Abstract
In today’s rapidly changing and highly uncertain business environment, how organizations sustain competitive advantage and foster continuous innovation has become a central concern for both scholars and practitioners. Agile, characterized by flexibility, iteration, and customer-centered orientation, has been increasingly adopted in organizational projects and transformation initiatives. However, agile is not confined to processes and tools; it also entails a profound reshaping of organizational culture. Against this backdrop, this study employs the Denison Organizational Culture Model as its theoretical framework to examine the influence of agile values on four cultural dimensions, involvement, consistency, adaptability, and mission, and to further explore how these cultural changes contribute to enhanced organizational performance. This study applies linear regression techniques to test the proposed relationships. The findings indicate that the four agile values, individuals and interactions, working software, customer collaboration, and responding to change, all exert significant positive effects on their corresponding cultural dimensions. Moreover, the analysis reveals that agile values not only improve project execution efficiency and customer satisfaction directly but also promote organizational performance indirectly by reinforcing adaptability, mission orientation, and employee involvement within the cultural fabric of the organization.
Theoretically, this research enriches the literature on the interaction between Agile values and organizational culture, highlighting Agile practices as catalysts for cultural transformation. Practically, it offers organizations diagnostic and evaluative tools to monitor the depth of Agile adoption, emphasizing a dual-path approach in which values shape culture, and culture underpins performance. The paper concludes by acknowledging limitations and suggesting future research directions, including cross-industry and cross-cultural validations.