Building an organizational culture that supports agility through gamified experiential learning

Kristina Galvez and Herbert Nold

Chapter 26 in Cases in Organization Development and Change, 2026, pp 248-258 from Edward Elgar Publishing

Abstract: Major Focus of the Case: Organizations are experiencing significant challenges in the volatile, rapidly changing environment of the 21st century. These challenges are especially difficult for small business enterprises in the rapidly growing space exploration and commercialization market. Small business enterprises lack the resources of larger organizations to invest in shaping organizational culture to navigate the rapidly changing market. This case study follows a single company's intervention to shape the mindset of employees to be more welcome to new ideas that help make the company more agile. The Agile Mindset Boot Camp was held at a small business in the space market using interactive gamified experiential learning to cultivate an agile mindset culture within the organization. The employee experiences provide insight into their view of the organizational culture. The Agile Culture Readiness Instrument (ACRI) measured six critical areas of organizational agility: mindset, culture, agility, teamwork, self-efficacy, and management. Observations were documented, and interviews were conducted to determine the intervention's impact on the organizational culture. The interactive gamified experiential learning (IGEL) framework and program requirements were developed from the Boot Camp for future interventions.

Keywords: Organization culture; IGEL (Interactive Gamified Experiential Learning); Organization agility; ACRI (Agile Culture Readiness Instrument) (search for similar items in EconPapers)
Date: 2026
ISBN: 9781035340965
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