The use of Agile practices is typically associated to a wide array of benefits for organizations. This paper extends growing research on the ‘dark’ side of Agile by investigating the depletion of innovation in a large telco company following the large-scale implementation of Agile in R&D units. Our qualitative study reveals a shift in the organizational logics underpinning new product development, from a “navigating through unchartered waters” to a “putting out fires” logic. We tracked the change in key components of logics (goals of teams, source of legitimacy of team members and support and control systems) and explained the multi-level mechanisms through which the shift occurred, i.e., changes in processes of workflow management, work allocation, and performance management. We found that the new organizational logic negatively impacted individual attitudes towards the generation of new ideas by promoting the internalization of short-termism, a perceived drain in competences and confidence, and the lack of accountability for innovation. By focusing on changes in organizational logics, our insights expand current knowledge about the relationship between Agile implementation and individual attitudes. We also explain why unexpected effects of Agile implementation may go undetected in organizations, because they derive from multi-level, diffused, changes in the organization.

敏捷实践的使用通常与组织的广泛利益相关联。本文通过调查一家大型电信公司在研发部门大规模实施敏捷后对创新的枯竭，扩展了对敏捷“黑暗”方面日益增长的研究。我们的定性研究揭示了支撑新产品开发的组织逻辑的转变，从“穿越未知水域”到“灭火”逻辑。我们跟踪了关键逻辑组成部分（团队目标、团队成员合法性来源、支持和控制系统）的变化，并解释了发生这种转变的多层次机制，即工作流管理过程的变化、工作分配的变化, 和绩效管理。我们发现，新的组织逻辑通过促进短期主义的内部化、能力和信心的流失以及对创新缺乏责任感，对个人对产生新想法的态度产生了负面影响。通过关注组织逻辑的变化，我们的见解扩展了当前关于敏捷实施与个人态度之间关系的知识。我们还解释了为什么敏捷实施的意外影响可能在组织中未被发现，因为它们源自组织中的多层次、分散的变化。我们的见解扩展了当前关于敏捷实施与个人态度之间关系的知识。我们还解释了为什么敏捷实施的意外影响可能在组织中未被发现，因为它们源自组织中的多层次、分散的变化。我们的见解扩展了当前关于敏捷实施与个人态度之间关系的知识。我们还解释了为什么敏捷实施的意外影响可能在组织中未被发现，因为它们源自组织中的多层次、分散的变化。