Ramljak, I an; Talajić, Mi ko; B kljačić, Maja
A icle
Na iga ing Digi al T ans o ma ion: A Su ey S udy on Agile
Adop ion Impac
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Sugges ed Ci a ion: Ramljak, I an; Talajić, Mi ko; B kljačić, Maja (2025) : Na iga ing Digi al
T ans o ma ion: A Su ey S udy on Agile Adop ion Impac , ENTRENOVA - ENTe p ise REsea ch
InNOVA ion, ISSN 2706-4735, IRENET - Socie y o Ad ancing Inno a ion and Resea ch in Economy,
Zag eb, Vol. 10, Iss. 1, pp. 412-427,
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Vol. 10 No. 1
Na iga ing Digi al T ans o ma ion: A Su ey
S udy on Agile Adop ion Impac
I an Ramljak
Algeb a Uni e si y, Zag eb
Mi ko Talajić
Algeb a Uni e si y, Zag eb
Maja B kljačić
Algeb a Uni e si y, Zag eb
Abs ac
Enhancing o ganiza ional agili y is impo an o success ul digi al ans o ma ion. This
s udy in es iga es he impac o agile p ac ices on la ge o ganiza ions in C oa ia,
aiming o de e mine hei e ec on HR, p ocess pe o mance, clien s, and echnology,
and o iden i y co ela ions among hese dimensions. A su ey o employees om
la ge C oa ian companies e ealed ha agile me hodologies posi i ely impac all
o ganiza ional dimensions. Key indings indica e imp o emen s in employee
mo i a ion, in e pe sonal ela ions, in e nal communica ion, eam p oduc i i y,
change managemen , and as e p oblem de ec ion. Agile p ac ices also enhance
clien sa is ac ion, communica ion, and use pa icipa ion in p oduc de elopmen .
Howe e , he adop ion o cu ing-edge echnologies like AI and blockchain emains
limi ed. S ong co ela ions among he dimensions sugges ha imp o emen s in one
a ea posi i ely in luence o he s, unde sco ing he bene i s o agile ans o ma ion. This
s udy emphasizes he need o leade ship suppo , cul u al eadiness, and con inuous
lea ning o d i e digi al change e ec i ely. The indings p o ide ac ionable insigh s o
o ganiza ions aiming o implemen agile me hodologies, highligh ing hei e sa ili y
ac oss a ious sec o s including public adminis a ion, heal hca e, and ma ke ing. By
ocusing on la ge companies in C oa ia, his esea ch adds a new egional
pe spec i e o he global discou se on agile and digi al ans o ma ion.
Keywo ds: agile ans o ma ion, digi al ans o ma ion, o ganiza ional agili y,
leade ship
JEL classi ica ion: O30, M15, L86
Pape ype: Resea ch a icle
Recei ed: 3 May 2024
Accep ed: 6 Augus 2024
DOI: 10.54820/en eno a-2024-0034
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Vol. 10 No. 1
In oduc ion
Enhancing o ganiza ional agili y is c i ical o success ul digi al ans o ma ion. Agile
p ac ices, as no ed by a ious esea che s, enable quick adap a ion o ma ke
demands and cus ome needs, os e ing collabo a ion, esponsi eness, and
con inuous eedback. This adap abili y is c ucial o d i ing digi al inno a ion and
main aining a compe i i e edge. Agile leade ship is pa icula ly essen ial, as i
cul i a es a dynamic capabili y wi hin o ganiza ions o na iga e apid echnological
changes.
P ac ical applica ions o agile me hods, such as daily s and-up mee ings and sp in
planning, enhance collabo a ion and anspa ency, key elemen s o i e a i e and
inc emen al digi al ans o ma ion p ocesses. Howe e , a signi ican isk o ailu e in
digi al ans o ma ion e o s exis s, o en due o a disconnec be ween business and
echnology leade s. Sha ed owne ship and collabo a i e goals be ween hese eams
a e i al o b idging his gap and enhancing success a es.
The s udy in es iga es he impac o agile ans o ma ion on digi al ans o ma ion
wi hin la ge o ganiza ions in C oa ia. I aims o de e mine he e ec o agile p ac ices
on key o ganiza ional dimensions and iden i y co ela ions among hem. A su ey
conduc ed among employees o la ge C oa ian companies ocused on HR, p ocess
pe o mance, clien s, and echnology. Resul s indica e a posi i e impac o agile
me hodologies on all dimensions, emphasizing he impo ance o leade ship suppo ,
cul u al eadiness, and con inuous lea ning o success ul digi al ans o ma ion.
This pape add esses he impo ance o agile ans o ma ion in enhancing
o ganiza ional adap abili y and inno a ion, examining he ollowing esea ch
ques ions: (i) Can agile ans o ma ion posi i ely impac he i e dimensions o in e es ?
(ii) Is he e a signi ican co ela ion among hese dimensions? (iii) How can
o ganiza ions enhance he success o digi al ans o ma ion h ough e ec i e agile
p ac ices? The esul s om he su ey among la ge C oa ian companies will be
discussed, highligh ing he implica ions o p ac ice and u u e esea ch.
Li e a u e e iew
The li e a u e consis en ly highligh s he c i ical ole o agile me hodologies in d i ing
success ul digi al ans o ma ion ac oss a ious sec o s. The adop ion o agile p ac ices
no only enhances o ganiza ional adap abili y and inno a ion bu also add esses
speci ic indus y challenges, om public adminis a ion o heal hca e and ma ke ing.
Agile me hodologies in business in gene al
The complexi y o business equi es inno a i e and new app oaches in all aspec s o
de elopmen . Whe he i is he de elopmen o an idea o so wa e, es ing solu ions,
o o he simila aspec s. Agile me hods s and ou as a possible solu ion o inc easing
business e iciency Agile me hodologies signi ican ly inc ease he success o business
p ojec s ac oss a ious indus ies, especially in o ganiza ions ocused on so wa e
de elopmen and digi al ans o ma ion. Fogo oș e al. (2020) sugges ha aligning
business models wi h agile me hodologies can imp o e p ocess accele a ion and
managemen acili a ion, highligh ing he need o a cul u al shi owa d employee
and cus ome -cen ic app oaches.
F amewo ks like Sc um and XP a e e y popula , so Al ajhi, and Saeedi (2018)
emphasize ha hose amewo ks enhance lexibili y and cus ome engagemen ,
c ucial o success ul digi al ans o ma ion in almos e e y pa o business a ea.
Pa nu i (2023) iden i ies agile leade ship as essen ial o o e coming digi al
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ans o ma ion challenges in IT o ganiza ions, wi h bene i s such as imp o ed
communica ion and as e ime o ma ke .
Agile adop ion as a p e equisi e o success ul digi al ans o ma ion
The complexi y o digi al ans o ma ion p ojec s necessi a es he adop ion o agile
me hods o success. Sallam e al. (2024) highligh s he posi i e ela ionship be ween
agile ma u i y and digi al ans o ma ion success, emphasizing p ac ices like
pe o mance managemen and cus ome a ailabili y.
Sc um and Kanban a e impo an agile me hodologies in enhancing lexibili y and
adap abili y o e e y digi al ans o ma ion p ojec , acco ding Popoola e al. (2024).
Using agile gi es a possibili y o ea ly adjus men s in case o un o eseen ci cums ances
ha may a ec he ag eed deadlines and success o he digi al ans o ma ion.
Simon and Schmi (2023) ad oca e o 'Agile Science' o enhance in e disciplina y
collabo a ion and esponsi eness in digi al ans o ma ion esea ch. In eg a ion o
agile alues in digi al ans o ma ion model o enhance o ganiza ional agili y is c ucial
o Be gk is and Magnusson (2023) while Ib ahimi and Benchek oun (2023)
unde sco e he ole o o ganiza ional agili y in suppo ing digi al ans o ma ion,
ocusing on isk- aking and expe imen a ion.
Delioğlu and Uysal (2022) emphasize he pi o al ole o agile leade ship in os e ing
dynamic capabili ies and s a egic lexibili y wi hin o ganiza ions, c ucial o adap ing
o apid echnological changes.
Sec o -Speci ic Applica ions and Challenges
Agile me hodologies ha e been ailo ed o mee he unique needs o di e en
sec o s, demons a ing hei e sa ili y and e ec i eness. Cianca ini, Gianca lo, and
G imaudo (2024) discuss he adap a ion o agile me hodologies like Sc um in public
adminis a ions, which imp o e he quali y o digi al se ices by p omo ing lexibili y
and esponsi eness.
Pal eyman and Mo on (2022) highligh ha s a egic agili y is essen ial o os e ing
inno a ion in he UK heal hca e sec o , wi h agile p ocesses helping o o e come
go e nance and inancial cons ain s. Ad ancemen s in he heal hca e sec o ,
especially conside ing he impac o AI, necessi a e he abili y o apid adap a ion,
which is achie able using agile me hods
Moi and Cabiddu (2020) explo e agile ma ke ing capabili ies in in e na ional digi al
ma ke ing con ex s, emphasizing quick adap a ion and con inuous inno a ion. Simila
as in heal hca e sec o , echnological ad ancemen s make i e y impo an being
quick in adop ions and adjus men s.
Agile model o he digi al ans o ma ion o uni e si ies and ocus on in eg a ing digi al
echniques in o eaching and lea ning ac i i ies o d i e g ow h and compe i i eness
is p oposed by Ke oum e al. (2020). This becomes ex emely impo an in he con ex
o he inc easing ocus on online lea ning and eaching. Those who success ully
pe cei e and can quickly adap o hese ends will a ac a la ge numbe o
s uden s
Wiechmann e al. (2022) iden i y key ac o s in luencing he success o agile
managemen in digi al ans o ma ion wi hin medium-sized businesses, highligh ing
o ganiza ional s uc u e, echnology adop ion, and cul u al change.
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Me hodology
The su ey aimed o ga he da a om employees o la ge companies in C oa ia
ac oss i e key o ganisa ional dimensions: HR, P ocess, Pe o mance, Clien s, and
Technology. Each sec ion included mul iple i ems designed o measu e he
esponden s' pe cep ions and expe iences wi h agile me hodologies.
A ques ionnai e was cons uc ed ha examined how people in he o ganisa ions
hey wo k o see agile as a me hodology. The ques ionnai e consis ed o six pa s. The
i s pa examined he demog aphic cha ac e is ics o he sample and he me hods
and ools o suppo agile me hods used in he o ganisa ion. The o he i e pa s
consis ed o 5-6 ques ions each wi hin i e ca ego ies, which a e: HR dimension and
in luence on ela ions in he o ganisa ion; P ocess dimension and in luence on
p ocesses in he o ganisa ion; Pe o mance indica o ; Clien s and se ice use s;
Technological dimension and use o echnology in he o ganisa ion.
The ques ionnai e was dis ibu ed h ough he LinkedIn social ne wo k and h ough
business add esses wi hin companies using agile me hodology. As he esea ch a ea
is he use o agile me hodology in la ge companies, all answe s o esponden s who
a e employed in companies wi h less han 250 employees we e excluded om he
analysis. Fu he mo e, all answe s o pa icipan s who do no use agile me hodology
in hei wo k we e excluded om he analysis. The su ey was dis ibu ed elec onically
o a a ge ed sample o employees ac oss a ious indus ies. A o al o 350 esponses
we e collec ed, p o iding a obus da ase o analysis.
In o al, 115 pa icipan s employed in la ge so wa e companies ook pa in he
esea ch. La ge companies ha e mo e han 250 employees. The e we e 10
pa icipan s (8,7%) in he 18-25 age g oup, 44 pa icipan s in he 26-35 age g oup
(38,3%), 45 pa icipan s in he 26-35 age g oup (39,1%), while he e we e 16
pa icipan s in he 46-55 age g oup (13,9%). Mos pa icipan s all wi hin he 26-45 age
ange, comp ising nea ly 78% o he sample. Gende dis ibu ion is as ollows: 67 a e
men (59,3%), while 48 a e women (41,7%). Acco ding o job unc ions, 20 pa icipan s
(17,4%) wo k in adminis a i e posi ions. Fi y- wo employees (42,2%) wo k in
manage ial posi ions, and 43 (37,4%) wo k in p ojec s. Agile me hodologies a e widely
used ac oss a ious job unc ions, wi h a signi ican p esence in managemen and
p ojec oles.
Resul s
Full The esul s will be p esen ed acco ding o i e dimensions, which we e also used in
he su ey. Basic measu es will be shown, as well as he ela ionships be ween he
dimensions h ough he calcula ion o he Pea son co ela ion coe icien .
Impac o agile me hodology on human ela ions in o ganisa ion
Table 1 p esen s a se o ques ions abou he impac o agile me hodologies on human
ela ions wi h he basic s a is ical measu es.
The mean sco e o 3.53 indica es a gene ally posi i e pe cep ion o agile
me hodologies o inc ease employee mo i a ion. Wi h a mean sco e o 3.63,
esponden s gene ally ag ee ha in e pe sonal ela ions imp o ed a e adop ing
agile me hodologies. The mean sco e o 3.89 sugges s a ela i ely s ong ag eemen
ha in e nal communica ion be ween depa men s imp o ed.
Fo he ques ion ela ed o he quali y o new hi es, he mean sco e o 3.35 sugges s a
mode a e pe cep ion ha his pa imp o ed.
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Table 1
Desc ip i e s a is ics o a iables measu ing he pe cei ed impac o agile
me hodology on human ela ion in o ganisa ions
Su ey s a emen
N
Min
Max
Mean
SD
A e using he agile me hodology in wo k,
he mo i a ion o he employees inc eased.
115
1
5
3.53
1.079
A e using he agile me hodology in he
wo k, in e pe sonal ela ions imp o ed.
115
2
5
3.63
0.985
A e using he agile me hodology in wo k,
in e nal communica ion be ween
depa men s imp o ed.
115
1
5
3.89
1.130
A e using he agile me hodology, mo e
quali y people a e employed.
115
1
5
3.35
1.116
A e he use o agile me hodology, mo e
people who a e amilia wi h agile wo k
me hods a e employed.
115
1
5
4.26
0.974
A e he use o agile me hodology, in e nal
aining imp o ed o employees.
115
1
5
3.32
1.232
Sou ce: Au ho s’ wo k
The e y high mean sco e o 4.26 indica es s ong ag eemen ha mo e “agile-
compe en ” employees a e being hi ed. Mode a e pe cep ion o imp o ed in e nal
aining o employees is jus i ied wi h a mean sco e o 3.32.
Impac o agile me hodology on e iciency o so wa e
de elopmen
Table 2 p esen s a se o ques ions abou he impac o agile me hodology on he
e iciency o so wa e de elopmen .
The mean sco e o 3.98 indica es a posi i e pe cep ion o imp o ed eam
p oduc i i y a e adop ing agile me hodologies. Responden s gene ally pe cei e
be e managemen o changes and g ea e lexibili y in p oduc de elopmen wi h
agile me hodologies, indica ing a mean sco e o 3.9.
Imp o emen s in eam managemen due o agile me hodologies go a mean sco e
o 3.88. A e y high mean sco e o 4.17 indica es a s ong esul ha agile
me hodologies lead o as e p oblem de ec ion in p oduc de elopmen . The mean
sco e o 3.98 shows ha esponden s expe ience equen changes in p oduc
de elopmen di ec ion wi h agile me hodologies.
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Table 2
Desc ip i e s a is ics measu ing he pe cei ed impac o agile me hodology on
e iciency o so wa e de elopmen
Su ey s a emen
N
Min
Max
Mean
SD
A e using he agile me hodology in he
wo k, eam p oduc i i y imp o ed.
115
1
5
3,98
1,402
A e using he agile me hodology in he
wo k, changes in p oduc de elopmen
a e be e managed, and g ea e
lexibili y is obse ed.
115
1
5
3,97
1,429
A e using he agile me hodology in he
wo k, be e eam managemen is
obse ed.
115
1
5
3,88
1,562
A e using he agile me hodology in he
wo k o he agile me hodology, he e is a
as e de ec ion o p oblems in p oduc
de elopmen .
115
1
5
4,17
1,410
A e using he agile me hodology in he
wo k, he e a e equen changes in he
di ec ion o p oduc de elopmen .
115
1
5
3,98
1,622
A e using agile me hodology in wo k,
be e p oduc /so wa e main enance is
obse ed.
115
1
5
3,64
1,596
Sou ce: Au ho s’ wo k
Impac o agile me hodology on he quali y o so wa e quali y
In Table 3, he mean sco e o 3.57 indica es a mode a e posi i e pe cep ion o
imp o ed p oduc quali y ollowing he adop ion o agile me hodologies. The “Time
o ma ke as e ” dimension go a mean sco e o 3.83, and i e lec s a gene al
ag eemen ha p oduc s each he ma ke as e wi h agile me hodologies.
Rega ding cos educ ion in p oduc /so wa e de elopmen , he mean sco e o 2.93
indica es a lowe pe cep ion o cos educ ions because o agile. This sco e is sligh ly
below he mid alue, sugges ing ha esponden s a e less con inced abou he cos -
sa ing bene i s o agile me hodologies.
The mode a ely posi i e pe cep ion ha agile me hodologies con ibu e o highe
company income is indica ed wi h a mean sco e o 3.37. The esul s indica e ha
esponden s gene ally pe cei e agile me hodologies o posi i ely impac
pe o mance indica o s such as p oduc quali y, as e ime o ma ke , and highe
company income. Howe e , he e is less con idence and a iabili y conce ning cos
educ ion and isk managemen .
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Table 3
Desc ip i e s a is ics measu ing he pe cei ed impac o agile me hodology on he
so wa e quali y
Su ey s a emen
N
Min
Max
Mean
SD
A e using he agile me hodology in ou wo k,
we no ice ha he p oduc s a e o be e
quali y.
115
1
5
3,57
1,036
A e using he agile me hodology in he wo k,
he p oduc s each he ma ke as e .
115
1
5
3,83
1,209
A e using he agile me hodology in he wo k,
cos s in p oduc /so wa e de elopmen a e
educed.
115
1
5
2,93
1,269
A e using he agile me hodology in he wo k,
he company's income is highe .
115
1
5
3,37
1,135
A e using he agile me hodology in he wo k,
he p ojec isk is educed.
115
1
5
3,23
1,257
Sou ce: Au ho s’ wo k
The impac o agile me hodology on he sa is ac ion o clien s o
use s o de eloped so wa e solu ion
Table 4 p esen s he impac o agile me hodology on he sa is ac ion o clien s o use s
o de eloped so wa e solu ions.
The mean sco es o 4.01, 4.00, and 4.25 indica e ha esponden s gene ally
pe cei e a posi i e impac o agile me hodologies on clien /use sa is ac ion,
communica ion, and pa icipa ion in de elopmen . These esul s sugges ha he
implemen a ion o agile me hodologies has a signi ican and gene ally consis en
posi i e impac on clien /use sa is ac ion, communica ion, and pa icipa ion in
de elopmen .
A mo e mode a e pe cep ion o agile me hodologies' impac on a ac ing
po en ial use s and use ecommenda ions is indica ed wi h mean sco es o 3.34 and
3.38, espec i ely. These sco es a e close o he neu al midpoin , sugges ing mixed
pe cep ions. Resul s sugges ha while some esponden s see bene i s in e ms o
inc eased isibili y and use ecommenda ions due o agile me hodologies, hese
bene i s could be mo e consis en ly expe ienced ac oss he o ganisa ions. The high
a iabili y indica es ha he impac o agile p ac ices on hese aspec s may depend
hea ily on speci ic con ex s, implemen a ion s a egies, and pe haps he na u e o he
p oduc s o se ices o e ed.
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Table 4
Desc ip i e s a is ics measu ing he pe cei ed impac o agile me hodology on he
sa is ac ion o clien s o use s o de eloped so wa e solu ion
Su ey s a emen
N
Min
Max
Mean
SD
A e using agile me hodology in ou wo k,
we no ice g ea e sa is ac ion o clien s o
use s.
115
1
5
4,01
1,547
A e using he agile me hodology in wo k,
he e is be e communica ion wi h clien s
o use s.
115
1
5
4,00
1,528
A e using agile me hodology in wo k, use s
pa icipa e mo e in p oduc /so wa e
de elopmen .
115
1
5
4,25
1,438
A e using he agile me hodology in you
wo k, mo e and mo e po en ial use s no ice
you.
115
1
5
3,34
1,762
A e using agile me hodology in you wo k,
you use s ecommend you o o he use s.
115
1
5
3,38
1,775
Sou ce: Au ho s’ wo k
The impac o agile me hodology on he e iciency o echnology
usage
Table 5 p esen s desc ip i e s a is ics measu ing he pe cei ed impac o agile
me hodology on he e iciency o echnology usage. The su ey esul s indica e ha
agile me hodologies ha e a posi i e impac on he echnological dimension wi hin
o ganisa ions, pa icula ly in inc easing he use o digi al ools (mean sco e o 4.57)
and ecognising he impo ance o De Ops and cybe secu i y (mean sco e o 4.3 and
4.14, espec i ely). Howe e , he e is mo e a iabili y and less consensus on he impac
o agile me hodologies on p oduc main enance and he adop ion o newe
echnologies like blockchain and AI (mean sco e o 3.64 and 2.82, espec i ely).
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Re e ences
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ENTRENOVA - ENTe p ise REsea ch InNOVA ion
Vol. 10 No. 1
Abou he au ho s
I an Ramljak is a p oduc managemen p o essional wi h o e a decade o
expe ience in he banking, elecommunica ions, and digi al sec o s. He is cu en ly a
co- ounde o P oduc opia, whe e he os e s a p oduc managemen communi y
h ough mee ups and wo kshops. A C oa ian Telecom and Deu sche Telekom, I an
managed p oduc backlogs and de eloped mobile and web paymen solu ions o
mul iple coun ies. A P i edna banka Zag eb, I an con ibu ed o he de elopmen
o mobile and web banking applica ions and coo dina ed p ojec s o imp o e
p ocessing imes and use adop ion. The au ho can be con ac ed a
ami [email protected]
D . Mi ko Talajić's academic jou ney began wi h a bachelo ’s deg ee in ma hema ics
om he Facul y o Science a he Uni e si y o Zag eb. He u he ed his educa ion wi h
pos g adua e s udies in In e na ional Economics a he Facul y o Business and
Economics in Zag eb. Mi ko has been a lec u e a Algeb a Uni e si y and E ec us
Uni e si y College since 2010, eaching subjec s p ima y ela ed o he da a science
a ea. He has also published se e al scien i ic and p o essional pape s ha explo e
a ious aspec s o da a analy ics and business pe o mance. The au ho can be
con ac ed a mi ko. alajic@algeb a.h
Maja B kljačić, PhD, Assis an P o esso , Head o he esea ch ins i u e Algeb a LAB.
Maja g adua ed om he Facul y o Humani ies and Social Sciences a he Uni e si y
o Zag eb, and she ecei ed he doc o a e a he Cen al Eu opean Uni e si y in
Budapes . She wo ked as a esea che a he Ins i u e o he Wisenscha en om
Menschen in Vienna and as a p ojec coo dina o o he Wes älische Wilhelms-
Uni e si ä in Müns e . She is a winne o E ich Ma ia Rema que's schola ship a New
Yo k Uni e si y and he Alexande - on-Humbold Founda ion o F eie Uni e si a Be lin.
The au ho can be con ac ed a maja.b kljacic@algeb a.h
