Software product lines adoption in small organizations

Bastos, Jonatas Ferreira; Neto, Paulo Anselmo da Mota Silveira; O’Leary, Pádraig; Almeida, Eduardo Santana de; Meira, Sílvio Romero de Lemos

doi:10.1016/j.jss.2017.05.052

Cited by 21 publications

(23 citation statements)

References 21 publications

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“…As a result, SMEs avoid utilising innovation or technology as part of their working practice. Similarly, for innovation barriers, studies verified how SMEs with their limited resources, often financial and expertise, can negatively influence the process of adopting cloud computing applications services (Bastos et al 2017;Walczuch et al 2000;Thong and Yap 1995;Weerd et al 2016;Erisman 2013).…”

Section: Discussion and Research Synthesismentioning

confidence: 99%

“…Further, recognising the role of the organisation in facilitating the adoption of innovative technologies is arguably vital. With the limited infrastructure, human capital and associated expertise existent within SMEs, the desired successful uptake of cloud computing technologies can be at stake (Bastos et al 2017;Sultan 2011;Dholakia and Kshetri 2004). Moreover, from an organisational perspective, investing in a new innovative technology often creates complexities for organisations in rolling it out resulting in some reservations (Moore 2014;Schaupp and Carter 2010;Smith et al 2007;Gonsalves 2005;Straub and Welke 1998).…”

Section: Organisations Innovation With Technology Adoptionmentioning

confidence: 99%

“…This can be due to a considerable number of barriers associated with limited financial resources, lack of human resources development activities, negative perspectives on the usefulness of the selected innovative technology, which can be due to the limited knowledge about it (Siamagka et al 2015;Michaelidou et al 2011;Buehrer et al 2005;Venkatesh and Davis 2000). For SMEs, limited financial resources, human capital and access to infrastructure are often considered as significant barriers resulting in the delay of innovative technologies adoption (Bastos et al 2017;Walczuch et al 2000;Thong and Yap 1995). With innovative technologies including cloud computing, organisations have often faced some adoption related barriers.…”

Section: Perceived Innovation Barriersmentioning

confidence: 99%

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Digital Innovation Dynamics Influence on Organisational Adoption: The Case of Cloud Computing Services

El‐Haddadeh

2019

Inf Syst Front

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Digital innovative technologies have enabled organisations to create opportunities to support their competitive advantage. In this regard, realising the dynamics influencing the adoption of these technologies becomes critical to their success. While much attention has been focused on the technological development, implementation and employees' adoption, little has been done to examine the specifics of digital innovation influencing technology uptake in organisations. Drawing from Technology Organisation and Environment framework, this paper examines the factors affecting innovation dynamics adoption in the context of cloud computing for SMEs. The findings obtained from IT and senior managers highlight that while innovative IT capabilities, organisational innovativeness, perceived innovation risk, perceived innovation barriers influence the likelihood for SMEs adopting cloud computing as an innovative solution, IT innovation-driven competitiveness has limited influence. As such, this demonstrates how understating the specifics of innovation dynamics can help in offering the required support for SMEs in sustaining success.

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Section: Discussion and Research Synthesismentioning

confidence: 99%

Section: Organisations Innovation With Technology Adoptionmentioning

confidence: 99%

Section: Perceived Innovation Barriersmentioning

confidence: 99%

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Digital Innovation Dynamics Influence on Organisational Adoption: The Case of Cloud Computing Services

El‐Haddadeh

2019

Inf Syst Front

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“…Recognizing the benefits, especially the radically decreased time-to-market for new variants, industry has adopted SPLE concepts (Jepsen and Beuche 2009;Flores et al 2012;Berger et al 2013a;Mohagheghi and Conradi 2007;Chen and Ali Babar 2010;Bastos et al 2017;Thörn 2010) at different levels of maturity (Bosch 2002). Yet, many organizations still lament an adoption barrier.…”

Section: Introductionmentioning

confidence: 99%

The state of adoption and the challenges of systematic variability management in industry

et al. 2020

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Handling large-scale software variability is still a challenge for many organizations. After decades of research on variability management concepts, many industrial organizations have introduced techniques known from research, but still lament that pure textbook approaches are not applicable or efficient. For instance, software product line engineering-an approach to systematically develop portfolios of products-is difficult to adopt given the high upfront investments; and even when adopted, organizations are challenged by evolving their complex product lines. Consequently, the research community now mainly focuses on reengineering and evolution techniques for product lines; yet, understanding the current state of adoption and the industrial challenges for organizations is necessary to conceive effective techniques. In this multiple-case study, we analyze the current adoption of variability management techniques in twelve medium-to large-scale industrial cases in domains such as automotive, aerospace or railway systems. We identify the current state of variability management, emphasizing the techniques and concepts they adopted. We elicit the needs and challenges expressed for these cases, triangulated with results from a literature review. We believe our results help to understand the current state of adoption and shed light on gaps to address in industrial practice.

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“…The main goal of Software Product Line Engineering (SPLE) is the reuse of assets (features) for the products definition looking for improving the quality, accelerating the production and time-to-market, and reducing the production costs of all the process [1]. Such as Bastos et al [2] highlight, organizations emphasize the proactive reuse, interchangeable components, and multi-product planning cycles for the faster and cheaper construction of high-quality products.…”

Section: Introductionmentioning

confidence: 99%

Reviewing Diagnosis Solutions for Valid Product Configurations in the Automated Analysis of Feature Models

Vidal-Silva¹,

Rubio²,

Madariaga³

et al. 2019

ijacsa

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A Feature Model (FM) is an information model to represent commonalities and variabilities for all the products of a Software Product Line (SPL). The complexity and big size of real feature models makes their manual analysis for determining the product configurations validity a tedious or even infeasible task. Efficient solutions for the diagnosis of errors in the Automated Analysis of Feature Models (AAFM) already exist such as FMDiag and FlexDiag. Thus, this work describes the fundamental basis for both diagnosis algorithms to apply the first of them on the validity of FM product configurations. The results highlight the applicability and efficiency of FMDiag and invite us to look for additional applications of that algorithm in the AAFM scenarios.

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Software product lines adoption in small organizations

Cited by 21 publications

References 21 publications

Digital Innovation Dynamics Influence on Organisational Adoption: The Case of Cloud Computing Services

Digital Innovation Dynamics Influence on Organisational Adoption: The Case of Cloud Computing Services

The state of adoption and the challenges of systematic variability management in industry

Reviewing Diagnosis Solutions for Valid Product Configurations in the Automated Analysis of Feature Models

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