Researchers compare agile and traditional approaches to project management in Russia’s services industry
Human Resource Management International Digest
ISSN: 0967-0734
Article publication date: 26 May 2021
Issue publication date: 8 September 2021
Abstract
Purpose
The authors wanted to study the theme as there hasn’t been much research into the different factors for high performance in agile versus traditional companies.
Design/methodology/approach
The authors conducted a quantitative study of Russian professional services firms using structured phone interviews. They compared project-based companies using agile methods with rival firms that used more traditional methods. The questionnaire included questions on the role of HRM, the level of business strategy formalization, the use of strategies to enhance motivation and opportunities. There were also questions about agile frameworks and project management practices. The sample contained 154 companies, 61 of which used agile technologies.
Findings
They found that agile firms tend to rely more on HMR policies than traditional companies, especially on strategies to enhance motivation and opportunity. Agile companies also have more centralized HRM architectures with less delegation of different levels of management. Meanwhile, the results show that the HRM architectures for successful traditional firms are more diverse. HRM practices in these companies have different levels of importance and various degrees of decentralization and digitalization.
Originality/value
The authors say their study fills a gap because there hasn’t been much research into the different factors for high performance in agile versus traditional companies. The study, they say, has important theoretical and practical implications, and also provides evidence of the importance of HRM practices for organizational success.
Keywords
Citation
(2021), "Researchers compare agile and traditional approaches to project management in Russia’s services industry", Human Resource Management International Digest, Vol. 29 No. 6, pp. 28-29. https://doi.org/10.1108/HRMID-01-2021-0007
Publisher
:Emerald Publishing Limited
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