions: Pee - e iewed jou nals, books chap e s, con e ence and books  Resea ch me hod: Quali a i e, quan i a i e, mixed me hod  Geog aphic loca ion: Wo ldwide The sc eening o pape s was pe o med h ough an online sea ch o esea ch a icles in scien i ic jou nals which in ol ed bo h sea ch s ing and exclusion c i e ia. A icles we e selec ed a e hei i les we e ela ed o sea ch c i e ia and sea ch s ing. A e applying he sea ch c i e ia 204 pape s we e selec ed om he da abases. Table 1 shows he sea ch esul s. Table 1. Sea ch esul s (2015-2020) Da a sou ce Pape s emaining a e applying exclusion c i e ia Pape s emaining a e i le and abs ac sc eening Pape s emaining a e ull ex sc eening Associa ion o Compu ing Machine y (ACM) 29 15 1 IEEE Xplo e 7 5 3 ScienceDi ec 88 7 1 Scopus 11 9 2 Wiley Online Lib a y 20 3 0 Eme ald Insigh 4 1 0 Sp inge Link 35 10 1 Sage Jou nals 3 0 0 Google Schola 9 6 1 To al 204 55 9 Mkoba / J INFORM SYSTEMS ENG, 7 (1), 11690 3 / 11 The eligibili y c i e ia include bo h he sea ch s ing and he exclusion c i e ia. The a icle sc eening p ocess (as shown in Figu e 2 ) aimed o ensu e ha he eligibili y c i e ia a e applied consis en ly o educe he isk o in oducing bias in an e idence syn hesis. Figu e 2. Eligibili y sc eening p ocess The co-wo d (keywo ds co-occu ence) analysis using VOSViewe was hen conduc ed o he selec ed 204 pape s. The uni o analysis o co-wo d analysis was ‘wo ds’ which we e de i ed om au ho s’ keywo ds (Don hu e al., 2021) using VOSViewe . A o al o 545 keywo ds con ained in 204 ela ed pape s ha e been analyzed. The eme ged hemes we e he keywo ds wi h he g ea es o al link s eng h. The iden i ied hemes o ocus on his e iew we e o ganisa ional cul u e, agile so wa e de elopmen , agile me hodologies and agile. The keywo ds co-occu ence ne wo k isualiza ion is as shown in Figu e 3 . Figu e 3. O ganisa ional cul u e and agile p ac ices adop ion concep ual amewo k Figu e 4. Keywo d co-occu ence ne wo k isualiza ion (Yea 2015-2020, n=204 pape s) Mkoba / J INFORM SYSTEMS ENG, 7 (1), 11690 4 / 11 Two il e s o a icles we e applied: (i) manual eading o i les and abs ac s o emo e a icles which a e clea ly i ele an ; and (ii) assessmen o he ull- ex e sion o he a icle. Fi s , i les and abs ac s o he 204 selec ed pape s we e hen sc eened based on exclusion c i e ia o include o exclude pape s. The e m co-occu ence analysis was also conduc ed using VOS iewe whe e he uni o analysis we e i le and abs ac . The analysis c ea ed a e m o occu ence map based on ex da a whe e 2768 e ms we e ex ac ed om i le and abs ac ields o 204 pape s. The minimum numbe o occu ences o a e m was 5 o he 2768 e ms, 129 e ms me h eshold as shown in Figu e 4 . Fi y i e pape s emained a e i le and abs ac sc eening. Second, hese pape s we e examined based on he ull ex o iden i y pape s ocused on o ganisa ional cul u e in luencing agile adop ion. Nine pape s emained a e ull ex sc eening we e subjec ed o s udy quali y assessmen . These pape s we e iden i ied o quali y assessmen because hey speci ic ocus on linkage be ween o ganisa ional cul u e and agile p ac ices in o ganisa ions. Thus, ull ex s o nine pape s a e aligned wi h he esea ch ques ion o his e iew. S ep 4: Quali y assessmen c i e ia The quali y assessmen c i e ia we e adap ed om Dybå and Dingsøy (2008) and Hu (1999). The nine p ima y s udies (as shown in Appendix B) we e assessed acco ding o en c i e ia as shown in Table 2 . Table 2. Quali y assessmen c i e ia # Ques ion Q1 Is he pape based on esea ch (o is i me ely a “lessons lea ned” epo based on expe opinion)? Q2 Is he e a clea s a emen o he aim(s) o he esea ch? Q3 Is he e an adequa e desc ip ion o he con ex in which he esea ch was ca ied ou ? Q4 Was he esea ch design app op ia e o add ess he aims o he esea ch? Q5 Is he esea ch me hodology well p esen ed? Q6 Was he da a collec ed in a way ha add essed he esea ch issue? Q7 Was he da a analysis su icien ly igo ous? Q8 Is he e a clea s a emen o indings? Q9 Does he conclusion ela e o he aim o he s udy? Q10 Is he s udy o alue o esea ch o p ac ice? The en c i e ia as shown in Table 2 we e used o assess he quali y o he p ima y s udies which co e ed ou main pa s:  Repo ing: Th ee c i e ia (Q1-Q3) we e ela ed o he quali y o he epo ing o a s udy’s a ionale, aims, and con ex .  Rigo : Fi e c i e ia (Q4-Q7) we e ela ed o he igo o he esea ch me hods employed o es ablish he alidi y o da a.  C edibili y: Two c i e ia (Q8-Q9) we e ela ed o he assessmen o he c edibili y o he s udy me hods o ensu ing ha he indings and conclusion we e alid and meaning ul.  Rele ance: The inal c i e ion (Q10) was ela ed o he assessmen o he ele ance o he s udy o he so wa e indus y a la ge and he esea ch communi y. The nume ical scale numbe ed wi h 0 o “no”, 1 o “pa ially” and 2 o “yes” was used o ank how well he ques ions we e answe ed in each p ima y s udy. The de ailed sco es o he quali y assessmen o he p ima y s udies a e shown in he quali y assessmen checklis (Appendix B). The minimum sco e is 10 and i he p ima y s udy sco ed below 10, i is excluded. All nine pape s sco ed mo e han 10 (as shown in Appendix B) which me he quali y assessmen c i e ia. S ep 5: Da a ex ac ion A da a ex ac ion o m was de eloped o ex ac da a om he nine p ima y s udies. The da a ex ac ion o m is p esen ed in Appendix C. The o m is di ided in o h ee sec ions. The i s sec ion is o he s udy iden i ica ion ha has se en elemen s, he second sec ion is o desc ip ion o he s udy ha has nine elemen s and quali y assessmen sec ion ha has one elemen . S udy iden i ica ion includes unique id o he s udy, i le, au ho (s), publica ion yea , ype o a icle, olume/issue/page numbe and da abase. Desc ip ion o he s udy includes s udy aim(s), s udy objec i e(s), design o he s udy (su eys, case s udies, heo e ical and concep ual pape s, li e a u e e iews, modelling pape s), esea ch me hod (quali a i e, quan i a i e, mixed esea ch me hod), unde lying heo ies/ amewo ks/models, iden i ied o ganisa ional cul u e a ibu es, indings and conclusion. The quali y assessmen includes he o al sco e o pape quali y. Da a eco ds we e kep in Mic oso Excel o syn hesizing he ex ac ed da a. S ep 6: Da a syn hesis Da a syn hesis summa ized and p esen ed he indings o he nine p ima y s udies in answe ing he esea ch ques ion. This phase is aimed a syn hesizing he iden i ied concep s and d awing a conclusion. The p ima y s udies we e analyzed and g ouped in o he iden i ied o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices. The ollowing sec ion p esen s he esul s. RESULTS Table 3 p esen s he iden i ied o ganisa ional cul u e a ibu es om he p ima y s udies which in luence he adop ion o agile p ac ices. Table 3. O ganisa ional cul u e a ibu es iden i ied om p ima y s udies Fac o s O ganisa ional cul u e a ibu es P ima y s udies Managemen con ol  Managemen suppo  O ganisa ional s uc u e and s a egy  P ojec ized o ganisa ional s uc u e  Decision making s uc u e  Con olling p ocesses  Quali y enhancemen  Con inuous imp o emen Baham 2016; Dike e al. 2016; Ji an e al. 2020 Mkoba / J INFORM SYSTEMS ENG, 7 (1), 11690 5 / 11 Fac o s  O ganisa ional cul u e a ibu es P ima y s udies C ea i i y  Focus on inno a ion  C ea i e hinking  A icula ing u u e ision  T ans o ma ion change  En ep eneu ship Baham 2016; O hman e al. 2016; Ji an e al. 2020 Ma ke  Cus ome ela ionship  Compe i i eness  Fas esponse  Decisi eness  D i ing h ough ba ie s  Goal achie emen Baham 2016; O hman e al. 2016; Ji an e al. 2020 Values  T us  Pa icipa ion  Commi men  Inno a i e  E iciency  Agili y  Accoun abili y  Consis ency Gup a e al. 2019; O hman e al. 2016; Soa es & B odbeck 2018; Šmi e e al. 2020 The iden i ied o ganisa ional cul u e a ibu es a e explained as: Managemen con ol Managemen con ol is a managemen unc ion ha helps implemen ing s a egies o achie e o ganisa ional goals. An hony and Go inda ajan (2004:7) de ine managemen con ol as “ he p ocess by which manage s in luence o he membe s o he o ganisa ion o implemen he o ganisa ion’s s a egies.” Managemen con ol can be iewed as a sys em which comp ises o he o ganisa ional s uc u e and s a egy, o ganisa ional cul u e, co e con ol p ac ices and managemen in o ma ion sys ems (Johnson & Gill 1993; Hea h 2001:94). Team collabo a ion A eam consis s o wo o mo e indi iduals who wo k oge he in e dependen ly wi h a sha ed ision o achie e some common goals. Fo ins ance, he p ojec eam is a c oss- unc ional eam om di e en depa men s in he o ganisa ion o implemen p ojec ac i i ies o achie e p ojec objec i es. Teamwo k in ol es knowledge, a i ude and skills (Xiao, Pa ke & Mause 2013). Knowledge should ha e eam mission, objec i es, p oblems, no ms and esou ces. The skills de ine he beha io wi hin he eam such as coo dina ion, pe o mance e alua ion, communica ion and cul u al alues among eam membe s (Xiao e al. 2013). Ma ke Ma ke is ex e nally o ien ed, and he o ganisa ional s uc u e is s eng hened by mechanisms o con ol o mee he s akeholde s’ expec a ions. To assis high le els o pe o mance, clea objec i es and ewa d sys ems a e de eloped and pu in place in he o ganisa ion. Values Values guide he o ganisa ion and suppo i s ision, shape he o ganisa ional cul u e and impac he business s a egy. O ganisa ional alues p o ide he guiding p inciples o he o ganisa ion’s cul u e ha de e mine employees’ beha io s and o ganisa ional success (Ho s ede 2001). C ea i i y C ea i i y has been used by o ganisa ions o gene a e new ideas o add alue o hei p oduc s o se ices as well as p oblem sol ing. Employees in he o ganisa ion spea head he c ea i i y p ocesses o e ain i s compe i i e ad an age in he ma ke (Pa janen 2012). The e a e a ious cha ac e is ics in he o ganisa ion ha suppo employees’ c ea i i y such as o ganisa ional s a egy which ocuses on inno a ion, leade ship and o ganisa ional cul u e. Based on he abo e explana ions, he o ganisa ional cul u e a ibu es which ha e in luence on agile adop ion a e summa ized as shown in Figu e 5 . Figu e 5. Te m co-occu ence ne wo k isualiza ion (n=204) DISCUSSION O ganisa ions ha e been adop ing agile p ac ices o deli e in o ma ion sys em p ojec s as e and c ea e business alue. Despi e i s ad an ages, many o ganisa ions ba le o success ully adop agile p ac ices. While he e a e se e al challenges o agile adop ion, o ganisa ional cul u e has been amongs he challenges on adop ing agile p ac ices. This sys ema ic li e a u e e iew p esen ed he indings o he nine selec ed p ima y s udies on in luences o o ganisa ional cul u e on he adop ion o agile p ac ices. The analysis o he p ima y s udies showed ha managemen con ol, eam collabo a ion, c ea i i y, ma ke and alues (as illus a ed in Table 3) a e impo an ac o s wi h a ibu es ha in luence he adop ion o agile p ac ices. O ganisa ional cul u e has been used as a ool o managemen o con ol, mo i a e and enhance employees’ pe o mance in he o ganisa ion (Oweyemi & Ekwoaba 2014). Thus, managemen Mkoba / J INFORM SYSTEMS ENG, 7 (1), 11690 6 / 11 con ol ensu es he achie emen o o ganisa ion’s objec i es and goals. This esea ch iden i ied he o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices ha ocused in he managemen con ol as: managemen suppo , o ganisa ional s uc u e, p ojec ized o ganisa ional s uc u e, decision making s uc u e, con olling p ocesses, quali y enhancemen and con inuous imp o emen (Baham 2016; Dike e al. 2016; Ji an e al. 2020). Team collabo a ion included o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices such as eamwo k s uc u e, eam managemen s uc u e, eam de elopmen h ough aining, eam empowe men , eam communica ion, eam mo i a ion, eam p oduc i i y, sha ed esponsibili y and common owne ship (Baham 2016; Dike e al. 2016; Ghimi e e al. 2020; G ego y & Taylo 2019; Ji an e al. 2020 ). Fo c ea i i y, his esea ch iden i ied a numbe o o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices as: ocus on inno a ion, c ea i e hinking, a icula ing u u e ision, ans o ma ion change and en ep eneu ship (Baham 2016; O hman e al. 2016; Ji an e al. 2020). The esea ch also iden i ied o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices ha ocused on ma ke as cus ome ela ionship, compe i i eness, as esponse, decisi eness, d i ing h ough ba ie s and goal achie emen (Baham 2016; O hman e al. 2016; Ji an e al. 2020). The p esen esea ch iden i ied se e al o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices ha ocused on alues as: us , pa icipa ion, commi men , inno a i e, e iciency, agili y, accoun abili y and consis ency (Gup a e al. 2019; O hman e al. 2016; Šmi e e al. 2020; Soa es & B odbeck 2018). The indings o his s udy indica ed ha an o ganisa ion’s s uc u e, sys em, p ocesses, decision making and employees’ beha io s a e shaped by o ganisa ional cul u e (Suda 2007). The o ganisa ion wi h s ong o ganisa ional cul u e ends o s eng hen hei pe o mance, adap o new echnologies and en i onmen , become agili y and esilience o dis up ions as well as main aining hei compe i i e ad an age in he ma ke . In o ma ion sys ems p ojec s ha a e aligned wi h o ganisa ional cul u e ha e highe success a es (Suda 2007). The e iew p o ocol was adap ed o ensu e he alidi y o he s udy. The numbe o da abases we e sea ched using he sea ch s ing o e ie e ele an s udies on how o ganisa ional cul u e in luences he adop ion o agile p ac ices. Th ea s o publica ion bias we e co e ed by including only he published pape s in he pe iod unde e iew (2015-2020). The indings and conclusion a e e iewed by he au ho s and imp o emen we e made. CONCLUSION This s udy p esen ed he sys ema ic li e a u e e iew o he o ganisa ional cul u e a ibu es which in luence he adop ion o agile p ac ices. Con ibu ions o he S udy Fi s , he heo e ical con ibu ion o his s udy is o p o ide o ganisa ional cul u e a ibu es which can be used by o ganisa ions o adop agile p ac ices. Second, his s udy con ibu es o he body o knowledge in agile p ojec managemen by p o iding p ojec managemen p ac i ione s wi h a ibu es o o ganisa ional cul u e ha in luence he adop ion o agile. The esul s o he sys ema ic li e a u e e iew p esen ed in his s udy will bene i esea che s and p ojec managemen p ac i ione s. Limi a ions o he S udy This s udy was limi ed because o he small sample size ( i e yea s) co e ed om Janua y 2015 o Decembe 2020. Fu he esea ch is needed o collec ed da a in a la ge sample size (mo e han i e yea s o unde s and how o ganisa ional cul u e in luences he adop ion o agile p ac ices. O he limi a ion is mos o he selec ed p ima y s udies applied compe ing alue amewo k which is speci ic o o ganisa ional cul u e bu did no de elop a new concep ual amewo k. The sea ch c i e ia did no include p opo ion o coun ies wi h esea ch in he a ea, his is among he limi a ions o his s udy. Fu u e Resea ch The u u e esea ch will de ail he p opo ion o coun ies wi h esea ch in he a ea and he pe iod wi h he g ea es dissemina ion and isibili y o he s udies. Fu he esea ch will also de elop a new amewo k ha in eg a e o ganisa ional cul u e and he adop ion o agile p ac ices. Au ho s’ con ibu ions: All au ho s con ibu ed equally o his wo k. Funding: No unding is p o ided o his a icle. Decla a ion o in e es : The au ho s decla e ha hey ha e no compe ing in e es s. Da a a ailabili y: The au ho s con i m ha he da a suppo ing he indings o his s udy a e a ailable o sha ing when eques ed o au ho s. REFERENCES An hony, R. N. and Go inda ajan, V. (2004). Managemen Con ol Sys ems,11 h ed. New Yo k: McG aw Hill/I win. Anwa , A., Kamel, A. & Ahmed, E. (2016). Agile Adop ion Case S udy, Pains, Challenges & Bene i s: p oceedings o he 2nd A ica and Middle Eas Con e ence on So wa e Enginee ing, p oceedings, Cai o, Egyp , May, 2016. Baham, C. (2016). The Impac o O ganisa ional Cul u e and S uc u e on he Rou iniza ion o Agile So wa e De elopmen Me hodologies. A ailable a : h ps://aisel.aisne .o g/amcis2016/ITP oj/P esen a ions/29/. (Accessed 20 Augus 2020). Beck. K., Beedle, M., Bennekum, A., Cunningham, W., Fowle , M., G enning, J., Highsmi h, J., Hun , A., Je ies, R., Ke n, J., Ma ick, B., Ma in, R.C., Mello , S., Schwabe , K., Su he land, J. and Thomas, D. (2010). 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Re iews o human ac o s and e gonomics, 8 (1), 55 - 102. h ps://doi.o g/10.1177/1557234X13495181. Appendix A: Lis o p ima y s udies Baham, C. (2016). The Impac o O ganisa ional Cul u e and S uc u e on he Rou iniza ion o Agile So wa e De elopmen Me hodologies. A ailable a : h ps://aisel.aisne .o g/amcis2016/ITP oj/P esen a ions/29/. (Accessed 26 Augus 2020). Dike , K., Paasi aa a, M. and Lassenius, C. (2016). Challenges and Success Fac o s o La ge-scale Agile T ans o ma ions - A Resea ch P oposal and a Pilo S udy. Jou nal o Sys ems and So wa e, 119, 87-108. h ps://doi.o g/10.1016/j.jss.2016.06.013. Ghimi e, D., Cha e s, S. and Gibbs, S. (2020). Scaling Agile So wa e De elopmen App oach in Go e nmen O ganisa ion in New Zealand: p oceedings o he 3 d In e na ional Con e ence on So wa e Enginee ing and In o ma ion Managemen , Sydney, NSW, Aus alia, Janua y 12-15. Mkoba / J INFORM SYSTEMS ENG, 7 (1), 11690 8 / 11 G ego y, P. and Taylo , K. (2019). De ining Agile Cul u e: A Collabo a i e and P ac i ione -Led App oach: p oceedings o he IEEE/ACM 12 h In e na ional Wo kshop on Coope a i e and Human Aspec s o So wa e Enginee ing (CHASE), Mon eal Quebec, Canada, May, 2019. Gup a, M. (2018). Rela ionships be ween IT depa men cul u e and agile so wa e de elopmen p ac ices: An empi ical in es iga ion. In e na ional Jou nal o In o ma ion Managemen , 44 (2019), 13-24. h ps://doi.o g/10.1016/j.ijin omg .2018.09.006. Ji an, K.P., Ma newick, A, L. and Joseph, N. (2020). In luences o o ganisa ional cul u e in he agile adop ion: p oceedings o he IEEE Technology and Enginee ing Managemen Con e ence (TEMSCON), Me o De oi , Michigan, June 3- 6. O hman, H. B., Zouaoui. M and Hamdoun, M. (2016). O ganisa ional cul u e and he accep ance o agile me hodology: p oceedings o he IEEE In e na ional Con e ence on Digi al Economy (ICDEc), Ca hage, Tunisia, Ap il 28-30. Soa es, L.P. and B odbeck, A.F. (2018). Fo Some Places Mo e Than O he s - Agili y and O ganisa ional Cul u e, V. A. San os e al. (Eds.): WBMA 2017, CCIS 802, pp. 121-133. Šmi e, D., Gonzalez-Hue a, J. and Moe, B. N. (2020). When in Rome, Do as he Romans Do: Cul u al Ba ie s o Being Agile in Dis ibu ed Teams: p oceedings o he 21s In e na ional Con e ence on Agile So wa e De elopmen , XP 2020, Copenhagen, Denma k, June 8-12. Appendix B: Quali y Assessmen Checklis (Scale: 0 is “No”, 1 is “Pa ially” and 2 is “Yes”. Minimum o al sco e is 10) Pape # Re e ence Quali y o Repo ing Rigo C edibili y Rele ance To al Sco e Rank Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 P1 Dike e al. 2016 2 2 1 1 2 2 1 2 1 1 15 4 P2 G ego y & Taylo 2019 2 1 1 2 2 1 1 1 1 1 13 5 P3 Ji an e al. 2020 2 2 1 2 2 2 2 2 1 1 17 2 P4 Ghimi e e al. 2020 2 2 2 1 1 2 2 2 1 1 16 3 P5 Gup a 2018 2 1 1 2 1 1 1 1 1 1 12 6 P6 Soa es & B odbeck 2018 2 2 2 2 1 1 1 2 2 2 17 2 P7 Šmi e e al. 2020 2 1 1 2 2 1 1 1 1 1 13 5 P8 O hman e al. 2016 2 2 1 2 2 2 1 2 2 2 18 1 P9 Baham 2016 2 2 2 2 1 1 1 2 2 2 17 2 Mkoba / J INFORM SYSTEMS ENG, 7 (1), 11690 , 7 (1), 11688 9 / 11 Appendix C: Da a Ex ac ion Fo m Sec ion A: S udy Iden i ica ion Unique ID o he s udy P1 P2 P3 P4 P5 P6 P7 P8 P9 Ti le Challenges and Success Fac o s o La ge-scale Agile T ans o ma ions - A Resea ch P oposal and a Pilo S udy De ining Agile Cul u e: A Collabo a i e and P ac i ione -Led App oach In luences o o ganisa ional cul u e in he agile adop ion Scaling Agile So wa e De elopmen App oach in Go e nmen O ganisa ion in New Zealand Rela ionships be ween IT depa men cul u e and agile so wa e de elopmen p ac ices: An empi ical in es iga ion Fo some places mo e han o he s - Agili y and o ganisa ional cul u e “When in Rome, Do as he Romans Do”: Cul u al Ba ie s o Being Agile in Dis ibu ed Teams O ganisa ional cul u e and he accep ance o agile me hodology The Impac o O ganisa ional Cul u e and S uc u e on he Rou iniza ion o Agile So wa e De elopmen Me hodologies Au ho (s) Kim Dike , Ma ia Paasi aa a and Caspe Lassenius Peggy G ego y and Ka ie Taylo Ji an, K.P., Ma newick, A.L., and Joseph, N. Dipend a Ghimi e, S ua Cha e s, and Shi ley Gibbs Manjul Gup a, Joey F. Geo geb, Weidong Xia Soa es, L.P., and B odbeck, Â.F Da ja Šmi e, Ja ie Gonzalez- Hue a, Nils B ede Moe Hanen Ben O hman ; Mahmo ud Zouaoui ; Moham ed Hamdoun Co ey Baham Publica ion yea 2016 2019 2020 2020 2019 2018 2020 2016 2016 Type o a icle Jou nal a icle Con e ence pape Con e ence pape Con e ence pape Jou nal a icle Con e ence pape Con e ence pape Con e ence pape Con e ence pape Volume/issue/pag e numbe Volume 119, pp. 87- 108 pp. 100-104 Volume 44, pp. 13- 24 pp. 121-133 pp. 145-161 pp. 16-23 pp.29 Da abase ScienceDi ec IEEE Xplo e IEEE Xplo e Associa ion o Compu ing Machine y (ACM) Digi al Lib a y Scopus Scopus Sp inge Link IEEE Xplo e Google Schola Sec ion B: S udy Desc ip ion S udy aim(s) To unde s and he iden i ied challenges and success ac o s o la ge-scale agile ans o ma ions by a ge ing a la ge popula ion o companies To explo e how a g oup ook a collabo a i e and p ac i ione -led app oach o de eloping a de ini ion o Agile Cul u e and a se o ools o aid cul u al assessmen To in es iga e he in luence o o ganisa ional cul u e in he adop ion o agile To in es iga e he ac o s ha a e impo an in he public sec o o a success ul p ojec and compa es agains esul s o he p i a e sec o To examine he ela ionships be ween ou compe ing cul u al o ms and wo ypes o agile p ac ices - social and echnical To explo e he ela ionship be ween selec ed basic cul u al assump ions o o ganisa ions and agile p ac ices To explo e e he cul u al ba ie s impeding agile ways o wo king in dis ibu ed eams wi h membe s om a hie a chical cul u e To unde s and how cul u e can in luence on he accep ance o agile me hodology wi hin Tunisian en e p ises in he so wa e de elopmen sec o To con ibu e o he cu en body o Agile So wa e De elopmen (ASD) esea ch by p o iding an unde s anding o gap be ween pe cei ed ASD success (a accep ance) and ASD ou iniza ion