The Agile Imperative

In an ever-changing working environment, customer and workplace demands have brought new challenges to how we organize and manage work. Increasingly, this is addressed by the idea of 'agility.' From its beginning, agile work has claimed to be a radically different approach which allows organisations to react flexibly to changing environmental demands whilst also offering a ¿people' centered approach to management.

Combines researchers from different theoretical backgrounds with an empirical view of the most diverse phenomena of agility in different institutional settings

Part 1. Multi-level-perspectives on agility as a new principle of organizing work.- 1.Agile Methods: Self-Management vs. The World, Robert Biddle.- 2.The Use of Software Tools in Agile Projects, Azuka Mordi.- 3. Antecedents and consequences of agility - on the ongoing invocation of self-organization, Sabine Pfeiffer;,Manuel Nicklich, Stefan Sauer.- Part 2. The team-level as the base of agile work.- Part 3.Management and organizational level as the impulse of agile work.- 4. Reflexive Scaling, Stephanie Porschen-Hueck.- 5.Design Thinking as a Panacea? Towards a Symbiotic Understanding of Design Thinking and Organizational Culture, Gordon Müller-Seitz.- 6. Strategility - A challenging alliance, Kerstin Pichel & Andrea Müller.- 7. Agile organizations in startup companies, the new way of manufacturing consent?, Flecher, Marion.- Part 4.Societal level as the frame of agile work.- 8.Traveling management ideas, lost and gained in translation: Agility in Japan, Takahiro Endo; Masatoshi Fujiwara; Yuki Tsuboyama.- Understanding agility: multi-level analysis of a Belgian subsidiary of a foreign bank, Olivier Jégou & Fyriel Souayah.- Designing work for Agility and Affect's Measure, Phoebe Moore.