  Scholars have tried to explain how organizations can build agile teams by
only looking at one level of analysis. We argue in this short paper that
lessons can be learned from organizational science results explaining variance
on three different abstraction levels of organizations. We suggest agility
needs to be explained from organizational (macro), the team (meso), and
individual (micro) levels to provide useful and actionable guidelines to
practitioners. We are currently designing such studies and hope that they will
eventually result in validated measurements that can be used to prevent
companies from investing in the wrong areas when trying to move towards more
agility.
