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Jasmin Schmid
Former Member
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Schmid
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Jasmin
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+41 71 224 74 04
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Item type:Publication, Agile Steuerung in der Finanzfunktion - Wie findet man die richtige Balance zwischen Flexibilität udn Stabilität?(2022); Type:journal articleJournal:Expert FocusIssue:8 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Controlling & Agilität: Konvergenz oder Koexistenz? Gestaltungsempfehlungen für mehr Agilität im Controlling(2022); Type:journal articleJournal:CFOaktuellIssue:5 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, CO2-Preise als Steuerungsinstrument für das Controlling - Treiber, Instrumente und Umsetzung einer umweltbezogenen Nachhaltigkeitsorientierung(2022); ; Schatzmann, J.Type:journal articleJournal:ControllingVolume:34Issue:5 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Agile Praktiken im Performance Management - Auswahl und Nutzung moderner SteuerungswerkzeugeType:journal articleJournal:Controlling : Zeitschrift für erfolgsorientierte UnternehmenssteuerungVolume:33Issue:4 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Essays on steering organizational agility in the manufacturing industryOrganizational agility is an important capability for competitive organizations in uncertain contexts. Despite its positive implications for organizational performance, e.g., increasing customer satisfaction, organizations outside the originating field of software development, particularly manufacturing organizations, are still confronted with the questions of when, how, and to what extent to apply organizational agility to maximize its benefits. The cumulative dissertation aims to illustrate how performance management systems (PMS) can steer organizational agility in manufacturing organizations. The dissertation consists of three articles covering topics ranging from operational to strategic agility. Article I describes a five-phase process model for steering the effective use of agile practices and roles in agile projects. The model has been conceptualized according to prior theory and tested within multiple case studies within a manufacturing firm. The real-life application of the process model revealed that predefined agile method portfolios are insufficient. Rather, the success of any agile project, regardless of the same organizational context, relies on the situational configuration and adaptation of agile project management. Article II explores contextual requirements in a manufacturing organization fostering or prohibiting agile project management practice application at an operational project management level. The article summarizes five propositions, which indicate that traditional organizational structures and processes rather than peoples experience or competence in agile project management negatively influence the successful application of agile practices. Moving towards and facilitating strategic agility, Article III reviews 41 publications, leading to the identification of 33 agile instruments which are used in agile performance management systems (APMS). APMS is thus a major enabler for gaining strategic agility by operationalizing strategies and adapting organizational patterns in a flexible, responsive, and adjustable manner. Additionally, the analysis led to five design principles that guide the design of APMS to ultimately master organizational uncertainties and promote firms competitiveness. In sum, this dissertation deepens our understanding of organizational agility's effective and context-specific utilization in the manufacturing industry. On the one hand, it is illustrated how PMS serves as a steering mechanism for successfully applying agile project management to maximize project performance. On the other hand, APMS is demonstrated as a major enabler for integrating strategic agility to complete operational agility and ensure organizational agility.Type:doctoral thesis