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

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dc.contributor.author Dreesen, Tim
dc.contributor.author Diegmann, Phil
dc.contributor.author Rosenkranz, Christoph
dc.date.accessioned 2020-01-04T08:28:48Z
dc.date.available 2020-01-04T08:28:48Z
dc.date.issued 2020-01-07
dc.identifier.isbn 978-0-9981331-3-3
dc.identifier.uri http://hdl.handle.net/10125/64506
dc.description.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.
dc.format.extent 10 pages
dc.language.iso eng
dc.relation.ispartof Proceedings of the 53rd Hawaii International Conference on System Sciences
dc.rights Attribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.uri https://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subject Agile and Lean: Organizations, Products and Development
dc.subject agile software development
dc.subject case study
dc.subject control enactment
dc.subject team autonomy
dc.subject team performance
dc.title The Impact of Modes, Styles, and Congruence of Control on Agile Teams: Insights from a Multiple Case Study
dc.type Conference Paper
dc.type.dcmi Text
dc.identifier.doi 10.24251/HICSS.2020.764
Appears in Collections: Agile and Lean: Organizations, Products and Development


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