Agile work methods, job autonomy and innovative work behaviour: examining their interplay in organisational contexts

Purpose This study explores the growing need for empirical research on workplace agility and its impact on employee behaviour. Grounded in the Job Demands-Resources theory, the research examines the relationship between agile work methods and innovative work behaviour, with the mediating role of job autonomy. Design/methodology/approach The study employs a quantitative research design based on survey data collected from large firms in Italy in 2024. Regression analysis was used to test the relationships between agile work methods (the independent variable), job autonomy (the mediator) and innovative work behaviour (the dependent variable). Findings The results support the proposed model, showing job autonomy mediates the relationship between agile work methods and innovative work behaviour. The findings highlight agile work methods lead to greater job autonomy among employees, which in turn enhances their ability to engage in innovative work behaviour. Results underscore the importance of aligning individual and organisational conditions to maximise the benefits of agility. Originality/value This study contributes to innovation management and organisational studies by (1) developing and validating the agile work methods scale, conceptualising them as different from agile work practices, (2) identifying job autonomy as a mediating mechanism between agile work methods and innovative work behaviour based on the Job Demands-Resources theory, (3) enriching supportive evidence on the interactionist theory of creativity and innovation with evidence on agility and the role of autonomy. The research provides new insights into how organisations can leverage agile work methods to foster innovative work behaviour among employees.