Software development team flexibility antecedents

Li, Yuzhu; Chang, Kuo‐Chung; Chen, Houn‐Gee; Jiang, James J.

doi:10.1016/j.jss.2010.04.077

Cited by 40 publications

(45 citation statements)

References 54 publications

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“…“The adoption of Agile Software Development in large companies is a recent phenomenon of great interest both for researchers and practitioners.” Software companies seek to adopt agile practices, values, and principles, considering their own necessities, while the scientific community is researching in cooperation with the industry. One study confirms that in the first decade after the Agile Manifesto, most researches focused on the adoption of agile methods or on the development of agile tools. Other study mentions the generalized adoption of agile methods as an evidence that nowadays software development environments need flexibility and rapid adaptation.…”

Section: Introductionmentioning

confidence: 99%

“…Works such as those of Li et al, McHugh et al, and Stray suggest that agile methods are a way to improve interpersonal skills in software developers: skills such as “flexibility,” “creative thinking,” “communication,” and “team work.” Those interpersonal skills are similar to those suggested to be necessary for entrepreneurs to succeed in their businesses by authors such as Lezana and Tonelli, Hisrich and Peters, and Shekarey and Arany …”

Section: Introductionmentioning

confidence: 99%

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Agile practices and the promotion of entrepreneurial skills in software development

Tolfo

Wazlawick

Ferreira

et al. 2018

J Software Evolu Process

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This article addresses the relationships between agile development and entrepreneurship. The objective of the study is to verify that the adoption of agile practices can promote entrepreneurial skills in software developers. In this study, agile practices were related to entrepreneurial skills, and developers of the software industry and academia professors were invited to contribute. Questionnaires were sent to the participants to obtain their opinion regarding this research. Participants also opined about the possibility of entrepreneurial skills being an observable behavior in agile culture, ie, if they are visible artifacts of agile culture. As a result, the study found a set of agile practices that promote entrepreneurial skills in software developers. That is, it was found that agile practices promote entrepreneurial behavior in these professionals. These entrepreneurial skills are sustained by the same basic values and assumptions that were learned by developers to resolve internal integration and external adaptation issues during the adoption of agile practices. In this article, an integration model has been adapted from other areas, thereby opening a new field of study involving the relationships between academic research and professional practice on entrepreneurship in the software area and agile development.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Agile practices and the promotion of entrepreneurial skills in software development

Tolfo

Wazlawick

Ferreira

et al. 2018

J Software Evolu Process

View full text Add to dashboard Cite

show abstract

“…For example, this study verifies the proactive state of team efficacy (i.e., a "can-do" motivation) and confirms its interaction with collectivism in affecting service flexibility. Furthermore, this study complements prior theoretical aspects of flexibility, such as manufacturing flexibility based on competence and capability theory (Song and Song, 2009), team flexibility based on the theory of dynamic capability (Li et al, 2010), or inventory management flexibility based on transaction cost theory (Arias- Aranda et al 2011), and offers a unique way to study team performance in the service industry.…”

Section: Discussionmentioning

confidence: 88%

Better to be flexible than to have flunked

Lin

Joe

Chen

et al. 2015

Journal of Service Management

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Access to this document was granted through an Emerald subscription provided by emerald-srm:123705 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…This culture resides in the behaviour and responsiveness of its employees such that they are able, to some extent, to define the pace of competitive complexity that exist in the industry (Agbim et al 2013, Adeniji et al 2014. Dynamism in competition might also not be a major challenge to the firm's management because they could have rich knowledge about the industry to the extent that they can forecast and predict trends (Li et al 2010, Uchebulam et al 2015. In all of these, there is a show of expertise and years of experience at the top management level where strategies are made to design/redesign goals that respond to demands and changes in the competitive industry and thus achieve organisational effectiveness.…”

Section: Theoretical and Managerial Contributionmentioning

confidence: 99%

Group-Tacit Knowledge and Organisational Effectiveness: Analysis of Effects Using a Mixed Method Approach

Ibidunni

Olokundun

Motilewa

et al. 2018

Business: Theory and Practice

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and being under the tutelage of experts. This implies that group-tacit knowledge reflects in the experiences shared on the job and the expertise that arises by reason of learning subtle skills and know-hows that are not common to most members of a profession and, indeed, the organisation.According to Li, Chang, Chen and Jiang (2010) grouptacit knowledge has the advantage of enhancing the effectiveness of organisational members' ability to forecast events relating to their operations. This is because, leveraging on experience and leveraging on collective knowledge sharing they are able to predict future events and thus, ensure effective strategic planning. This view therefore, emphasizes the fact that organisational effectiveness basically resides Abstract. Considering that most part of organisational operations depend on group effectiveness, yet there is scarcely any empirical study on the interactions between group-tacit knowledge and organisational effectiveness. In order to overcome this gap, this study involves a survey of 230 managers and other administrative & technical employees of the four major firm in the Global System for Mobile Communication (GSM) sub-market of Nigeria's telecommunications industry. Data was gathered using a mixed method research approach. Correlation, Regression, Analysis of Variance (ANOVA) statistics and thematic analysis was carried out as means of testing the hypothesis for this research study. The findings showed that firms need to focus keenly on ideas of employees that are shared during conferences, team leaders' mentoring role, collective reasoning over task and constantly hold strategic meetings that probe into developments arising in each functional unit of the organisation. These factors are shown to have a strong influence on organisational effectiveness.

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Software development team flexibility antecedents

Cited by 40 publications

References 54 publications

Agile practices and the promotion of entrepreneurial skills in software development

Agile practices and the promotion of entrepreneurial skills in software development

Better to be flexible than to have flunked

Group-Tacit Knowledge and Organisational Effectiveness: Analysis of Effects Using a Mixed Method Approach

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