Institutional challenges in agile adoption: Evidence from a public sector IT project
研究了英国国防部门一个大型IT项目采用敏捷方法时面临的制度挑战，揭示了变革机制与持续冲突，对理解公共部门敏捷实践有参考价值。
Agile is emerging as a promising approach in governments, with the potential to significantly enhance project management when implemented effectively. Despite its potential merits, it has not yet become a mainstream approach in government IT projects, primarily due to the incongruence between Agile practices and conventional methods of project funding, governance, and management. In order to contribute to our understanding of Agile in public sector practice, this study examines an extensive IT program in the UK defense sector which adopted Agile. We applied institutional logics as a theoretical lens to understand the complex dynamics within this environment, investigating the change mechanisms and the enduring tensions and conflicts. Our analysis of interview data revealed the key change mechanisms “mission collaborator” and “one team culture”. Unresolved tensions in our case setting encompass public value versus cost, project approval, policy, governance, and culture.