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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
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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
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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
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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
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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
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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.
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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
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/ J INFORM SYSTEMS ENG, 7 (1), 11690
,
7
(1),
11688
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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