Determining the Impact of System Alignment and Agile Methods on Agile Management

Abstract

Objective: The objective of this study is to examine the impact of system alignment and agile methods on agile management within the organizational context of Fidar Steel Company.

Methodology: The study employed a descriptive-survey research design, collecting data from all 41 managers and employees of Fidar Steel Company using a standardized Organizational Agility questionnaire developed by Zhang and Sharifi (2000). The questionnaire included subscales for system alignment and agile methods, with responses measured on a five-point Likert scale. Data analysis was conducted using multiple regression analysis with SmartPLS software to test the relationships between the variables and assess the research model’s fit.

Findings: The results indicated that both system alignment and agile methods have significant positive effects on agile management. System alignment exhibited a strong path coefficient, suggesting that well-aligned organizational systems facilitate agile management. Similarly, agile methods showed a significant positive impact, demonstrating that adopting adaptive and iterative practices enhances organizational responsiveness. The model fit indices confirmed the robustness of the research model, and correlation analysis revealed strong interrelationships among the variables. These findings align with previous studies highlighting the importance of strategic alignment and agile practices in promoting organizational agility.

Conclusion: The study concludes that system alignment and agile methods are critical drivers of agile management, enabling organizations to remain adaptable and competitive. Organizations should focus on strategically aligning their systems and integrating agile practices to foster an environment that supports rapid response to change. These insights contribute to the broader understanding of organizational agility and offer practical recommendations for enhancing agile management.