This study illuminates the role of client-vendor communication in relation to project performance and client satisfaction in information system projects. Results from a field study with managers on the client side suggest that both process and product performance positively influence the confirmation of expectations. However, process expectations do not -which might be due to the normality of budget and schedule overruns -whereas communication wields an important influence on client satisfaction. Future research should address the contribution of different communication mediums and contrast agile and non-agile projects.

Online retailing is growing rapidly and customer retention has become increasingly important, especially trust and ecommerce institutional mechanisms such as online credit card guarantees, escrow services, and privacy protection, which have become more significant and the subject of recent research (Fang et al., 2014). We conducted a methodological replication of first insights and a model of the relation between satisfaction, trust, repurchase intention and the perceived effectiveness of such e-commerce institutional mechanisms (PEEIM). As we were unable to support the original findings, we provide an alternative reasoning relevant to today's role of PEEIM for online repurchases and discuss implications for research and practice.

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.

After more than 15 years since the Agile Manifesto and extensive research on agile software development (ASD) for nearly three decades, a comprehensive body of knowledge is available and is constantly growing. ASD is considered an effective way for managing software development projects in environments characterized by rapidly changing requirements. This study aims to shed light on the existing knowledge on ASD by applying a structured literature review and computer aided analysis consisting of distinct text mining techniques. We analyzed a sample of 1,376 papers and provide results from articles among relevant information systems research as well as computer science conferences and journals. Based on our approach, we are able to (1) evaluate key articles and journals, (2) analyze the development of ASD research in the last three decades and, most importantly, (3) identify research foci of the past as well as gaps in our knowledge on ASD.

Agile methods are increasingly popular-in information systems development and in general. The process of transformation, however, is not easily done, and the inherent barriers for successful transformation are high. To successfully transform a team or a whole organization to work in an agile manner, the threats, barriers, and the overall process have to be known. In this paper, we derive a lifecycle model of agile teams as well as threats to their success, based on interviews from six cases across a variety of industries and organizational contexts. This model further includes pathways for teams to discard agile methods if these do not fit the team's needs. Based on this model, organizations can refine their agile transformation strategies and can keep on improving success rates of agile transformation processes.