Psychological Safety in Agile Software Development Teams: Work Design Antecedents and Performance Consequences

dc.contributor.author Buvik, Marte
dc.contributor.author Tkalich, Anastasiia
dc.date.accessioned 2021-12-24T18:26:53Z
dc.date.available 2021-12-24T18:26:53Z
dc.date.issued 2022-01-04
dc.description.abstract Psychological safety has been postulated as a key factor for the success of agile software development teams, yet there is a lack of empirical studies investigating the role of psychological safety in this context. This study examines how work design characteristics of software development teams (autonomy, task interdependence and role clarity) influence psychological safety and further how psychological safety impacts team performance, either directly or indirectly through team reflexivity. We test our model using survey data from 236 team members in 43 software development teams in Norway. Our results show that autonomy boosts psychological safety in software teams and that psychological safety again has positive effect on team reflexivity and a direct effect on team performance.
dc.format.extent 10 pages
dc.identifier.doi 10.24251/HICSS.2022.880
dc.identifier.isbn 978-0-9981331-5-7
dc.identifier.uri http://hdl.handle.net/10125/80222
dc.language.iso eng
dc.relation.ispartof Proceedings of the 55th 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
dc.subject psychological safety
dc.subject reflexivity
dc.subject software development teams
dc.subject team performance
dc.title Psychological Safety in Agile Software Development Teams: Work Design Antecedents and Performance Consequences
dc.type.dcmi text
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