Please use this identifier to cite or link to this item: http://hdl.handle.net/10125/64506

The Impact of Modes, Styles, and Congruence of Control on Agile Teams: Insights from a Multiple Case Study

File Size Format  
0617.pdf 533.77 kB Adobe PDF View/Open

Item Summary

Title:The Impact of Modes, Styles, and Congruence of Control on Agile Teams: Insights from a Multiple Case Study
Authors:Dreesen, Tim
Diegmann, Phil
Rosenkranz, Christoph
Keywords:Agile and Lean: Organizations, Products and Development
agile software development
case study
control enactment
team autonomy
show 1 moreteam performance
show less
Date Issued:07 Jan 2020
Abstract:Agile software development (ASD) strongly relies on social interaction and teamwork. Team processes and agile practices adopted by team members play an important part for the outcome of software development projects. Agile practices promise teams to be able to respond to change by granting them autonomy. Existing studies, however, imply that these projects can benefit from different elements of control. Our objective is to improve our understanding of how to enact control in agile teams and how these control mechanisms influence team autonomy and team performance. In this paper, we present our findings from four case studies conducted within two insurance companies and two software development firms. We found that it is not a question of ‘what’ controls should be exercised, but rather ‘how’ controls are implemented in practice. Our results prompt to the need for further studies on control mechanisms in ASD.
Pages/Duration:10 pages
URI:http://hdl.handle.net/10125/64506
ISBN:978-0-9981331-3-3
DOI:10.24251/HICSS.2020.764
Rights:Attribution-NonCommercial-NoDerivatives 4.0 International
https://creativecommons.org/licenses/by-nc-nd/4.0/
Appears in Collections: Agile and Lean: Organizations, Products and Development


Please email libraryada-l@lists.hawaii.edu if you need this content in ADA-compliant format.

This item is licensed under a Creative Commons License Creative Commons