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

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dc.contributor.authorBuvik, Marte
dc.contributor.authorTkalich, Anastasiia
dc.date.accessioned2021-12-24T18:26:53Z
dc.date.available2021-12-24T18:26:53Z
dc.date.issued2022-01-04
dc.description.abstractPsychological 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.extent10 pages
dc.identifier.doi10.24251/HICSS.2022.880
dc.identifier.isbn978-0-9981331-5-7
dc.identifier.urihttp://hdl.handle.net/10125/80222
dc.language.isoeng
dc.relation.ispartofProceedings of the 55th Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectAgile and Lean: Organizations, Products and Development
dc.subjectagile
dc.subjectpsychological safety
dc.subjectreflexivity
dc.subjectsoftware development teams
dc.subjectteam performance
dc.titlePsychological Safety in Agile Software Development Teams: Work Design Antecedents and Performance Consequences
dc.type.dcmitext

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