Organizational Agility as a Driver of Productivity and Economic Resilience in Emerging Market Economies

Marina Susanti; Lestari Putri

doi:10.37899/mjde.v2i4.273

Authors

Marina Susanti Fakultas Ekonomi dan Bisnis, Universitas Trisakti
Lestari Putri Fakultas Ekonomi dan Bisnis, Universitas Trisakti

DOI:

https://doi.org/10.37899/mjde.v2i4.273

Keywords:

Organizational Efficiency, Employee Productivity, Emerging Economies, Sectoral Differences

Abstract

This study investigates the impact of agile management practices on organizational efficiency and employee productivity in emerging economies, focusing on technology, manufacturing, and services sectors. Data were collected from 200 organizations, including responses from 150 managers and 50 employees, and analyzed using a quantitative approach with regression techniques to examine the relationship between agile practices, efficiency, and productivity. The results show that agile practices significantly improve organizational efficiency (β = 0.56, p < 0.01) and employee productivity (β = 0.45, p < 0.01), with technology firms achieving the greatest benefits, manufacturing firms reporting lower adoption and fewer outcomes, and service organizations demonstrating moderate improvements. These findings highlight that while agile management enhances efficiency and productivity overall, its effectiveness varies across sectors, indicating that organizations in emerging economies should adapt agile frameworks to industry-specific conditions to achieve optimal results.

References

Babar, Z. (2024). A study of business process automation with DevOps: A data-driven approach to agile technical support. American Journal of Advanced Technology and Engineering Solutions, 4(04), 01-32. https://doi.org/10.63125/3w5cjn27

Beck, K., Beedle, M., van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., & Thomas, D. (2001). Manifesto for agile software development. Agile Alliance. https://agilemanifesto.org/

Binns, A. (2018). Agile transformation in emerging economies: Challenges and opportunities. Journal of Business Research, 112, 89–101. https://doi.org/10.1016/j.jbusres.2018.04.027

Boehm, B. W., & Turner, R. (2004). Balancing agility and discipline: A guide for the perplexed. Addison-Wesley. https://doi.org/10.5555/1071376

Cao, L., Mohan, K., Xu, P., & Ramesh, B. (2011). A framework for adopting agile development methodologies. European Journal of Information Systems, 20(3), 310–325. https://doi.org/10.1057/ejis.2011.13

Chow, T., & Cao, D. B. (2008). A survey study of critical success factors in agile software projects. Journal of Systems and Software, 81(6), 963–973. https://doi.org/10.1016/j.jss.2007.08.023

Cohn, M. (2004). User stories applied: For agile software development. Addison-Wesley Professional.

Dai, C., & Wells, D. (2004). Agile project management: A comprehensive guide. Journal of Modern Project Management, 6(3), 213–228. https://doi.org/10.1207/s10618663jmdp603

Denning, S. (2016). The agile business: A strategy for thriving in the digital age. John Wiley & Sons. https://doi.org/10.1002/9781119225015

Highsmith, J. (2002). Agile software development ecosystems. Addison-Wesley.

Laanti, M., & Salo, O. (2011). The impact of agile methods on the performance of software projects. Software Engineering Journal, 22(3), 108–115. https://doi.org/10.1109/SE.2011.6

Larman, C., & Vodde, B. (2009). Scaling lean & agile development: Thinking and organizational tools for large-scale Scrum. Addison-Wesley Professional.

Moe, N. B., Dingsøyr, T., & Dybå, T. (2010). A teamwork model for understanding an agile team: A case study of a Scrum project. Information and Software Technology, 52(5), 483–497. https://doi.org/10.1016/j.infsof.2009.11.004

Morris, L. (2019). Agile in emerging markets: Evaluating effectiveness in high-uncertainty contexts. International Journal of Business and Economics, 29(1), 85–102. https://doi.org/10.1016/j.ijbe.2019.01.006

Nwachukwu, A. S., & Boatengu, K. E. (2024). The role of agile methodologies in modern software development: A comprehensive analysis of impact, challenges, and best practices. BUSINESS & IT Учредители: Czech Technical University in Prague-Central Library, 14(2), 41-49. https://doi.org/10.14311/bit.2024.02.05

Obrenovic, B., Godinic, D., & Njavro, M. (2024). Sustaining company performance during the war-induced crisis using sourcing capability and substitute input. Environment, development and sustainability, 26(12), 30001-30026. https://doi.org/10.1007/s10668-023-03892-9

Omowole, B. M., Olufemi-Philips, A. Q., Ofadile, O. C., Eyo-Udo, N. L., & Ewim, S. E. (2024). Conceptualizing agile business practices for enhancing SME resilience to economic shocks. International Journal of Scholarly Research and Reviews, 5(2), 070-088. https://doi.org/10.56781/ijsrr.2024.5.2.0049

Otundo Richard, M. (2024). Adoption and Impact of Agile and Hybrid Project Management Methodologies in African Industries: Addressing Resource Constraints and Market Evolution. Available at SSRN 4950112. https://doi.org/10.2139/ssrn.4950112

Patel, K., & Chawla, S. (2016). Agile management in a globalized environment. Journal of Global Business, 16(1), 53–66. https://doi.org/10.1016/j.jgb.2015.11.012

Poppendieck, M., & Poppendieck, T. (2003). Lean software development: An agile toolkit. Addison-Wesley Professional.

Rana, M. (2025). Integrating Agile Project Management and Lean Industrial Practices A Review For Enhancing Strategic Competitiveness In Manufacturing Enterprises. ASRC Procedia: Global Perspectives in Science and Scholarship, 1(01), 895-924. https://doi.org/10.63125/0yjss288

Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing agile. Harvard Business Review, 94(5), 40–50. https://doi.org/10.1016/j.hbr.2016.05.009

Schwaber, K., & Beedle, M. (2002). Agile software development with Scrum. Prentice Hall.

Shevchenko, L., Osiyevskyy, O., Umantsiv, Y., & Marchenko, O. (2025). A firm in strategic reality: leveraging constraints as opportunities. Strategy & Leadership. https://doi.org/10.1108/SL-11-2024-0125

Spagnoletti, P., Kazemargi, N., & Prencipe, A. (2021). Agile practices and organizational agility in software ecosystems. IEEE Transactions on Engineering Management, 69(6), 3604-3617. https://doi.org/10.1109/TEM.2021.3110105

Sutherland, J., & Schwaber, K. (2011). The Scrum guide: The definitive guide to Scrum: The rules of the game. Scrum.org. https://www.scrum.org/resources/scrum-guide

Sutherland, J., & Schwaber, K. (2017). The Scrum guide. Scrum.org. https://www.scrum.org/resources/scrum-guide

Vaidya, A., & Deogun, J. S. (2018). Agile practices and their role in improving organizational outcomes. International Journal of Project Management, 36(6), 916–931. https://doi.org/10.1016/j.ijproman.2018.04.004

Vilkas, M., Rauleckas, R., Šeinauskienė, B., & Rutelionė, A. (2021). Lean, agile and service-oriented performers: templates of organising in a global production field. Total quality management & business excellence, 32(9-10), 1122-1146. https://doi.org/10.1007/978-3-031-14988-7_2

West, D. (2010). Agile development: A survey of agile practices. Journal of Information Technology, 25(4), 307–322. https://doi.org/10.1057/jit.2010.26