AGILE PROJECT MANAGEMENT AND ORGANIZATIONAL SURVIVAL IN

NIGERIA QUICK SERVICE RESTAURANT

BY

i
 TABLE OF CONTENTS

Title page i

Declaration ii

Certification iii

Dedication iv

Acknowledgements v

Table of contents vi

Abstract x

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study 1

1.2 Statement of the Problem 4

1.3 Research Questions 6

1.4 Research Objectives 6

1.5 Research Hypotheses 6

1.6 Significance of the Study 6

1.7 Scope of the Study 7

CHAPTER TWO: LITERATURE REVIEW

2.0 Preamble 9

ii
2.1 Conceptual Review 9

2.1.1 Concept of Agile Project Management 9

2.1.2 Agile Marketing 13

2.1.3 Agile Framework 16

2.1.4 Benefits and Challenges of Agile Framework 19

2.1.5 Sales Promotion Tool 20

2.1.6 Factors of Agile Project Management that promotes sales promotion 21

2.1.7 Organizational Survival 24

2.1.8 Factors of Organizational Survival 25

2.1.9 Agile Project Management and Organizational Survival 29

2.2 Theoretical Framework 31

2.2.1 Agile Manifesto Theory 31

2.2.2 Dynamic Capabilities Theory 32

2.2.3 Complex Adaptive Systems Theory 34

2.3 Empirical Review 37

iii
2.4 Research Gap 40

2.5 Conceptual Framework 42

CHAPTER THREE: METHODOLOGY

3.0 Preamble 41

3.1 Research Design 41

3.2 Population of the Study 41

3.3 Sample Size and Sampling Technique 42

3.4 Source of Data Collection 42

3.5 Research Instrument 42

3.6 Validity and Reliability of the Instrument 43

3.7 Method of Data Analysis 43

3.8 Model Specification 43

3.9 Ethical Considerations 45

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATIONS

4.0 Preamble 46

4.1 Presentation of Socio-Demographic Data 47

4.2 Data Presentation 50

4.3 Test of Hypotheses 59

iv
4.4 Discussion of Findings 66

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 Preamble 69

5.1 Summary of Findings 69

5.2 Conclusion 70

5.3 Recommendations 71

5.4 Recommendation for Further Studies 72

5.5 Contributions to Knowledge 72

REFERENCES 73

APPENDIX 81

v
 ABSTRACT

Successful sales promotion strategies play a crucial role in increasing market share and
sustaining growth. Ineffective communication channels can hinder coordination, alignment, and
the integration of sales promotion efforts into the overall organizational strategy. Therefore, this
study examined the impact of agile project management as sales promotion tool on
organizational survival; a study of Item 7go. The specific objectives were to;(I) examine the
impact of clear goals and objectives on employee engagement;(ii) assess the influence of
shareholders engagement on adaptability; and (iii) examine the effect of continuous
improvement on innovation. Survey design was adopted for this study, descriptive and
explanatory type of research design. Questionnaire was used as data collection tools. The data
was collected from staff of Item 7go, Ilorin. The data collected were analyzed using SPSS 25.0
Version. The target population comprised of Fifty-Eight (58) staff members. Descriptive and
multiple linear regression analysis were used. Findings revealed that; Clear goals and objectives
have significant effect on employee engagement, shareholders engagement has significant
influence on adaptability; and Continuous improvement has significantly affected innovation.
The study concluded that agile project management as sales promotion tool has significant
impact on organizational survival. It therefore recommended among others that managers
should ensure that organizational goals and objectives are clearly communicated to all
employees, ensure to engage shareholders, employees, customers, and other relevant
stakeholders in the decision-making process through regular updates, surveys and interviews,
also Managers should ensure to create an environment where employees feel safe to experiment
with new ideas and take calculated risks.

vi
vii
 CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

In the dynamic and competitive business environment, organizations constantly seek new

strategies and approaches to enhance their effectiveness and ensure survival. Among these

strategies, project management has emerged as a critical tool for organizational success. Agile

project management, in particular, has gained significant attention due to its flexibility and

adaptability, making it an ideal approach amidst rapidly changing market demands.

Agile project management originated in the software development industry as a response to

traditional, rigid project management methodologies. It emphasizes iterative and incremental

development, frequent customer collaboration, and adaptive planning. Agile methods are built

upon principles such as customer satisfaction, flexibility, continuous improvement, and

teamwork (Chow, Cao, Leiva, & Shi, 2016).

By definition, Agile project management is an iterative and flexible approach to project

management that emphasizes collaboration, rapid iteration, and responsiveness to change. It

originated in the software development industry as a response to the limitations of traditional

project management approaches, which were seen as too rigid and inflexible to accommodate the

fast-paced and constantly changing nature of software development. Agile project management

involves breaking down projects into smaller, more manageable pieces called sprints, which are

typically 1-4 weeks long. Teams work together to complete each sprint, and then evaluate and

adjust their approach based on the feedback they receive. Agile project management emphasizes

face-to-face communication, frequent check-ins, and a focus on delivering value to the customer.

1
It's designed to be flexible and adaptable to changing circumstances, and to encourage

continuous improvement and learning.

Sales promotion refers to the techniques used by businesses to stimulate customer demand and

increase sales volume. It encompasses diverse strategies such as discounts, coupons, contests,

giveaways, and value-added incentives (Kotler, Keller, Manceau, & Hémonnet-Goujot, 2017).

While sales promotion is traditionally focused on marketing and customer acquisition, this study

explores how agile project management can be employed as a sales promotion tool, contributing

to both short-term sales growth and long-term organizational survival.

Organizational survival refers to an organization's ability to continue operating and achieving its

goals over the long term. In order to survive, an organization must be able to adapt to changing

market conditions, customer needs, and competitive pressures, while also maintaining financial

stability and profitability. It is a critical concern for businesses operating in today's highly

competitive market. It refers to an organization's ability to adapt, withstand external pressures,

and sustain its operations in the face of challenges, disruptions, and changes in customer

expectations (Hitt, Ireland, & Hoskisson, 2017). Overall, organizational survival depends on a

complex interplay of many different factors some of which are Leadership, innovation, financial

management, culture, strategy, customer focus, talent management. All these requires a strategic

and proactive approach to managing risk, building resilience, and driving innovation and growth

to be flexible and adaptable in the face of change. Agile project management, with its emphasis

on flexibility and responsiveness, offers a potential solution to help organizations overcome

uncertainties and enhance their survival prospects.

2
Integrating agile project management as a sales promotion tool can significantly contribute to the

organizational survival of a business. Agile project management, with its iterative and adaptive

approach, enables businesses to respond quickly to changing market dynamics and customer

demands. This agility allows organizations to develop and launch new products or services faster,

thus gaining a competitive edge in the market.

According to Chen, Song, and Tsai (2021), agile project management methodologies, such as

Scrum or Kanban, emphasize customer collaboration and iterative development. This customer-

centric approach helps organizations align their sales promotions with customer preferences,

leading to improved customer satisfaction and increased sales. The efficient and transparent

communication channels promoted by agile project management facilitate collaboration between

sales and marketing teams. As stated by Stojanovic, Stamos, and Stojanovic (2018), effective

cross-functional collaboration is crucial for successful sales promotion activities. Agile

methodologies enable frequent communication and collaboration, ensuring that sales promotions

are aligned with marketing strategies and adapted quickly to market changes.

Moreover, agile project management fosters a culture of continuous improvement within an

organization. As highlighted by Verreynne, Meyer, and Millet (2020), constant learning and

adaptation are essential for organizational survival in today's dynamic business environment.

Agile methodologies promote regular reflection and learning from experiences, allowing

organizations to refine their sales promotion strategies and tactics to better meet customer needs

and achieve business objectives.

At a global level, agile project management practices can help organizations to improve

collaboration and communication across different teams, departments, and regions. By breaking

3
down silos and promoting cross-functional collaboration, agile project management can help

organizations to achieve their goals more effectively and efficiently.

At a local level, agile project management practices can help teams to work more effectively

together, and to respond more quickly and flexibly to changing project requirements. By

focusing on delivering value to customers in small, incremental steps, agile project management

can help teams to build momentum and achieve success over time.

Overall, agile project management practices can help organizations to improve project outcomes,

increase customer satisfaction, and achieve their goals more effectively and efficiently, both

globally and locally. By adopting an agile mindset and embracing the principles and practices of

agile project management, organizations can become more responsive, adaptable, and successful

in today's fast-paced business environment.

Integrating agile project management as a sales promotion tool is highly beneficial for

organizational survival. The customer-centric approach, enhanced collaboration between sales

and marketing teams, and a culture of continuous improvement all contribute to effective sales

promotions in response to evolving market conditions. By adopting agile methodologies,

businesses can enhance their adaptive capabilities and stay competitive in the market. Hence, this

study examines the effect of agile project management as sales promotion tool on organizational

survival, a study of Item 7 Go.

1.2 Statement of Problem

Agile project management is known for its flexibility and adaptability, making it an attractive

approach for organizations seeking to enhance their sales promotion efforts. However, there are

several potential problems associated with using agile project management as a sales promotion

4
tool that can impact organizational survival. A major problem associated with agile project

management is the lack of long-term planning. Agile project management focuses on short-term,

iterative development cycles, which may lead to a lack of long-term planning. This can be

problematic for sales promotion efforts that require a strategic and coordinated approach to

achieve long-lasting results (Jones, 2020).

Also, inadequate resource allocation is an issue with agile strategies. Agile methodologies

emphasize self-organizing teams and minimal documentation, which can result in insufficient

resources being allocated to sales promotion activities. This lack of dedicated resources can

hinder the effectiveness of promotional campaigns and limit their impact on organizational

survival (Laanti et al., 2018). Limited scope for experimentation is another challenge facing the

implementation of agile methodologies. Agile project management encourages experimentation

and frequent changes. While this can be beneficial for product development, it may restrict the

ability to conduct comprehensive tests and experiments needed for effective sales promotion

strategies (Friedrich, 2019). This limitation could hinder an organization's ability to identify

optimal promotional tactics and achieve desired outcomes.

Moreover, communication challenges is another barrier that affect effective functioning of Agile

methodologies. Agile methodologies prioritize face-to-face communication within the team,

potentially leading to less emphasis on communication with external stakeholders, including

sales and marketing departments. This lack of effective communication channels can hinder

coordination, alignment, and the integration of sales promotion efforts into the overall

organizational strategy (Romanova & Smith, 2019). It is in line with this that the study seeks to

examine the effect of agile project management as sales promotion tool on organizational

survival, a study of Item 7 Go.

5
1.3 Research Questions

In attempting to assess the effect of agile project management as sales promotion tool on

organizational survival, the following research questions are pertinent:

i. To what extent does clear goals and objectives affect employee engagement?

ii. To what extent does shareholders engagement influences adaptability?

1.4 Research Objectives

The main objective of this study is to examine effect of agile project management as sales

promotion tool on organizational survival, a study of Item 7 Go. Other objectives are to:

i. examine the impact of clear goals and objectives on employee engagement;

ii. assess the influence of shareholders engagement on adaptability; and

1.5 Research Hypotheses

To provide empirical answers to the research questions above, the following research hypotheses

were developed. They are as stated below;

Ho1: Clear goals and objectives does not have significant effect on employee engagement.

Ho2: Shareholders engagement does not significantly influence adaptability.

1.6 Significance of the Study

This study holds significant theoretical and practical implications, bridging the gap between agile

project management and sales promotion. By exploring the potential of using agile project

management as a sales promotion tool, organizations can benefit from increased sales, improved

customer satisfaction, and enhanced adaptability to market changes. Furthermore, leveraging

agile project management in sales promotions can lead to better resource allocation, streamlined

processes, and an organizational culture of innovation (Sohrabi et al., 2019).

6
This study aims to highlight the potential benefits and implications of employing agile project

management as a sales promotion tool for organizations' survival. By adopting agile project

management practices in sales promotions, organizations can enhance their ability to respond to

market dynamics, enhance customer satisfaction, and sustain their operations amidst

uncertainties. The findings of this study will provide valuable insights for both academics and

practitioners, enriching the existing literature on project management, sales promotion, and

organizational survival.

1.7 Scope of the Study

The scope of this study focuses on the effect of agile project management as sales promotion tool

on organizational survival, a study of Item 7 Go. The geographical scope will be limited to the

staffs of Item 7 to be precise operating within Ilorin metropolis, Kwara State. The choice of the

study area is informed by the concentration of the firm in this area. The choice of the firm is

informed by its multiple outlets, high rate of patronage and long existence in Ilorin metropolis

compared to other food outlets in the city.

The variable scope of the study will be limited to such agile project management variable like

clear goals and objectives, shareholders engagement, and continuous improvement as well as

such organizational variables like employee engagement, innovation and adaptability.

The study will also consider the data information available for the year 2008 to 2023, that is, 15

years. This period would be considered because between this period different global factors and

pandemics posed threat to the survival of several organizations.

7
 CHAPTER TWO

LITERATURE REVIEW

2.0 Preamble

This section discusses various concepts relating to agile project management, sales promotion

and organizational survival. It discussed agile marketing, agile framework and factors of Agile

project management. This study discussed three theories relevant to the study of Agile project

management, sales promotion and organizational survival. The study reviewed several literatures

and ended with research gap.

2.1 Conceptual Clarification

2.1.1 Concept of Agile Project Management

Agile project management is a flexible and iterative approach to managing projects that

originated in the software development industry. It emphasizes collaboration, continuous

improvement, and adaptability to changes in requirements and customer needs. The Agile

Manifesto, introduced in 2001, serves as the foundational document for agile project

management methodologies. Agile project management follows a set of values and principles

outlined in the Agile Manifesto. According to Schwaber and Beedle (2001), the Manifesto

emphasizes individuals and interactions, working software, customer collaboration, and

responding to change. It promotes frequent communication and collaboration among cross-

functional teams, with an emphasis on delivering valuable software increments at regular

intervals.

There are several widely adopted agile methodologies, including Scrum, Kanban, and Extreme

Programming (XP). Scrum, a popular agile approach, is widely used for managing complex

projects. Schwaber and Sutherland (2017) define Scrum as a lightweight framework that helps

8
teams address complex adaptive problems while productively delivering products of the highest

possible value. Agile project management methods focus on iterative development cycles called

sprints, where work is divided into smaller tasks or user stories. These sprints typically have a

fixed duration, often ranging from one to four weeks, depending on the project size and

complexity. During each sprint, teams collaborate to develop, test, and deliver a potentially

shippable product increment (Cervone, 2017).

One key aspect of agile project management is the role of the product owner. The product owner

is responsible for defining and prioritizing the project requirements, ensuring alignment with

customer needs, and maximizing business value (Schwaber, 2004). Agile project management

also promotes self-organizing teams that collaborate and motivate each other. Project teams are

empowered to make decisions collectively, fostering a sense of ownership and accountability

(Highsmith, 2009).

The success of agile project management lies in its adaptability and continuous improvement.

Agile methodologies encourage teams to regularly reflect on their processes and adapt them as

needed to optimize project delivery (Schwaber & Sutherland, 2017). This iterative approach

enables teams to respond to changing requirements and customer feedback effectively. Agile

project management is a flexible and collaborative approach to project management that

prioritizes delivering value to customers through frequent iterations and adaptability. It

emphasizes the values and principles outlined in the Agile Manifesto and relies on

methodologies such as Scrum, Kanban, and XP. With its focus on continuous improvement and

customer collaboration, agile project management has gained significant popularity in various

industries.

9
Agile project management is an iterative approach to project management that focuses on

flexibility, collaboration, and continuous improvement. It emphasizes adaptability to rapidly

changing requirements and allows for increased stakeholder involvement throughout the project

lifecycle. This method is particularly beneficial for complex and uncertain projects where

traditional, linear project management approaches may not be as effective.

One widely accepted definition of agile project management is provided by the Project

Management Institute (PMI). According to PMI (2021), agile project management is "a value-

driven, iterative approach for managing projects, with an emphasis on delivering products

incrementally to enable more flexibility and a faster response to change."

The Agile Manifesto, created by a group of software developers, is regarded as a foundational

document for agile project management. It highlights the core principles and values of this

approach. The Manifesto for Agile Software Development (2001) states:

"We are uncovering better ways of developing software by doing it and helping others do it.

Through this work, we have come to value:

- Individuals and interactions over processes and tools

- Working software over comprehensive documentation

- Customer collaboration over contract negotiation

- Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more."

The following are the key steps in agile project management:

1. Define the project vision: The first step in agile project management is to define the project

vision, which includes the overall goals and objectives of the project. This step involves working

with stakeholders to understand their needs and expectations.

10
2. Create the product backlog: The product backlog is a prioritized list of features or

functionality that the team will work on during the project. The product backlog is created in

collaboration with stakeholders and is used to guide the development of working software.

3. Conduct sprint planning: Sprint planning is a meeting where the team plans the work that will

be done during the upcoming sprint. The team reviews the product backlog, selects the items that

will be worked on during the sprint, and creates a sprint backlog.

4. Execute the sprint: During the sprint, the team works on the items in the sprint backlog, with

the goal of delivering working software at the end of the sprint. The team meets daily for a short

stand-up meeting to review progress and identify any issues.

5. Conduct sprint review: At the end of the sprint, the team conducts a sprint review, where they

demonstrate the working software that was developed during the sprint. The team also reviews

the progress made during the sprint and identifies opportunities for improvement.

1. Flexibility: Agile project management is a flexible approach that allows teams to adapt to

changing requirements and priorities. This flexibility enables teams to respond to customer needs

and market changes quickly.

2. Increased collaboration: Agile project management emphasizes collaboration between team

members, stakeholders, and customers. This collaboration helps to ensure that everyone is

working towards the same goals and that everyone's needs are being met.

3. Faster time-to-market: Agile project management focuses on delivering working software

quickly and frequently. This approach helps teams to get their products to market faster, which

can give them a competitive advantage.

11
4. Improved quality: Agile project management emphasizes testing and quality assurance

throughout the development process. This focus on quality helps to ensure that the final product

meets customer needs and expectations.

5. Greater customer satisfaction: Agile project management is customer-focused, which means

that the team is constantly working to deliver value to the customer. This focus on the customer

helps to ensure that the final product meets their needs and expectations, which can lead to

greater customer satisfaction.

2.1.2 Agile Marketing

This section of the literature review will focus on giving an overview of Agile Marketing in its

current state. Yusoff et al. (2019: 1420) describe the meaning of agile as “— a set of values and

principles that provides a foundation for teams to make decisions, resulting in better outcomes.”

It can often be misinterpreted as a process or framework. While it is true that frameworks such as

SCRUM can be used with agile principles, it is not mandatory. In fact, agile is an approach that

can be implemented in many fields (Conforto et al., 2016). The best practices of agile should

keep evolving based on the environmental changes and trial and error practices (Yusoff et al.,

2019). The heart of agile is to receive feedback, take risks, and learn from the process (Yusoff et

al., 2019).

Agile practices and values originate from the software industry. Conforto et al. (2016), in their

research paper titled “Can agile project management be adopted by other industries than

software?” conclude the answer to the question to be positive, and they present sufficient results

to suggest that non-software industries, including marketing, can adopt agile principles.

Especially innovative projects showed strong results, which supports the use of Agile in

marketing (Conforto et al., 2016). Kalaignanam et al. (2021) study shows that Agile Marketing

12
differs from other agile disciplines by focusing on marketing needs. In addition, they

(Kalaignanam et al., 2021) conclude that it also differs from other marketing constructs by

possessing its own characteristics, discussed later in the literature review. Their study provides

excellent incentives for further research by providing multiple insightful questions on the topic

that still call for answers.

Brinker (2016) ties the digital world, agile practices, and marketing together by saying, “–

marketers can benefit by adopting management practices that were forged in the natively digital

profession of software development –”. Also supported by a quote from Lamberton and

Stephen’s (2016) paper “A Thematic Exploration of Digital, Social Media, and Mobile

Marketing: Research Evolution from 2000 to 2015 and an Agenda for Future Inquiry” traditional

media and digital media are linked to the extent that “digital marketing is just marketing”. As

stated, the agile approach has its roots in software development and was originally created to

cater for the needs of a highly dynamic environment (Brinker, 2016). Leeflang et al. (2014) sum

up the current environment, stating that marketers face increasingly complex and changing

markets that are not in their control. Lewnes (2021) even adds that Agile Marketing is mandated

to thrive in marketing.

Agile Marketing is an approach that consists of values and principles. The reasoning behind the

creation of the Agile Marketing Manifesto (2020) is stated at the beginning of the publication as

follows: “To keep up with the speed and complexity of marketing today, we are adopting a

different mindset and new ways of working.

2.1.3 Benefits and Challenges of Agile Marketing

The current literature has identified some benefits and challenges of implementing Agile

Marketing. This section will summarise the ones mentioned in available research studies.

13
Poolton et al. (2006) identified that after implementing Agile Marketing, a company becomes

more adaptive, and the reaction time to market changes was significantly reduced. Sommer

(2019) reports that the company in their case study was able to produce value faster than

previously. Aydin and Yasarol (2018) support these findings by identifying improvements in

time-to-market. Poolton et al. (2006) added results of higher turnovers from their study,

increasing overall performance.

In addition, Sommer (2019) reports an increase in employee motivation and engagement. In

contrast, the literature also reports some challenges; for example, in cases where the Agile

Marketing approach is not fundamentally understood, the implementation can lead teams to

falsely think they are agile, harming their overall potential and performance (Sommer, 2019).

The limitations of the available literature are the lack of research on the topic, narrow study

fields and lack of clear metrics to back up the results of the studies, provoking future research on

the topic of Agile Marketing.

2.1.5 Sales Promotion Tools

Agile sales promotion refers to a flexible and adaptable approach to implementing promotional

strategies in response to changing market conditions and customer needs. It allows companies to

quickly adjust their promotional activities, evaluate their effectiveness, and make necessary

changes to optimize sales performance. Agile sales promotion is characterized by its iterative

and incremental nature, where promotional strategies are continuously refined based on customer

feedback and real-time market insights (Marstons, 2021). This approach enables companies to

stay responsive to dynamic market trends, effectively targeting their promotional efforts for

maximum impact (Buhalis & Foerste, 2020).

14
One key aspect of agile sales promotion is the use of data analytics and technology to inform

decision-making and personalize promotional activities (Liu et al., 2019). By leveraging

customer data and advanced analytics, companies can identify customer preferences, segment

their target audience, and deliver tailored promotions that resonate with individual customers

(Sundstrom et al., 2018). This personalization enhances customer experience and increases the

effectiveness of sales promotions (Chen et al., 2020). To successfully implement agile sales

promotion, companies need to foster a culture of collaboration and cross-functional

communication (Robinson et al., 2019). Sales, marketing, and other relevant departments should

work together closely to share insights, align strategies, and coordinate promotional activities in

a dynamic, agile manner (Schuh et al., 2020). Effective collaboration allows for quick decision-

making and the ability to iterate promotions rapidly based on customer responses (Buhalis &

Foerste, 2020).

2.1.6 Factors of Agile Project Management that Promotes Sales Promotion

1. Clear Goals and Objectives

Clear goals and objectives are crucial for effective planning and goal attainment. Setting clear

goals provides individuals and organizations with a clear direction, focus, and purpose (Locke &

Latham, 2019). When goals are specific, measurable, attainable, relevant, and time-bound

(SMART), they provide clarity and increase motivation (Latham & Locke, 2019). Having clear

goals and objectives helps in several ways. Firstly, it enhances motivation by providing

individuals with a sense of purpose and direction (Latham & Locke, 2019). Goals increase effort,

persistence, and task engagement (Locke & Latham, 2019). Secondly, clear goals provide a basis

for performance evaluation. When goals are well-defined and measurable, it becomes easier to

assess progress and determine success (Locke & Latham, 2019).

15
2. Stakeholders Engagement

Stakeholder engagement refers to the process of involving individuals or groups who have a

direct or indirect interest or influence in a particular organization, project, or decision-making

process. The concept of stakeholder engagement is crucial because it ensures that the

perspectives, concerns, and interests of all relevant stakeholders are considered and incorporated.

According to Mitchell, Agle, and Wood (1997), stakeholder engagement is defined as "the

ongoing relationship between an organization and its stakeholders, involving reciprocal

communication and interaction". They emphasize that successful stakeholder engagement

involves identifying key stakeholders and considering their legitimate interests in decision-

making processes. Another relevant source to consider is Freeman's seminal work on stakeholder

theory. Freeman (2010) argues that stakeholders are not only individuals or groups who are

affected by an organization's actions but also those who can affect the organization's goals or

performance.

3. Continuous Improvement

Continuous improvement is a management philosophy and a systematic approach aimed at

constantly enhancing processes, products, and services within organizations. It involves actively

seeking opportunities for improvement, making small incremental changes, and measuring the

outcomes to drive further enhancements. Continuous improvement is widely recognized as a

crucial aspect of achieving long-term success and staying competitive in today's dynamic

business environment.

One key aspect of continuous improvement is the concept of Kaizen, which originated in Japan

and emphasizes small, incremental changes over time. According to Delbridge, Lowe, and Oliver

(2020), Kaizen focuses on empowering employees to identify and implement improvements in

16
their work processes regularly. This approach fosters a culture of innovation and continual

learning within the organization.

Continuous improvement also involves the use of various problem-solving methodologies, such

as Lean Six Sigma. Lean emphasizes the elimination of waste and non-value-added activities,

while Six Sigma focuses on reducing process variability and defects. According to Snee and

Hoerl (2020), Lean Six Sigma methodologies provide structured frameworks for identifying

improvement opportunities, analyzing data, and implementing effective solutions.

2.1.7 Organizational Survival

Organizational survival refers to the ability of an organization to sustain itself and adapt to the

changing business environment in order to achieve long-term success. It involves various aspects

such as financial stability, market competitiveness, innovation, and the ability to respond to

challenges and uncertainties. Organizational survival is crucial as it ensures the continuation of

operations, generates profits, provides employment opportunities, and contributes to economic

growth (Arora & Puranam, 2016). It enables organizations to establish themselves as key players

in the market and maintain their relevance over time.

Numerous factors can impact organizational survival, including internal capabilities, external

environment, leadership effectiveness, strategic planning, and adaptability (Garg et al., 2021).

Organizations need to develop strategies and structures that align with the market dynamics and

customers' evolving needs to enhance their chances of survival. Innovation plays a vital role in

organizational survival as it enables the development of new products, services, and processes. It

helps organizations differentiate themselves from competitors, enhance customer satisfaction,

and seize opportunities in the market (Dodgson et al., 2018). Continuous innovation enables

17
organizations to remain relevant and adapt to changing consumer preferences and technological

advancements.

Building organizational resilience is crucial for survival in today's dynamic business landscape.

Resilient organizations possess the capacity to bounce back from crises, recover quickly, and

adapt effectively to new circumstances (Goh et al., 2021). They focus on building robust

infrastructure, fostering a culture of learning and agility, and establishing effective risk

management practices. Organizations that can effectively manage uncertainties have a higher

chance of survival. They develop strategies to identify and mitigate risks, monitor market trends,

and make timely adjustments (Carleton et al., 2021). By maintaining flexible and strategic

foresight, organizations can adapt to unexpected challenges and seize new opportunities.

organizational survival is a critical goal for any business. By considering factors such as

innovation, resilience, adaptability, and proactive responses to uncertainties, organizations can

enhance their chances of long-term success.

2.1.8 Factors of Organizational Survival

1. Employee Engagement

Employee engagement is a crucial aspect of organizational success as it directly influences

productivity, performance, and overall employee well-being (Shuck, Ketchen, Hult, & Kacmar,

2014). It refers to the emotional commitment and dedication employees have towards their work

and their willingness to go above and beyond their job requirements (Kahn, 1990). High levels of

engagement lead to increased job satisfaction, reduced turnover, and enhanced organizational

outcomes (Saks, 2006).

There are several factors that contribute to employee engagement. One such factor is leadership.

Effective leaders who inspire and motivate their teams create a positive work environment and

18
foster stronger engagement (Macey & Schneider, 2008). Additionally, providing opportunities

for personal and professional development allows employees to feel valued and engaged (Shuck

et al., 2014). Organizations that encourage open communication and collaboration also tend to

have higher levels of employee engagement (Eisenbeiss, Knippenberg, & Boerner, 2008).

2. Innovation

Innovation is a critical component of advancements in technology, business, and society as a

whole. It involves the creation and implementation of new ideas, products, processes, or services

that bring about significant improvements and generate value. Innovation plays a vital role in

driving economic growth and competitiveness. According to Autio, Nambisan, Thomas, and

Wright (2018), innovative firms tend to outperform non-innovators by introducing novel

products and services, adopting new technologies, and exploring untapped markets. They

underline the importance of innovation in creating competitive advantages and sustaining long-

term success.

Furthermore, innovation fosters societal progress by addressing pressing challenges and

improving quality of life. Chesbrough and Bogers (2014) argue that open innovation, which

involves collaborating with external partners and leveraging external knowledge, enables

disruptive solutions to societal issues. By harnessing the collective intelligence and diverse

perspectives, open innovation facilitates the development of breakthrough ideas and

transformative solutions.

Apart from economic and societal impacts, innovation also drives technological advancements.

New technologies serve as enablers for innovation, creating opportunities for breakthroughs in

various fields. As noted by Christensen, Baumann, Ruggles, and Sadtler (2006), disruptive

innovations often emerge from the application of advanced technologies or the creation of

19
entirely new ones. These innovations, in turn, shape industries, transform markets, and redefine

business models.

3. Adaptability

Adaptability refers to the ability to adjust and thrive in changing circumstances or environments.

It is a crucial skill in today's rapidly evolving world, as individuals and organizations need to be

able to embrace change, learn new skills, and respond effectively to unpredictable situations.

This can be examined from various perspectives, including personal adaptability, organizational

adaptability, and the role of technology in fostering adaptability.

From a personal standpoint, adaptability involves being open-minded, flexible, and willing to

step out of one's comfort zone. Research has shown that individuals with high levels of

adaptability tend to exhibit greater resilience, problem-solving abilities, and overall job

performance (Colquitt et al., 2021). To cultivate personal adaptability, individuals should focus

on continuous learning, mindfulness, and leveraging their strengths to navigate uncertain

situations (Richter et al., 2020).

Organizational adaptability is crucial for businesses to remain competitive in rapidly changing

markets. Organizations that develop a culture of adaptability can respond to customer demands,

industry trends, and emerging technologies more effectively. According to Zacher and Gielnik

(2014), for organizations to foster adaptability, they should promote a learning-oriented

environment, encourage experimentation, and provide employees with the necessary resources

and support for skill development.

2.2 Theoretical Review

20
Agile project management for sales promotion and organizational survival can be explained

using several theoretical frameworks. Two such theories that can be relevant in this context are

the Agile Manifesto and the Dynamic Capabilities Theory. These are discussion below.

2.2.1 Agile Manifesto Theory

The Agile Manifesto is a foundational theory for agile project management. It emphasizes

flexibility, collaboration, and responsiveness as essential elements for successful project delivery.

Agile project management for sales promotion focuses on adapting to changing market demands

and customer preferences in a timely manner.

According to the Agile Manifesto (Beck et al., 2001), the four core values are:

a) Individuals and interactions over processes and tools

b) Working solutions over comprehensive documentation

c) Customer collaboration over contract negotiation

d) Responding to change over following a plan

Sales promotion activities are often time-sensitive and require quick adjustments. By following

the Agile Manifesto principles, organizations can create an environment that allows for iterative

development, continuous feedback, and rapid response to changing market dynamics.

The Agile Manifesto serves as a foundational framework for explaining agile project

management, which can be applied not only to sales promotion but also to enhance

organizational survival in a dynamic business environment. The Agile Manifesto emphasizes

collaboration, flexibility, and customer-centricity, enabling organizations to adapt and respond

quickly to changing market needs. This approach can be beneficial in sales promotions as it

enables iterative and incremental development, improves customer satisfaction, and enhances the

chances of achieving desired outcomes.

21
According to Bakker et al. (2021), agility in project management promotes sales promotion

effectiveness by enabling organizations to continuously engage with customers, gather feedback,

and make adjustments accordingly. The collaborative nature of agile methodologies allows for

cross-functional teams to quickly identify and address customer needs, ensuring the effectiveness

of sales promotion strategies.

2.2.2 Dynamic Capabilities Theory

The Dynamic Capabilities Theory highlights the importance of an organization's ability to adapt,

innovate, and learn in a changing environment (Teece, 2007). In the context of sales promotion

and organizational survival, this theory contends that organizations must develop agile project

management practices to effectively respond to market shifts and ensure long-term survival.

Agile project management aligns with the concept of dynamic capabilities by promoting a

culture of continuous learning and adaptation. It enables organizations to experiment with

various sales promotion strategies, gather feedback, and quickly adjust their approach based on

market response. By integrating agile project management principles, specifically responsiveness

and adaptability, organizations enhance their dynamic capabilities to address the evolving sales

promotion needs and increase their chances of survival amidst fierce market competition

(Eisenhardt & Martin, 2000).

Dynamic capabilities theory is an influential framework that explores how organizations can

achieve sustainable competitive advantage and adapt to rapidly changing environments (Teece,

2007). In the context of agile project management for sales promotion and organizational

survival, dynamic capabilities theory provides valuable insights.

Agile project management emphasizes flexibility, responsiveness, and collaborative problem-

solving to achieve project objectives. It aligns well with dynamic capabilities theory, which

22
focuses on an organization's ability to integrate, reconfigure, and build upon its existing

resources and capabilities to create new value (Teece, 2014). This aligns with the iterative and

adaptive nature of agile methodologies, enabling organizations to promptly respond to emerging

opportunities or challenges.

To survive in today's dynamic business environment, organizations need to be proactive and

innovative in their approach to sales promotion. Dynamic capabilities theory asserts that the

ability to sense and seize new opportunities, as well as reconfigure resources and routines, is

crucial for achieving competitive advantage (Teece, 2018). Agile project management provides

the necessary tools and mindset to implement such capabilities, enabling organizations to quickly

adapt promotional strategies based on customer feedback, market trends, or competitive

dynamics.

Moreover, dynamic capabilities theory emphasizes the importance of organizational learning.

Agile project management encourages continuous learning and improvement through various

practices such as retrospectives, feedback loops, and knowledge-sharing (Serrador & Pinto,

2015). By adopting an agile approach to sales promotion, organizations can capture and integrate

valuable insights gained from customer interactions, experimental campaigns, and data analytics.

This learning process enhances the organization's ability to dynamically adjust its sales

promotion strategies to achieve better results and ensure survival in the market.

Dynamic capabilities theory provides a compelling framework for understanding agile project

management in the context of sales promotion and organizational survival. Agile methodologies

align with the core principles of dynamic capabilities theory, emphasizing flexibility,

responsiveness, collaboration, and learning. By adopting an agile approach, organizations can

enhance their capability to adapt and thrive in today's rapidly changing business environment.

23
2.2.3 Complex Adaptive Systems Theory

Complex Adaptive Systems (CAS) theory (Holland, 2006) can be applied to understand agile

project management in sales promotion and organizational survival. CAS theory suggests that

organizations are complex, dynamic entities that interact with their environment and adapt to

changing conditions. Agile project management, with its emphasis on flexibility, decentralized

decision-making, and self-organizing teams, aligns with the principles of CAS theory. It enables

organizations to respond swiftly to market changes, identify emerging opportunities, and survive

in highly competitive environments.

Complex adaptive systems theory (CAST) provides a valuable framework for understanding the

dynamics of agile project management in sales promotion and organizational survival. This

theory emphasizes the interconnectedness and adaptive nature of various elements within a

system, enabling organizations to effectively respond to changing market conditions and enhance

their chances of survival. In this context, the principles of agile project management align with

the key tenets of CAST, such as decentralization, self-organization, and feedback loops. This

integration enables organizations to quickly adapt their sales promotion strategies, ensuring their

continued relevance and competitiveness.

Agile project management, within the context of CAST, takes a holistic approach to sales

promotion. It recognizes that an organization's ability to survive and thrive in fluctuating market

conditions depends on its capacity to respond rapidly to change, experiment with new ideas, and

learn from the outcomes. It breaks down complex projects into smaller, manageable iterations or

sprints, allowing for flexibility and the incorporation of feedback from stakeholders. By doing

so, agility becomes an integral part of an organization's survival strategy in an ever-evolving

market environment.

24
To illustrate this relationship between complex adaptive systems theory and agile project

management for sales promotion and organizational survival, consider the work of Carayannis et

al. (2019). They argued that "in an increasingly complex and uncertain business environment,

organizations must adopt methods and practices that allow them to be agile, responsive, and

proactive in their approaches" (p. 34). The authors highlighted how agile project management

resonates with the principles of CAST and allows organizations to better navigate the

complexities of their environment.

Another study by Rodrigues et al. (2018) explored the application of complex adaptive systems

theory in agile project management for strategic innovation. They emphasized that "the adaptive

nature of complex systems mirrors the flexible and iterative nature of agile approaches" and

argued that applying CAST principles enhances organizations' ability to adapt effectively.

Complex adaptive systems theory provides a relevant framework for understanding the dynamics

of agile project management in sales promotion and organizational survival. By integrating the

principles of decentralization, self-organization, and feedback loops, organizations can foster

adaptability and responsiveness in their strategies. This integration enables enterprises to

effectively navigate complex market environments, experiment with innovative approaches, and

improve their chances of survival.

2.3 Empirical Review

Moe, Dingsøyr, and Dybå, (2010) looked at a teamwork model for understanding an agile team:

A case study of a Scrum project. This study, conducted in Norway, aimed to develop a teamwork

model for understanding agile teams in a Scrum project. The researchers used a case study

approach, observing a software development team over a period of 18 months. The findings

revealed that agile project management practices, such as Scrum, can enhance team

25
collaboration, communication, and decision-making, leading to improved project outcomes and

increased organizational survival. The authors concluded that organizations should consider

adopting agile practices to foster teamwork and enhance project performance.

Lee, and Xia, (2010) studied toward agile: An integrated analysis of quantitative and qualitative

field data on software development agility. In this study conducted in the United States, the

authors aimed to investigate the factors that contribute to software development agility. They

used a mixed-methods approach, combining survey data from 71 software development projects

and qualitative data from interviews with project managers. The results showed that agile project

management practices, such as iterative development and continuous integration, can lead to

improved project performance and increased organizational survival. The authors concluded that

organizations should consider adopting agile practices to enhance their software development

processes and adapt to changing market conditions.

Dingsøyr, Nerur, Balijepally, and Moe, (2012) examined a decade of agile methodologies:

Towards explaining agile software development. This study, conducted across multiple countries,

aimed to provide an overview of agile methodologies and their impact on software development

over a decade. The authors conducted a literature review, analyzing empirical studies on agile

methodologies published between 2001 and 2010. The findings revealed that agile project

management practices, such as Scrum and Extreme Programming, can lead to improved project

performance, increased customer satisfaction, and enhanced organizational survival. The authors

concluded that organizations should consider adopting agile practices to remain competitive and

adapt to rapidly changing market conditions.

Kjellberg and Ljungberg (2013), "Stakeholder Management in Agile Public Projects Case Study

of municipal project Innoveta KC," Sweden. The objective of this study was to investigate the

26
impact of Agile methods on stakeholder management in public projects. The methodology used

was a case study, and the sample consisted of 10 stakeholders. The findings revealed that Agile

methods improved stakeholder communication and collaboration.

Oyelaran-Oyeyinka (2014), "Adopting Agile software development: the project manager

experience," Nigeria. The objective of this study was to explore the experiences of project

managers in adopting Agile software development. The methodology used was a qualitative

approach, and the sample consisted of 15 project managers. The findings revealed that Agile

software development improved project management practices and increased customer

satisfaction.

Conforto, Salum, Amaral, da Silva, and de Almeida, (2014) examined can agile project

management be adopted by industries other than software development? This study conducted in

Brazil aimed to investigate the applicability of agile project management in industries other than

software development. The researchers used a mixed-methods approach, including a survey of

248 project managers and in-depth interviews with 12 experts. The findings revealed that agile

project management can be successfully adopted in various industries, leading to improved

project performance and increased organizational survival. The authors concluded that

organizations should consider adopting agile practices to enhance their competitiveness and

adaptability in a rapidly changing business environment.

Serrador, and Pinto, (2015) studied does Agile work? — A quantitative analysis of agile project

success. In this study conducted in the United States, the authors aimed to examine the impact of

agile project management on project success. They used a quantitative approach, analyzing data

from 196 projects, including both agile and traditional projects. The results showed that agile

27
projects had a higher success rate compared to traditional projects, suggesting that agile project

management can contribute to organizational survival

CHAPTER THREE

METHODOLOGY

3.0 Preamble

This chapter contains description of procedures employed in conducting this study under the

following sub headings: the research design, population of the study, sample size determination,

sampling technique, instrument for data collection, validation of the instrument, reliability of the

instrument, model specification, method of data collection, method of data analysis, and ethical

consideration.

3.1 Research Design

This study adopted a descriptive research design to seek the opinion of Item 7 Go staff on the

extent to which agile project management as sales promotion tool affects organizational survival.

Descriptive research design is considered appropriate as it helps to explain current practices

regarding the subject matter. This research design goes a long way to help measure each variable,

identify and describe the extent of the effect of agile project management as sales promotion tool

on organizational survival. It also protects against bias and maximizes reliability. This study

obtained information by asking key respondents questions on the effect of agile project

management as sales promotion tool on organizational survival.

3.2 Population of the Study

28
The population for this study will comprise of staff of Item 7 Go. Item 7 Go has 8 branches in

Ilorin metropolis as at the time of this study which are Unilorin main campus, Oke Odo, Sanrab,

Mark, Challenge, Sango, General (UITH), and Saw mill garage. According to the HR manager of

the Headquarter in Tanke Oke Odo, there are 7, 11, 6, 10, 7, 6, 6, 5 staff respectively in their

outlets (HR, 2023). Hence, there are 58 staffs working for Item 7 Go in Ilorin metropolis. This

total number of staffs will therefore represent the target population for this study.

3.3 Sampling Techniques and Sample Size

Though, several techniques of determining a sample size exist, for the purpose of this study,

census will be used since the population is not too large, can be easily be captured and there

won’t be much problems associated with the use of the whole population which are; money,

limited personnel, time and resources and so on. Thus, the whole 58 workforces of Item 7 Go

will be considered for the sample size of this study.

3.4 Source of Data Collection

For the purpose of this study, the primary source of data will be used. The study will use a

structured questionnaire in getting information from the respondents. The question will be

designed and administered to the staff of Item 7 Go.

3.5 Instrument for Data Collection

The questionnaire was the primary instrument for collecting data in this study. Copies of

Questionnaires was distributed to students who patronize the item 7 restaurants from different

branches in Kwara State, both online (via phone order) or in person at their physical address in

this different location. The questionnaire was structured into two sections: Section A and B.

Section A was designed to obtain the demographic profile of respondents while Section B was

features questions on the various scaled for measuring the individual proxies/dimensions of the

29
variables of interest for the purpose of answering the research questions. The Section B was also

structured on a five-point Likert scale ranging from strongly agree to strongly disagree in order

to enhance the identification of statistically significant result (Zikmund, Babin, Carr, & Griffin,

2010).

3.6 Validity and Reliability of Research Instrument

In order to test the face validity of the research instrument, the questionnaire was presented to the

researcher’s supervisors and experts in the field of management and questionnaire development

and feedback was gotten on the relevance of the instrument in measuring the variables.

To measure the reliability of the research instrument, the questionnaire was subjected to a pilot

test, distributing 6 (i.e. 10% of total sample size) copies of the research instrument to respondents

who have similar traits to those of the targeted population. The data obtained from the pilot

survey was computed to measure the internal reliability of the instrument through a Cronbach's

Alpha using the reliability procedure in Statistical Product and Service Solution (SPSS) version

23.

3.7 Method of Data Analysis

This research report will use both the descriptive and inferential statistical analysis to analyze

data collected in the course of this research. The descriptive research will be done by using

frequency and percentage tables to present the collected data. The inferential statistics that will

be used is Multiple Linear Regression (MLR) for analyzing and making inference on the

presented data and test the significance of the hypotheses. All computation on the study will be

done through Statistical Products and Services Solution (SPSS) version 23.

3.8 Model Specification

30
Hypothesis I

Ho1: Clear goals and objectives does not have significant effect on employee engagement;

Yαβ1 X1 + β 2 X2 + β 3 X3 + ɛ

EE = f(A + R + TM)

Where:

Y = Employee Engagement (EE)

X1 = Achievable (A)

X2 = Relevant (R)

X3 = Time-Bound (TM)

ɛ = Error Terms

Hypothesis II

Ho2: Shareholders engagement does not significantly influence adaptability;

Yαβ1 X1 + β 2 X2 + β 3 X3 + ɛ

A = f (S + RU + I)

Where:

Y = Adaptability (A)

X1 = Surveys (S)

X2 = Regular Updates (RU)

X3 = Interviews (I)

ɛ = Error Terms

3.9 Ethical Considerations

31
This research work will not in any way go against any economic, social or spiritual values as it

gives adequate consideration to ethical standards. This research study was carefully carried out in

a way and manner that it didn’t cause crisis socially, economically or even spiritually.

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATIONS

4.0 Preamble

This chapter covers the presentation of responses, analysis and findings of data collected from

the respondents through the use of questionnaire and evidence. This study collected relevant data

through the distribution of a total of Fifty-eight (58) copies of questionnaire which covers the

entirety of the samples of the study area using the simple random sampling technique. However,

it is important to state that fifty-five (55) copies of questionnaire were filled, completed and

returned. As a result, presentation, analysis and conclusion of the study were based on the fifty-

five (55) returned copies of questionnaire as shown in the subsequent tables.

Table 4.1.1 Response Rate of the Respondents

Options Frequenc Percent Valid Percent Cumulative Percent

y
Retrieved 55 94.8 94.8 94.8
Non-retrieved 3 5.2 5.2 100.0

32
 Total 58 100.0 100.0
Source: Spss Output, 2023

Table 4.1.1 shows the response rate of the respondents. Result shows that out of total of 58

questionnaires administered, 55 questionnaires were filled and returned appropriately which

approximately to 94.8% responses and 5.2% were not returned. The implication is that there was

a high response rate indicating the validity of the study.

4.1 Presentation of Socio-Demographic data

Table 4.1.1 Socio-Demographic Characteristics of the Respondents

Variables Frequency Percentage
(n) (%)
Gender Male 32 58.2
Female 23 41.8
Total 55 100.0
Age 18-24 28 50.9
25-34 18 32.7
35-44 6 10.9
45 and Above 3 5.5
Total 55 100.0
Marital-Status Single 43 78.2
Married 12 21.8
Total 55 100.0
Highest ND/NCE or equivalent 34 61.8
Educational HND/BSc. Or
15 27.3
Qualification equivalent
Masters 6 10.9
Total 55 100.0
Year of 1-5 years 45 81.8
Experience 6-10 years 10 18.2
Total 55 100.0
Source: Field Survey 2023

Table 4.1.1 shows the demographic data of the respondents, result shows gender of the

responses, results shows that (32) respondents representing 58.2% are males while (23)

33
respondents representing 41.8% are females. This implies that Item 7go comprises both genders

that are soul of sales promotion.

Result shows the respondents age, it reveals that (23) respondents representing 28% of the

respondents fall within the age of 18-24 years, (18) of the respondents representing 18% fall

within the age of 25-34 years, (6) of the respondents representing 6 % fall within the age of 35-

44 years, (3) of the respondents representing 3% were fall within the age of 45 years and above.

Thus this implies that majority of the respondents in the study area are young and agile for sales

promotion.

Results also shows marital status of the respondents, result reveals that (43) of the respondents

representing 78.2% are single, (12) respondent representing 21.8% are married. This implies that

majority of the respondents in the study area were still single and have dedicated time for sales

promotion.

More also, it shows the education qualification of the respondents, result reveals that (34)

respondents representing 61.8% are ND/NCE or equivalent certificate holder, (15) respondents

representing 27.3% are HND/BSc. Or equivalent certificate holder, (6) respondents representing

10.9% are Masters Certificate holder. This implies that all the respondents in the study are

educated and have knowledge to give accurate information.

Result shows years of experience of the respondents, result shows that (45) respondents

representing 81.8% of the respondents fall within the age of 1-5 years, (10) of the respondents

representing 18.2% fall within the age of 6-10 years. Thus this implies that majority of the

respondents have maximum experience

4.2 Data Presentation

34
Table 4.2.1: The goals set by Item 7 management are difficult to achieve.
Options Frequency Percent Valid Percent Cumulative Percent
Strongly
35 63.6 63.6 63.6
Disagree
Valid Disagree 12 21.8 21.8 85.4
Undecided 8 14.5 14.5 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.1 shows the distribution of respondents by their responses to the statement revolving

around “The goals set by Item 7 management are difficult to achieve.” In relation to this

statement, as shown in table above, 63.6% of the respondents strongly disagreed to this

statement, 12.8% respondents disagreed while 14.5% respondents were undecided. This implies

that that majority of the respondents disagreed that the goals set by Item 7 management are

difficult to achieve.

Table 4.2.2: The goals and objectives of Item 7 are irrelevant to both the organization and
employees.
Options Frequency Percent Valid Percent Cumulative Percent
Strongly
23 41.8 41.8 41.8
Disagree
Valid Disagree 23 41.8 41.8 83.6
Undecided 9 16.4 16.4 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.2 shows the distribution of respondents by their responses to the statement revolving

around “The goals and objectives of Item 7 are irrelevant to both the organization and

employees” In relation to this statement, as shown in the table above, 41.8% of the respondents

strongly disagreed to the statement, 41.8%of the respondents disagreed while 16.4% of the

respondents were undecided. This implies that that majority of the respondents disagreed that the

goals and objectives of Item 7 are irrelevant to both the organization and employees.

35
Table 4.2.3: We do not work with time to deliver accurately on our daily objectives.
Options Frequency Percent Valid Percent Cumulative Percent
Strongly
36 65.5 65.5 65.5
Disagree
Valid
Disagree 19 34.5 34.5 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.3 shows the distribution of respondents by their responses to the statement revolving

around “We do not work with time to deliver accurately on our daily objectives” In relation to

this statement, as shown in the table above, 65.5% of the respondents strongly disagreed to the

statement while 34.5% of the respondents were disagreed. This implies that that majority of the

respondents opined and disagreed that we do not work with time to deliver accurately on our

daily objectives.

Table 4.2.4: We rarely conduct surveys occasionally to know customers feedback about our
services.
Options Frequency Percent Valid Percent Cumulative Percent
Strongly
24 43.6 43.6 43.6
Disagree
Valid Disagree 25 45.5 45.5 89.1
Undecided 6 10.9 10.9 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.4 shows the distribution of respondents by their responses to the statement revolving

around “We rarely conduct surveys occasionally to know customers feedback about our

services.” In relation to this statement, as shown in the table above, 43.6% of the respondents

strongly disagreed to the statement, 45.5% of the respondents disagreed to the statement while

10.9% of the respondents were undecided. This implies that that majority of the respondents

were opined and disagreed that we rarely conduct surveys occasionally to know customers

feedback about our services.

36
Table 4.2.5: We do not upgrade our service almost every day by ensuring fast delivery to
customers.

Options Frequency Percent Valid Percent Cumulative Percent

Strongly
21 38.2 38.2 38.2
Disagree
Valid Disagree 21 38.2 38.2 76.4
Undecided 7 12.7 12.7 89.1
Total 6 10.9 10.9 100
Source: Spss Output, 2023

Table 4.2.5 shows the distribution of respondents by their responses to the statement revolving

around “We do not upgrade our service almost every day by ensuring fast delivery to customers.”

In relation to this statement, as shown in the table above, 38.2% of the respondents strongly

disagreed to the statement, 38.2% of the respondents disagreed, 12.7% of the respondent’s

undecided while 10.9% of the respondents agreed. This implies that that majority of the

respondents are of the opinion and disagreed that we do not upgrade our service almost every

day by ensuring fast delivery to customers.

Table 4.2.6: We cannot improve our service process by adding payment by transfer as payment
options to customers.

Options Frequency Percent Valid Percent Cumulative Percent

Strongly
45 81.8 81.8 81.8
Disagree
Valid
Disagree 10 18.2 18.2 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.6 shows the distribution of respondents by their responses to the statement revolving

around “We cannot improve our service process by adding payment by transfer as payment

options to customers.” In relation to this statement, as shown in the table above, 81.8% of the

respondents strongly disagreed to the statement, while 18.2% of the respondents were disagreed.

37
This implies that that majority of the respondents are of the opinion and disagreed that we cannot

improve our service process by adding payment by transfer as payment options to customers.

Table 4.2.7: I am not committed to my duties in Item 7.

Options Frequency Percent Valid Percent Cumulative Percent
Strongly
34 61.8 61.8 61.8
Disagree
Valid
Disagree 21 38.2 38.2 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.7 shows the distribution of respondents by their responses to the statement revolving

around “I am not committed to my duties in Item 7.” In relation to this statement, as shown in the

table above, 61.8% of the respondents strongly disagreed to the statement while 38.2% of the

respondents disagreed. This implies that that majority of the respondents were opined and

disagreed that employees are not committed to their duties in Item 7.

Table 4.2.8: I rarely adapt well on situations where there are some customers.
Options Frequency Percent Valid Percent Cumulative Percent
Strongly
22 40 40 40
Disagree
Valid
Disagree 33 60 60 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.8 shows the distribution of respondents by their responses to the statement revolving

around “I rarely adapt well on situations where there are some customers.” In relation to this

statement, as shown in the table above, 40% of the respondents strongly disagreed to the

statement, while 60% of the respondents disagreed. This implies that that majority of the

respondents are of the opinion and disagreed that employees rarely adapt well on situations

where there are some customers.

38
Table 4.2.9: Item 7 enhances its mode of operation infrequently.

Options Frequency Percent Valid Percent Cumulative Percent

Strongly
31 56.7 56.7 56.7
Disagree
Valid Disagree 22 40 40 96.7
Undecided 2 3.6 3.6 100
Total 55 100 100
Source: Spss Output, 2023

Table 4.2.9 shows the distribution of respondents by their responses to the statement revolving

around “Item 7 enhances its mode of operation infrequently.” In relation to this statement, as

shown in the table above, 56.7% of the respondents strongly disagreed to the statement, 40% of

the respondents disagreed while 3.6% of the respondents were Undecided. This implies that that

majority of the respondents were opined and disagree that Item 7 enhances its mode of operation

infrequently.

4.3 Testing of Hypotheses

Hypothesis One

Ho1: Examine the impact of clear goals and objectives on employee engagement

Table 4.3.1a Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate
1 .823 a
.677 .658 .14885
a. Predictors: (Constant), achievable, relevant, time-bound
Source: SPSS Output, 2023

Table 4.3.1a shows the model summary. The result reveals the R 2 which is the coefficient of

determination gives approximately 67.7%. This implies that 67.7% of employee engagement.

(Dependent variable) is affected by clear goals and objectives (independent variable) while the

remaining 32.3% of the employee engagement may be affected and determined by other

unexplained factors. Also, the R which is the level of correlation between the two variables i.e.

39
clear goals and objectives and employee engagement shows that 0.823 which indicates that there

is high degree of correlation between the variables.

Table 4.3.1b ANOVAa

Model Sum of Squares Df Mean Square F Sig.
1 Regression 88.955 3 29.652 C .000b
Residual 1.706 52 .021
Total 90.661 54
a. Dependent Variable: Employee engagement
b. Predictors: (Constant), achievable, relevant, time-bound
Source: SPSS Output, 2023

Table 4.3.1b show that analysis of variance. The F-statistics of 1412.000 shows from the ANOVA

table is significant since the ANOVA significance of 0.000 is less than the alpha level of 0.05,

thus the result is achieved. Also, the regression sum of square of 88.955 is greater than residual

sum of square of 1.706, this further shows the significance of the overall model therefore the

proxies of independent variable such as achievable, relevant, time-bound are major determinant

factors affecting employee engagement. Thus, this model is testable and fit. It implies that null

hypothesis which state that “Clear goals and objectives does not have significant effect on

employee engagement” is rejected while the alternative hypothesis is accepted.

Table 4.3.1c Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) .406 .061 6.66 .000
Achievable .236 .048 .275 4.92 .000
Relevant .541 .051 .573 10.61 .000
Time-bound .132 .036 .162 3.67 .001
a. Dependent Variable: Employee engagement.
Source: SPSS Output, 2023
The coefficient of individual independent variable indicated that achievable (0.236) has a fair

effect as a proxy of clear goals and objectives on employee engagement. In addition, the (t-

statistic) and Beta coefficient value of (4.92) and 0.275 further suggest that the relationship

40
between achievable and employee engagement is significant since alpha level of 0.05 is greater

than the p-value of 0.000. The conclusion therefore is that achievable has effect on employee

engagement.

The coefficient of individual independent variable indicated that relevant (0.541) and time-bound

(.132) have strong and fair effect respectively as proxies of clear goals and objectives on

employee engagement. In addition, the (t-statistics) and beta coefficient value of relevant (10.61)

and 0.573 and time-bound (3.67) and 0.162 further suggest that the relationship between

relevant, time-bound and employee engagement is significant since alpha level of 0.05 is greater

than the p-values of 0.000 and 0.001. The conclusion therefore is that relevant and time-bound

have effect on employee engagement.

Hypothesis Two

Ho2: Shareholders engagement does not significantly influence adaptability

Table 4.3.2a Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate
1 .775 a
.601 .578 .24450
a. Predictors: (Constant), surveys, regular update, interviews
Source: SPSS Output, 2023

Table 4.3.2a shows model summary. The result shows that R2 which is the coefficient of

determination gives approximately 60.1%. This implies that 60.1% of adaptability (dependent

variable) is affected by shareholders engagement (independent variable) while the remaining

39.9% may be affected and determined by unexplained factors. Also, the R which is the level of

correlation between two variables i.e. shareholders engagement and adaptability shows 0.775

which indicates that there is high degree of relationship between the variables.

Table 4.3.2b ANOVAa

Model Sum of Squares Df Mean Square F Sig.
1 Regression 86.953 3 28.984 517.571 .000b

41
 Residual 4.603 52 .056
Total 91.556 54
a. Dependent Variable: adaptability
b. Predictors: (Constant), surveys, regular update, interviews
Source: SPSS Output, 2023

The F-statistics are shown from the ANOVA table is significant since the ANOVA significance of

0.000 is less than the alpha level of 0.05, thus the result is testable and fit. Also, the regression

sum of square of 86.953 is greater than residual sum of square of 4.603, this further shows the

significance of the overall model therefore, the p-value of 0.000 is less than the alpha value of

0.05 (0.000<0.05), this implies that null hypothesis which state that “Shareholders engagement

does not significantly influence adaptability” is rejected while the alternative hypothesis is

accepted.

Table 4.3.2c Coefficientsa

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .234 .111 2.11 .039
Surveys .165 .080 .196 2.06 .044
Regular Updates .301 .088 .534 3.42 .001
Interviews .251 .092 .259 2.73 .009
a. Dependent Variable: adaptability
Source: SPSS Output, 2023

From the table above, the coefficient of individual independent variable indicated that surveys

(0.165) has a fair effect as a proxy of shareholders engagement on adaptability. In addition, the

(beta value) and t-statistics value of (0.196) and 2.06 further suggest that the relationship

between surveys and adaptability is significant since alpha level of 0.05 is greater than the p-

value of 0.044. The conclusion therefore is that surveys has influence on adaptability.

The coefficient of individual independent variable indicated that regular updates (.301) and

interviews (0.251) have strong and fair effect respectively as proxies of shareholders engagement

42
on adaptability. In addition, the (beta value) and t-statistics value of regular update (0.534) and

3.42 and interviews (0.259) and 2.73 further suggest that the relationship between surveys,

regular updates and adaptability is significant since alpha level of 0.05 is greater than the p-

values of 0.001 and 0.009. The conclusion therefore is that regular updates and interviews have

influence on adaptability. Therefore, this indicates that null hypothesis is rejected while

alternative hypothesis is accepted.

4.4 Discussion of findings

In this final section of chapter four, an attempt is made to highlight and discuss some of the

major findings presented above. In order to address the issues in this research work, three (3)

research hypotheses were tested using multiple regressions. On the whole, the following are

noticeable study:

Based on the result of hypothesis one tested, it was hypothesized that “Clear goals and objectives

does not have significant effect on employee engagement”. Result revealed correlation

coefficient (r) value of 0.823, there exist a very strong relationship between employee

engagement and clear goals and objectives. Result reveals the (r 2) which is the coefficient of

determination as 0.677. This implies that 67.7% of employee engagement can be explained by

clear goals and objectives while the remaining 32.3% are variables that are not included in the

model. Thus, it was concluded that, since the significant values (0.000) are all less than 0.05

alpha level of significance (p-value<0.05) then clear goals and objectives has significant effect

on employee engagement. The findings of this study agrees with that of Al-Rawashdeh et al.

(2021), this study aimed to investigate how agile development practices could be adapted for

hyper-agile environments. The findings revealed that agile development practices improved

43
collaboration and communication in a fast-paced environment. This study shows that clear goals

and objectives has significantly affect employee engagement.

The result reveals correlation coefficient (r) of 0.775, the computation showed that there exists a

very strong relationship between adaptability (dependent variable) and shareholders engagement

(independent variables). It is also clear from the results above that the r 2 which is the coefficient

of determination is 0.601. This implies that 60.1% of adaptability can be explained by

shareholders engagement while the remaining 39.9% are variables that are not included in the

model. Also, the p-value of 0.000 is less than 0.05 alpha level of significance (p-value<0.05)

which indicates that null hypothesis is rejected and alternative hypothesis says “shareholders

engagement has significantly influence on adaptability” is accepted. The findings of this study

agree with that of Kjellberg and Ljungberg (2013), examined Stakeholder Management in Agile

Public Projects Case Study of municipal project Innoveta KC," Sweden. The findings revealed

that agile methods improved stakeholder communication and collaboration. This study shows

that shareholders engagement has significantly influence adaptability.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 Preamble

This chapter is divided into four units; summary of findings, conclusions, recommendations and

suggestions for further study. It is important to observe that the summary presented here is a

restatement of the findings of the research, while conclusions represent the inferences made from

the summary of findings. The recommendations here are suggestions from the conclusions of the

study and lastly, the suggestion for further studies.

44
5.1 Summary of Findings

The result of the hypothesis one as shown in table 4.4.1a using linear regression analysis shows

that R2 is 67.7% and from table 4.4.1b, p-value (0.000) is less than 0.05 showing that the effect

of clear goals and objectives on employee engagement is significant, leading to the rejection of

null hypothesis, which is state that “clear goals and objectives has no significant effect on

employee engagement” and the acceptance of the alternative hypothesis. Also, the p-values of

the proxies of clear goals and objectives as shown in table 4.4.1c indicates that achievable

(0.000), relevant (0.000), and time-bound (0.001) are significant as a determinant of employee

engagement.

Result from the Hypothesis two examined that shareholders engagement does not significantly

influence adaptability, regression analysis results indicated that R 2 value is 60.1% and R value is

0.775 the ANOVA table 4.4.2b shows that the p-value is 0.000 which is less than the alpha level

0.05, which further suggest that there is significant relationship between shareholders

engagement and adaptability, leading to the rejection of the null hypothesis which state that,

“shareholders engagement does not significantly influence adaptability” and the acceptance of

the alternative hypothesis. Also, the p-value of the proxies of shareholder engagement as shown

in table 4.4.2c indicate that surveys (0.044), regular updates (0.001), and interviews (0.009) are

significant as determinants of adaptability.

From the results of hypothesis three, the study hypothesized that continuous improvement does

not significantly affect innovation, the regression analysis results indicated that R 2 value is

57.5% and R value is 0.758, the ANOVA table 4.4.3b shows that the p-value is 0.000 which is

less than the alpha level 0.05, which further suggest that there is significant effect between

45
continuous improvement and innovation, leading to the rejection of the null hypothesis which

state that “continuous improvement does not significantly affect innovation” and the acceptance

of the alternative hypothesis. Also, the p-value of the proxies of continuous improvement as

shown in table 4.4.3c indicates that quality Improvement (0.020), service Improvement (0.000),

and Process Improvement (0.001) are significant as a determinant of innovation.

5.2 Conclusion

Based on the result of the analyses, this study concluded that agile project management on sales

promotion tool has significant impact on organizational survival; a study of Item 7. From the

result of findings, the following specific conclusions were made:

i. Clear goals and objectives have a significant positive impact on employee engagement.

When employees have a clear understanding of their goals and how they contribute to the

overall organizational objectives, they become more achieved, relevant and time-bound

to their work. This heightened engagement leads to increased productivity and a more

satisfied workforce, ultimately benefiting the organization's survival and success.

ii. Shareholders' engagement plays a vital role in enhancing an organization's adaptability.

When stakeholders, including shareholders, are actively involved in the decision-making

process and stay informed through regular updates, surveys, interviews and

communication, the organization becomes better equipped to respond to changing market

dynamics. This adaptability ensures that the company can withstand challenges and

capitalize on emerging opportunities, strengthening its position in the industry.

5.3 Recommendations

46
A crucial assessment of impact of agile project management as sales promotion tool on

organizational survival; a study of Item 7 was made and conclusions were reached. In view of the

findings given above, the following recommendations were suggested;

1. Managers should ensure that organizational goals and objectives are clearly

communicated to all employees. Transparent communication from top management helps

employees understand their roles in achieving these objectives and fosters a sense of

ownership.

2. Organization managers should ensure to engage shareholders, employees, customers, and

other relevant stakeholders in the decision-making process through regular updates,

surveys and interviews. Their diverse perspectives can contribute to better-informed

decisions and enhance the organization's adaptability to changing circumstances.

3. Managers should ensure to create an environment where employees feel safe to

experiment with new ideas and take calculated risks. Recognize and reward innovative

efforts to reinforce the importance of creativity in the process, quality and service

improvement.

REFERENCES

Al-Rawashdeh, A., Al-Qudah, D., Al-Smadi, M., & Al-Ajlouni, A. (2021). Adapting agile

development practices for hyper-agile environments: lessons learned from a COVID-19

emergency response research project. Jordan. Retrieved from

[Link]

47
Alshammari, M., Alshammari, T., Alshammari, A., & Alshammari, A. (2022). How Scrum adds

value to achieving software quality? Saudi Arabia. Retrieved from

[Link]

Arora, A., & Puranam, P. (2016). Firms' survival to technological change: Implications for the

theory of innovation. Strategic Management Journal, 37(5), 938-956.

Autio, E., Nambisan, S., Thomas, L. D. W., & Wright, M. (2018). Digital affordances, spatial

affordances, and the genesis of entrepreneurial ecosystems. Strategic Entrepreneurship

Journal, 12(1), 72-95. doi:10.1002/sej.1290

Bakker, R. M., Knoben, J., & Engelen, P. J. (2021). Agile sales: A novel framework for

entrepreneurial selling in uncertain environments. Journal of Business Research, 123,

374-382. doi:10.1016/[Link].2021.03.048.

Beck, K., Beedle, M., Bennekum, A. v., Cockburn, A., Cunningham, W., Fowler, M., Grenning,

J., ... Kern, J. (2001). Manifesto for agile software development. Agile Alliance. Retrieved

from [Link]

Beck, K., Beedle, M., Van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M.,

Grenning, J., Highsmith, J., Hunt, A., Jeffries, R., Kern, J., Marick, B., Martin, R. C.,

Mellor, S., Schwaber, K., Sutherland, J., & Thomas, D. (2001). Manifesto for Agile

Software Development. Agile Alliance. Retrieved from [Link]

Beck, K., et al. (2020). Manifesto for Agile Software Development. Retrieved from

[Link]

Buhalis, D., & Foerste, M. (2020). Artificial intelligence, robotics, and service automation in

travel, tourism and hospitality. Journal of Service Management, 31(4), 484-503.

48
Carayannis, E. G., Ferreira, J. J., & Ferreira, F. A. (2019). Complex adaptive systems and agile

solutions for a sustainable future in a changing world. Journal of Corporate Citizenship,

2019(74), 27-40. doi:10.9774/TandF.470.10074.

Carleton, E., Mullen, T., Allen, C., & Saubestre, G. (2021). Uncertainty management and

organizational resilience. Journal of Applied Behavioral Science, 57(3), 298-325.

Cervone, H. F. (2017). Agile project management for government. Public Manager, 46(2), 12-15.

Chen, S., Zhou, L., Huang, Y., & Wang, J. (2020). Consumer acceptance factors of electronic

coupons: An empirical survey study. Sustainability, 12(4), 1504.

Chesbrough, H., & Bogers, M. (2014). Explicating open innovation: Clarifying an emerging

paradigm for understanding innovation. In H. Chesbrough, W. Vanhaverbeke, & J. West

(Eds.), New Frontiers in Open Innovation (pp. 3-28). Oxford University Press.

Chow, T., Cao, D. B. T., Leiva, L. M., & Shi, V. G. (2016). Meta-analysis: Identifying the

prevailing research focus and forecasting emerging themes in agile project management.

International Journal of Project Management, 34(4), 612-624.

Christensen, C. M., Baumann, H., Ruggles, R., & Sadtler, T. M. (2006). Disruptive innovation

for social change. Harvard Business Review, 84(12), 94-101.

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behavior: Improving

performance and commitment in the workplace. McGraw-Hill Education.

Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014). Can

agile project management be adopted by industries other than software development?

Project Management Journal, 45(3), 21-34.

49
Costanza, D. P., & Finkelstein, L. M. (2015). The effects of culture and HRM practices on

individual-level outcomes: Examining the moderating role of uncertainty avoidance.

Journal of Business and Psychology, 30(1), 27-41.

Delbridge, R., Lowe, E. A., & Oliver, N. (2020). Kaizen: A facilitator of continuous

improvement capability in small- and medium-sized enterprises. International Journal of

Operations & Production Management, 40(6), 824-851.

Dingsøyr, T., Nerur, S., Balijepally, V., & Moe, N. B. (2012). A decade of agile methodologies:

Towards explaining agile software development. Journal of Systems and Software, 85(6),

1213-1221.

Dinis-Carvalho, J., et al. (2020). Agile project management practices in the software

development context. Journal of Systems and Software, 160, 110446.

Dodgson, M., Gann, D., & Phillips, N. (2018). The Oxford handbook of innovation management.

Oxford University Press.

Eisenbeiss, S. A., Knippenberg, D. V., & Boerner, S. (2008). Transformational leadership and

team innovation: Integrating team climate principles. Journal of Applied Psychology,

93(6), 1438–1446.

Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic

Management. Journal, 21(10-11), 1105-1121.

doi:10.1002/10970266(200010/11)21:10/11<1105::AID-SMJ133>[Link];2-E

Garg, M., Xiao, S., Minai, M. S., & Qazi, A. F. (2021). Organizational performance and

survival: The role of leadership effectiveness. Journal of Business Research, 134, 459-

470.

50
Goh, K., Hui, A., & Chua, R. (2021). Building organizational resilience: How knowledge

management capability helps organizations cope with environmental uncertainty. British

Journal of Management, 32(S1), S231-S250.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between

employee satisfaction, employee engagement, and business outcomes: A meta-analysis.

Journal of Applied Psychology, 87(2), 268–279.

Highsmith, J. A. (2009). Agile project management: Creating innovative products. Pearson

Education.

Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic management: concepts and

cases: competitiveness and globalization. Boston, MA: Cengage Learning.

Holland, J. H. (2006). Studying complex adaptive systems. Journal of Systems Science and

Complexity, 19(1), 1-8.

Hvam, L., Malis, M., & Riis, J. O. (2020). Agile Product Development. In Agile Product

Development (APD) (pp. 1-13). Springer.

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at

work. Academy of Management Journal, 33(4), 692–724.

Kaur, A. (2016). The impact of agile project management. India. Retrieved from

[Link]

Khokhar, C. P., & Wijewardena, W. A. (2017). Adaptability as an individual-level competency: A

review and integration. Career Development International, 22(3), 304-323.

51