Colocation as a Hybrid ICT Sourcing Strategy to Improve Operational Agility

Beck, Roman; Pahlke, Immanuel; Vykoukal, Jens

doi:10.1145/2963175.2963177

Cited by 4 publications

(3 citation statements)

References 119 publications

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“…In an attempt to interpret the contribution of scaled agile practices to the effectiveness of the vendor organisation and its software processes we adopt the 'dynamic capabilities' framework [16,17,2,13] as an underlying explanatory theory. In [7] we had indicated the promise of a 'dynamic capabilities' framework for understanding scaled agile developments across the enterprise, so here we pick up on that work.…”

Section: Background and Theorymentioning

confidence: 99%

“…We have adopted this framework [17,2,13] as an underlying explanatory theory in an attempt to interpret the contribution of scaled agile practices to the effectiveness of our vendor organisation and its software processes.…”

Section: Background and Theorymentioning

confidence: 99%

“…For software vendors, aligning business goals and objectives with software development practices and roles are important drivers for SP improvement (through new method adoption). Continuous SP improvement allows software vendors to create firm-specific in-house dynamic capability [2,16,17].…”

Section: Introductionmentioning

confidence: 99%

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Enhancing product and service capability through scaling agility in a global software vendor environment

Lal

Clear

2018

Proceedings of the 13th International Conference on Global Software Engineering

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Agile software development has become increasingly common in software vendor organisations, and their impact on practices and roles is now extending beyond the project level across the entire organisation. In this study, we investigate how a major Australiabased multi-site global software vendor transitioned from a structured to a Scaled Agile approach.We demonstrate how practices and roles in a distributed software vendor evolved over time across the organisation in an on-going process of their global agile transformation. Through this elaboration, we identify three major agile transitions and the contribution of a scaled agile approach in the building of market driven capabilities. We theorised a relationship between increased dynamic capabilities of the firm and a scaled agile transition. Supporting our view, we noted that agile practices and roles across the organisation contributed as expected to improved internal process capability. More surprisingly, they were also found to increase our vendor's ability both to identify and take advantage of opportunities and to innovate in global product and service development and delivery. CCS CONCEPTS• Software and its engineering → Software creation and management → Software development process management → Software development methods → Agile software development •

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Section: Background and Theorymentioning

confidence: 99%

Section: Background and Theorymentioning

confidence: 99%

See 1 more Smart Citation

Enhancing product and service capability through scaling agility in a global software vendor environment

Lal

Clear

2018

Proceedings of the 13th International Conference on Global Software Engineering

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Opportunity or destiny: how do market knowledge resources and absorptive capacities lead to competitive advantage for travel agencies?

2024

Journal of Travel & Tourism Marketing

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Impact of IS Capabilities on Firm Performance: The Roles of Organizational Agility and Industry Technology Intensity

et al. 2019

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Drawing on the information technology (IT)‐enabled capabilities perspective, this study develops a model that extends our knowledge of the mechanisms through which IT contributes to business value. Specifically, we provide new insights to the stream of research that proposes organizational agility to be a higher order capability enabled by information systems (IS) capabilities that impacts firm performance, and we test the contingency effect of an important environmental factor—the technology intensity of the industry. To empirically study the proposed relationships, data were collected from 153 Spain‐based firms and analyzed using a partial least squares structural equation modeling. The results indicate that IS capabilities positively affect firm performance through the full mediation of organizational agility. Furthermore, a multigroup analysis reveals that the impact of IS capabilities on organizational agility is greater for companies in high‐tech intensity industries than for those in medium‐tech intensity industries. An important implication is the identification of some capabilities that might jointly enhance firm performance through their interplay, as well as the external environmental factors that influence these relationships. When designing firms’ IT strategies, managers seeking to optimize firm performance should embed appropriate IS capabilities into the key business processes to enable an agile response in the organization.

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Colocation as a Hybrid ICT Sourcing Strategy to Improve Operational Agility

Cited by 4 publications

References 119 publications

Enhancing product and service capability through scaling agility in a global software vendor environment

Enhancing product and service capability through scaling agility in a global software vendor environment

Opportunity or destiny: how do market knowledge resources and absorptive capacities lead to competitive advantage for travel agencies?

Impact of IS Capabilities on Firm Performance: The Roles of Organizational Agility and Industry Technology Intensity

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