Agile culture input to agile organizations' development: adhocracy, clan, market, and hierarchy perspectives

Agile organizations are seen as comprehensive, efficient, and adaptable systems that are increasingly valued and in demand in a rapidly changing business environment. Since company culture influences behaviors and, in turn, an organization's capabilities, this study aims to explore whether organizations with different cultural types can equally support the development of a functional agile culture. Specifically, the research examines the impact of a functional agile culture on both agile- and non-agile-minded employees across adhocracy, clan, market, and hierarchy cultures. This knowledge is crucial for guiding managerial decisions regarding structure, culture, leadership, and employees' mindsets alignment to design agile organizations. The study employs structural equation modeling (SEM) on a sample of 1871 knowledge workers from the IT and non-IT sectors (50%/50 %). The attached dataset serves the study's purpose.