This presentation explores the integration of Generative AI in Agile software engineering, analyzing its potential to enhance productivity and reduce costs. It addresses the impact on tools, processes, and productivity of Agile teams, using mixed-method research. Qualitative studies focus on leadership insights, while quantitative surveys assess broader impacts, offering strategies for AI-driven innovation in Agile practices.

This study investigates the challenges and strategies involved in implementing federally mandated technology (FMT) within a distributed Human Health Services organization. Employing a retrospective case study design, the research outlines feedback mechanisms, phased rollout approaches, and utilization data as critical tools for overcoming barriers and achieving successful FMT assimilation. Key insights include strategies to manage resistance, enhance adoption, and institutionalize technology in organizational practices.

This case study explores strategies for implementing federally mandated technology in health services organizations, utilizing the Technology-Organization-Environment framework. It highlights phases like planning, adaptation, and post-implementation, discussing resistance management through customization and communication.

Explores how doubt, both as a generative force and a double-edged sword, can be utilized in management practices. Uses Grounded Theory and Garbage Can Model frameworks to study the dynamics of doubt in organizations.

This study investigates the relationship between job stress, change uncertainty, and perceptions of workplace ostracism, aiming to understand how uncertainty during times of change affects the link between job stress and workplace exclusion. Using a two-wave sampling of workers across various sectors (n=396) and employing the Job Demand-Control-Support (JDCS) Model as the theoretical framework, the findings reveal that the combined effects of job stress and change uncertainty buffer perceptions of ostracism, with significant moderation occurring only at moderate and high levels of change uncertainty. This research enhances the understanding of workplace dynamics and their impact on employee well-being and organizational outcomes, offering valuable insights into how change uncertainty and job stress jointly predict workplace ostracism and suggesting strategies to mitigate these negative effects.

Drawing on Organizational Information Processing Theory, this study examines how hospital interoperability capability influences EHR meaningful use maturity and how that maturity affects patient engagement and advanced analytics. Using structural equation modeling with mediation analysis on 1,374 hospitals from the 2023 AHA Healthcare IT Database, all five hypotheses were supported, with meaningful use maturity fully mediating the effects of interoperability on patient engagement and analytics. A suppression effect reveals an infrastructure paradox: interoperability alone is not enough without organizational capacity, informing how hospital leaders and policymakers sequence digital health investments.

This work-in-progress paper examines how an AI-based assistant can be embedded within established continuous improvement processes to enhance value stream analysis in an automotive supplier environment. Drawing on a revelatory single-case study of a German automotive supplier that deployed an AI-Assistant in collaboration with a specialised German start-up, the research investigates the coupling of artificial intelligence with the 8D problem-solving methodology. Using a qualitative research design grounded in grounded theory principles, data were collected from multiple sources across the manufacturing operation and analysed through open, selective, and theoretical coding. Preliminary findings indicate that embedding the AI-Assistant into the 8D cycle produces substantial operational gains, including reductions in order lead time of at least 50 percent (reaching up to 90 percent in selected areas), an increase of at least 80 percent in the value creation rate for materials subjected to completed 8D measures, and meaningful reductions in manual scheduling effort, scrap, and work-in-progress. Beyond these quantifiable results, the integration yielded qualitative benefits in transparency, systematic problem identification, master data quality, and root-cause analysis speed. The paper contributes empirical evidence to the Industry 4.0 literature by demonstrating that AI technologies can augment rather than displace established lean methodologies, thereby addressing a critical gap identified in prior research on integrated AI-enabled manufacturing optimisation systems.

This study explores the perceived values of inter-team retrospectives within scaled agile programs and aims to develop a stable framework for their implementation.

This study explores motivational paradoxes at the intersection of individual and team dynamics using Self-Determination Theory (SDT) and Paradox Theory. It identifies and analyzes tensions such as autonomy vs. interdependence, and proposes strategies for leaders to manage these paradoxes effectively in organizational settings.

This paper presents findings from a qualitative empirical study examining how senior leaders make strategic decisions under conditions of time pressure and uncertainty. The central research question is: what is the role of intuition in the strategic decision-making process when decisions are made in high-velocity environments? Drawing on 42 semi-structured interviews with CEOs, board directors, founders, and executive directors, conducted using the Critical Incident Technique, the study generates detailed, experience-proximate accounts of real strategic decision episodes. The findings reveal that intuition operates not as a discrete cognitive choice but as an embedded orienting mechanism that shapes early issue framing, option consideration, and the interpretation of emerging information. Rational analysis, while dominant as the language of organisational legitimacy, was frequently applied in compressed, selective, and confirmatory ways, serving to justify decisions already directionally established rather than to evaluate alternatives independently. Decision processes were further shaped by emotional activation, social authority structures, and organisational approval dynamics. The study identifies seven major empirical findings and nine specific process vulnerabilities through which senior decision-making routinely breaks down. These provide the evidential foundation for a structured decision-support tool currently under development. The findings carry direct practical implications for leadership development, executive education, and organisational decision governance.