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I n this paper, we draw on control theory to understand the conditions under which the use of agile practices is most effective in improving software project quality. Although agile development methodologies offer the potential of improving software development outcomes, limited research has examined how project managers can structure the software development environment to maximize the benefits of agile methodology use during a project. As a result, project managers have little guidance on how to manage teams who are using agile methodologies. Arguing that the most effective control modes are those that provide teams with autonomy in determining the methods for achieving project objectives, we propose hypotheses related to the interaction between control modes, agile methodology use, and requirements change. We test the model in a field study of 862 software developers in 110 teams. The model explains substantial variance in four objective measures of project quality-bug severity, component complexity, coordinative complexity, and dynamic complexity. Results largely support our hypotheses, highlighting the interplay between project control, agile methodology use, and requirements change. The findings contribute to extant literature by integrating control theory into the growing literature on agile methodology use and by identifying specific contingencies affecting the efficacy of different control modes. We discuss the theoretical and practical implications of our results.

Virtual work is becoming the new normal, with employees working from dispersed locations and interacting using computer-mediated communication. Despite the growth in virtual work research, it has tended to occur in siloes focused on different types of virtual work (e.g., virtual teams, telecommuting) that are grounded in different research traditions. This limits opportunities to leverage research across these different domains. We use a co-citation analysis to examine the degree of segmentation in the field of virtual work into disparate research clusters. We find the emergence of three major research clusters: telecommuting, virtual teams, and computer-mediated work. Motivated by this finding, we carry out a comparative review of the literature in each cluster with the objective of seeking ways to exploit opportunities that cut across them. Based on our review, we first develop a conceptual model using the dispersion and technology dependence dimensions of virtuality to compare different approaches to studying virtuality-related issues across clusters. Next, we use our comparative review to propose a systematic approach for developing research questions that bridge research across the clusters by considering how different approaches to studying virtuality and the ensuing problem domains addressed in one cluster might help to advance research in another. To illustrate this approach, we discuss 12 research questions for bridging across the three virtual work clusters. Finally, we discuss the research implications of our conceptual model and bridging approach. Our review and conceptual model along with proposed bridging approach help to facilitate a forwardlooking agenda for accelerating and enriching virtual work research.

This article addresses the broad question, How can virtual teams that manage a majority of their interactions through information and communication technologies (ICTs) be made more effective? Focusing specifically on interpersonal interactions, the task-technology fit paradigm is used as the foundation for a theoretical model that seeks to identify how such teams can match available communication technologies to the different types of interpersonal interactions in which they engage. The authors draw on media synchronicity theory to identify the functionalities of the wide range of ICTs available today, and map these functionalities onto the salient communication needs of 3 key interpersonal processes: (a) conflict management, (b) motivation and confidence building, and (c) affect management. The model also incorporates a temporal dimension examining how the communication needs, and hence, the need for ICT functionality, varies depending on the virtual team's developmental stage. Opportunities for future research arising from the theoretical model are discussed.

Team temporal leadership orients teams toward managing the time-related aspects of their work.We examined how perceived time pressure affects team processes and subsequent performance under weak versus strong team temporal leadership. Results of a field study of 111 project teams show that the mediated relationship between perceived time pressure and team performance is non-linear. Moreover, this non-linear mediated relationship is moderated by team temporal leadership such that under strong team temporal leadership, the indirect effect of perceived time pressure on team performance is mostly positive; and under conditions of weak team temporal leadership, the indirect effect is positive at low levels of perceived time pressure and negative at intermediate to high levels. Implications for current and future time pressure research are discussed.