Fake It Until You Make It - Implementing agility in three established organizations

Abstract

Agile working methods have gained attention in the last couple of years to meet the changing demands of the market. Previous research has, however, found that the process of implementing agility in established organizations is one surrounded by challenges. Through a qualitative and comparative study of three organizations, all implementing agile working methods, this study aims to develop a better understanding of the difficulties to implement agile working methods in established organizations. Drawing on Giddens theories on structuration and ontological security this study describes how the shift from a traditional organizational structure to an agile organizational structure affect individual perception of and reaction to the change. Hence, the study provides an alternative explanation of the difficulties of implementing agility in established organizations.