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Does management support drive sustained agile usage? a serial mediation model and cIPMA perspective

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  • Uthpala Wijesinghe
  • Vidara Mapitiyage
  • Chathurya Wickramarathne
  • Chamoda Wickramage
  • Krishantha Wisenthige
  • Chathuni Aluthwala

Abstract

Agile software development is immensely popular in the industry, but most teams struggle to sustain its use. Human factors like management support, agile training, agile mindset, and team resilience are often neglected, hindering long-term success. However, research has not explored their underlying mechanisms in depth. Therefore, this study examines if management support impacts the sustained usage of agile methodologies within software development teams. It subsequently investigates the individual and serial mediating effects of agile training, the agile mindset, and team resilience on this relationship. Additionally, it compares the importance and performance of management support, agile training, the agile mindset, and team resilience in infusing agile practices. Finally, it determines these antecedents’ necessity for the enduring success of agile application. Data collected from 391 agile software development professionals using a structured questionnaire. Partial-least-squares structural equation modelling, importance-performance map analysis and necessary condition analysis were used to investigate relationships. The findings underscore the pivotal role of management support in infusing agile practices. Agile training, mindset, and team resilience emerge as critical mediators, with a strong serial mediation effect. While management support is paramount, its practical implementation falls short within teams. All four antecedents are found to be necessary for optimal agile sustainment. Thus, this study significantly advances theoretical understanding by introducing a serial mediation model that elucidates their mechanisms in impacting agile infusion. It extends prior organisational-level findings to the team-level. The study’s quantitative verification of qualitative findings strengthens their generalisability to a broader spectrum of teams. It pioneers in expounding the constructs’ relative importance, performance and necessity, to offer actionable insights for agile practitioners. Finally, it provides methodological guidance to apply importance performance map analysis and necessary condition analysis in agile software development research.

Suggested Citation

  • Uthpala Wijesinghe & Vidara Mapitiyage & Chathurya Wickramarathne & Chamoda Wickramage & Krishantha Wisenthige & Chathuni Aluthwala, 2025. "Does management support drive sustained agile usage? a serial mediation model and cIPMA perspective," PLOS ONE, Public Library of Science, vol. 20(2), pages 1-40, February.
    • Handle: RePEc:plo:pone00:0316538
    DOI: 10.1371/journal.pone.0316538
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    References listed on IDEAS

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    1. Shikha Sharma & Sanjeev K. Sharma, 2020. "Probing the Links Between Team Resilience, Competitive Advantage, and Organizational Effectiveness: Evidence from Information Technology Industry," Business Perspectives and Research, , vol. 8(2), pages 289-307, July.
    2. Cynthia A. Lengnick-Hall & Tammy E. Beck, 2009. "Resilience Capacity and Strategic Agility: Prerequisites for Thriving in a Dynamic Environment," Working Papers 0059, College of Business, University of Texas at San Antonio.
    3. Hauff, Sven & Richter, Nicole Franziska & Sarstedt, Marko & Ringle, Christian M., 2024. "Importance and performance in PLS-SEM and NCA: Introducing the combined importance-performance map analysis (cIPMA)," Journal of Retailing and Consumer Services, Elsevier, vol. 78(C).
    4. K. Jöreskog, 1971. "Simultaneous factor analysis in several populations," Psychometrika, Springer;The Psychometric Society, vol. 36(4), pages 409-426, December.
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