Agile Teamwork Research Articles

Factors Affecting Team Performance

This study aims to determine the influence of Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork on Team Performance. This is a descriptive quantitative study with a sample size of 300. Data collection techniques include questionnaires and literature studies, with data analysis using multiple regression analysis. Results, The study shows that Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork significantly and positively influence Team Performance. This means the better the Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork, the higher the Team Performance. Implications, This study can be a reference for organizations in forming policies and reward systems that support aspects of Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork. Rewards can be given to create a positive culture, increase team cohesion, and support adaptive performance. Originality, The novelty of this study lies in the examination of Core Self Evaluation, Organizational Culture, Agile Teamwork together on team performance, conducted in the Jabodetabek area.

Agile work practices and team creativity: the mediating role of team efficacy

PurposeThis study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.Design/methodology/approachThe data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.FindingsThe results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.Practical implicationsThis study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.Originality/valueThere is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.

Recommendations with Benefits: Exploring Explanations in Information Sharing Recommender Systems for Temporary Teams

Increased use of collaborative technologies and agile teamwork models has led to a greater need for temporary teams. Unfortunately, they lack the normal team formation processes that traditional teams use. Information sharing recommender systems can be used to share information about team members amongst the team; however, these systems rely on the team members themselves to disclose valuable information. While prior research has shown that an effective way to encourage user disclosure is through explanations to the user about what benefits they will gain from disclosure, the timing of such explanations has yet to be consideblack. In a between-subjects study with 150 participants, we assessed the content and timing of explanations on levels of disclosure in temporary teams. Our results indicate that providing benefit-related explanations during the time of disclosure can increase user disclosure, and providing benefit-related explanations during the recommendation process can increase user trust in the system. These results provide important design implications for teams and the HCI community.

Critical Factors to Improve Teamwork Quality in Indonesian Startups Using aTWQ Framework

Due to the ever-changing needs of IT in today's businesses, agile software development has become popular due to its adaptive capabilities. Startups are among those who continuously strive to meet changing needs. Despite the potential benefits of the Agile methodology, teamwork quality remains a challenge. Furthermore, the global recession has made it increasingly important for startups to have effective teamwork, given the high level of uncertainty that leads to challenges in surviving, especially with cost-cutting and downsizing efforts. Therefore, this study aims to evaluate teamwork quality in Indonesian startups using the Agile Teamwork Quality (aTWQ) approach. TWQ is a comprehensive set of criteria designed to assess teamwork quality in agile environments. The primary objective of this study is to identify the factors that most strongly increase the quality of teamwork of Indonesian startups. To achieve this objective, data will be collected from Indonesian companies using an online survey based on the aTWQ framework. The challenges were identified most on the dimensions of cohesion, balance of contribution, and effort. The findings of this study are consistent with previous research, which may hopefully help start-ups in Indonesia improve their teamwork quality and achieve greater success in their respective industries.

Agile work practices: opportunities and risks for occupational well-being

This article in the journal “Group. Interaction. Organization. (GIO)” presents the results of a study on the opportunities and risks of agile work practices (AWP) for occupational well-being. AWP have become an integral part of project work today, and they significantly change processes of collaboration and work design. However, findings on the relationships between AWP and occupational well-being are inconsistent. Based on job demands-resources theory, this study investigates concrete relationships between specific AWP, job demands and resources, and occupational well-being. Data were collected using qualitative interviews with 14 individuals working in agile teams in different organizations. Opportunities and risks were reported for almost all AWP, except for incrementation practice. Results confirm our propositions that the relationships are heterogeneous and should be investigated in a more differentiated way. In addition, various personal and organizational resources impacting these relationships are explored. The results serve as an important theoretical body and a basis for further research in this field. Furthermore, they raise awareness of opportunities and risks of agile teamwork and provide practical suggestions for its implementation.

A Semantic Comparative Analysis of Agile Teamwork Quality Instruments in Agile Software Development

A Semantic Comparative Analysis of Agile Teamwork Quality Instruments in Agile Software Development

Do agile work practices impact team performance through project commitment? Evidence from the information technology industry

PurposeDrawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.Design/methodology/approachSurvey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.FindingsThe results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.Practical implicationsThe study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.Originality/valueThere is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.

A Comparative Analysis of Agile Teamwork Quality Instruments in Agile Software Development: A Qualitative Approach

A Comparative Analysis of Agile Teamwork Quality Instruments in Agile Software Development: A Qualitative Approach

Measuring Worker Perception on Remote Working Adoption During COVID-19 Pandemic: An Industrial Engineering Perspective

The COVID-19 which started in late 2019 has led to extraordinary measures by government and commerce, to control and reduce the spread of the virus. Many companies have had to rethink the way they work due to travel restrictions and cancellations of major events. While workers related to production activities as well as system-related workers such as bank tellers, cashiers, medical staff, and distribution operators are still working on site, the majority of the workforce in Indonesia has been encouraged to practice "working from home" or remote working during the pandemic. Remote Working means adapting to new circumstances, battling a new set of distractions, as well as experiencing an unprecedented mix of work and personal life. Committing to work from home without understanding performance indicators and drivers can lead to a company's operational failure. Even though the COVID-19 pandemic measures are decreasing, the need to implement a new normal of work that allows for flexible work arrangements and implementation of remote work is increasing. Therefore, the organization needs to understand and control the measures required to keep the company productive in the new work setting. This is important to maintain organizational resilience against any pandemics and technological disruptions, as well as to ensure organizational sustainability. Seven performance indicators of remote work performance and eight influencing factors have been compiled in this study by reviewing previous research on remote work, virtual teamwork, agile teamwork and knowledge management. Further studies are needed to verify the performance indicators and influencing factors, to reveal the correlations between the measures and to identify the most likely drivers of remote work that may transform an organization to its new setting.

Mastering scrum with a focus on team maturity and key components of scrum

Several studies contribute with valuable insights into agile teamwork performance. Currently, Scrum is dominating the industrial agile software development practices. Yet, there is a lack of studies that directly explores the role of team maturity and key components of the Scrum framework on being successful at Scrum. We investigate the impact of team maturity and four categories of the Scrum framework (team composition, Scrum values, Scrum roles, and Scrum events) on the perception of being successful at Scrum. Hence, we uncover and provide deeper insights into the characteristics and practices of what makes a team successful at Scrum. We carry out a large-scale and cross-sectional survey. We conduct Pearson's chi-square test of independence and logistic regression analysis for team maturity and the remaining variables on being successful. After surveying 182 Scrum team members, the results show that being successful at Scrum depends on the team maturity level. Team composition variables (fully allocated, low turnover rates, required skills and expertise, and self-management) and directing work in accordance with Scrum values (openness and courage) have an impact. All three Scrum roles are important. Particularly impactful are the developers’ ability to adapt their plans, the product owners’ mandate to prioritize, and the Scrum masters’ ability to ensure that all events take place. Following all Scrum events has an effect on the perception of being successful at Scrum. This work constitutes a valuable contribution to agile practitioners and organizations who are already involved in agile development or plan to pursue agility. Organizations can influence Scrum teams’ journey towards becoming successful at Scrum by ensuring the stability required to allow team maturation and decision-making relevant to team composition variables. This work also provides reflections that are useful for Scrum teams’ practices and internal dynamics related to values, roles, and events.

Agile Work Practices: Scale Development and Validation

Building on team effectiveness and work design perspectives, the present study develops a novel Agile Work Practices Instrument (AWPI). This instrument measures the most common agile practices and further distinguishes them along the taskwork-teamwork continuum. Using data of 269 teams, we establish the psychometric properties and construct validity of the AWPI. Tests of measurement models and nomological networks supported the distinction between agile taskwork and agile teamwork. As hypothesized, agile taskwork related uniquely to emergent taskwork planning and team autonomy, while agile teamwork related uniquely to emergent teamwork planning and feedback. The AWPI sets the stage for more empirical research on agile working, beyond the software development context, where most agile concepts originated. By integrating team effectiveness and work design perspectives, we aim to clarify the meaning of the term “agile” for management researchers and practitioners.

A Literature-Based Thematic Network to Provide a Comprehensive Understanding of Agile Teamwork (106)

Agile Software Development (ASD) has become the mainstream software development method of choice. Its core fundamentals are based on Teamwork factors and the higher value of individuals and their interactions over processes and tools. However, there is no common understanding regarding the factors that should be considered for defining an ASD Teamwork construct. Driven by this problem, we present a thematic network that synthesizes the information presented in the literature, and eases knowledge sharing by defining a terminology. The thematic network is the result of the following process: (i) studies definition to be used as data source through a literature review; (ii) data extraction from these studies; (iii) data translation into codes; (iv) codes translation into themes; (v) creation of higher-order themes model; and (vi) assessment of synthesis trustworthiness. The resulting thematic network comprises four higher-order themes: Cohesion, Orientation, Shared Leadership, and Autonomy. We also evaluate the applicability of the identified themes in ASD Teamwork constructs in the literature. We concluded that the constructed thematic network can be generalized to ASD, and used as basis by researchers who intend to explore ASD Teamwork. Further, practitioners can use our results to understand agile teams’ dynamics better and improve their efficiency.

A teamwork effectiveness model for agile software development

Teamwork is crucial in software development, particularly in agile development teams which are cross-functional and where team members work intensively together to develop a cohesive software solution. Effective teamwork is not easy; prior studies indicate challenges with communication, learning, prioritization, and leadership. Nevertheless, there is much advice available for teams, from agile methods, practitioner literature, and general studies on teamwork to a growing body of empirical studies on teamwork in the specific context of agile software development. This article presents the agile teamwork effectiveness model (ATEM) for colocated agile development teams. The model is based on evidence from focus groups, case studies, and multi-vocal literature and is a revision of a general team effectiveness model. Our model of agile teamwork effectiveness is composed of shared leadership, team orientation, redundancy, adaptability, and peer feedback. Coordinating mechanisms are needed to facilitate these components. The coordinating mechanisms are shared mental models, communication, and mutual trust. We critically examine the model and discuss extensions for very small, multi-team, distributed, and safety-critical development contexts. The model is intended for researchers, team members, coaches, and leaders in the agile community.

Does Innovative Millennial Entrepreneurship have a role in fostering cyber learning on business performance? A perspective of entrepreneurial agility

Millennials have the uniqueness of active learners and work with freedom. Millennials are the first generation to put the fun in work-life. Social media is a strategic instrument in Cyber Learning (CL) in work-life and lifestyle. Learning on Business Performance (BP) in many studies has an insignificant effect and is still inconclusive. The purpose of this study is to offer Innovative Millennial Entrepreneurship (IME), which will be tested empirically in its role in pushing CL to BP significantly. Data collection was carried out by employing a purposive sampling method on 159 millennials who hold owner/manager positions in business organizations. Data analysis used a quantitative approach with Structural Equation Modelling (SEM). The empirical results in the model provide evidence that IME fully mediates, becoming a bridge that strongly fosters the role of CL (β = 0.83) on BP (β = 0.42) and Marketing Capability (MC) through Agile Teamwork (AT) provides an excellent total effect when compared with the direct effect between CL (β = 1.01) and BP (β = 0.79). In the Entrepreneurial Agility perspective, IME and MC through AT have encouraged millennials CL to be converted into better performance through opportunity foresight, systemic insight, and entrepreneurial mindset.

A Comparative Analysis of Agile Teamwork Quality Measurement Models

Multiple models (or instruments) for measuring Teamwork Quality (TWQ) for Agile Software Development can be found in the literature. Regardless, such models have different constructs and measures, with no empirical evidence for comparing them. This study analyzed two agile TWQ models, resulting in equivalent results. We mapped the models' variables given their definitions.We then collected data using both a Bayesian Network model, namely the TWQ-BN model, and Structural Equation Modeling, namely the TWQ-SEM model. We interviewed 162 team members from two software development companies. We analyzed the data using the Bland-Altman method. We obtained enough evidence to conclude that the results for Communication, Coordination, Cohesion and Mutual Support variables are not equivalent. On the other hand, we did not have enough evidence to claim that the models do not agree for measuring Effort and Balance of member contribution variables. The results of this study detail how two state-of-the-art agile TWQs compare in terms of their measures as well as potential research areas for further investigation.

Well-Being in Agile Teams: The Role of Work Demands and Emotional Contagion

The present study develops and validates a model that seeks to explain the emergence of shared work engagement and exhaustion in agile teams. Following the team literature, we introduce the concept of agile work practices and make a distinction between agile taskwork and agile teamwork. Based on job demands-resources (JD-R) theory we hypothesize that agile taskwork contributes positively to affective well-being when teams face high (vs. low) levels of work complexity (i.e., high challenge demands). Agile teamwork is hypothesized to contribute positively to affective well-being (WB) when teams face low (vs. high) levels of role conflict (i.e., low hindrance demands). Furthermore, agile teamwork is hypothesized to strengthen the crossover from team-WB to individual-WB through emotional contagion mechanisms. We tested our model in a multilevel field study involving 110 teams (N = 694 employees) of a large German organization. Results of random coefficient analyses supported most predictions of our model, based on both referent-shift and direct-consensus measures of shared work engagement. Results with measures of shared exhaustion as WB outcome were less consistent, particularly with respect to the role of agile teamwork. We discuss the implications of our findings for the literature on work demands, well-being, and emotional contagion in teams.

Agile work practices and employee proactivity: A multilevel study

Several large organizations underwent agile transformation processes over the past few years, despite limited theory and empirical research on agile working. The present study draws from the taskwork–teamwork distinction and the proactivity literature to develop a new multilevel model of agile working. We tested this model in a sample of 114 teams ( N = 476 individuals) undergoing an agile transformation at a large German transport and logistics organization. Teams at the end of the agile transformation scored significantly higher on agile work practices, proactivity norms, and team performance than teams at the beginning of the transformation. Results of multigroup structural equation modeling indicated that agile taskwork related indirectly to team performance through a positive relationship with proactivity norms. The positive relationship of agile teamwork with team performance was not mediated by proactivity norms, unlike hypothesized. Finally, we found that agile taskwork increased the likelihood that individual employees benefited from engaging in proactive behavior (specifically, employee intrapreneurship) in terms of in-role performance (i.e., cross-level interaction). This was presumably because of the favorable proactivity norms of teams practicing agile taskwork (i.e., mediated moderation). We discuss the implications of our findings for the literature on proactive behavior in teams.

Ad hoc teams and telemedicine during COVID-19

The pandemic has required creative and agile teamwork and leadership. Creativity was especially necessary when employing the social distancing requirements for this disease. To ensure compliance while also meeting the needs of our system and community, a huge telemedicine initiative was deployed. Administrative leadership utilized ad hoc teams to overcome challenges and ensured success with a shared vision, clarity, communication, and a positive culture. This article outlines how the team was developed, what challenges the team faced, and how they were successful in the unchartered waters of a COVID-19 response. Finally, best practices are shared for inconsistent teams in an inconsistent setting, ensuring success within an ad hoc team residing in a fluid environment.

The quest for genuine business agility

PurposeThe article warns that genuine business agility is not easily achieved despite the many consultants offering their services as specialists. It lays out the elements of the best practice approach – the methodology of Agile management.Design/methodology/approachUsing Toyota as an example, the article show how one company is taking an innovative approach to agile team work and decision making.FindingsThe concept of Agile management includes both operational agility – making the existing business more focused on customer value – and strategic agility – generating new products and services to bring in new customers.Practical implicationsThe shadow of Agile management done too hastily or badly has fostered widespread cynicism.Originality/valueThe article is a clarion call to wake up bureaucratic organizations that pass decisions down a lengthy chain of command. The need now is to have decisions made as close as possible to those who have the best information to make the best decision, which often requires the teams themselves to be the deciders. 10;Leadership becomes a function shared by all the people participating in the team. The team itself becomes the leadership.

National survey in elderly care on the process of adopting a new regulation aiming to prevent and treat malnutrition in Sweden

Guided by the i-PARIHS framework, this study investigates perceived facilitators in the process of adopting a new regulation launched in 2015 which aims to prevent and treat malnutrition. In May 2016, a national web-based questionnaire was emailed to chief medical nurses in elderly care in all Swedish municipalities (n=290). The response rate in this cross-sectional study was 75% (n=217). Fifty per cent of the municipalities had adopted new routines, 42% had started and 8% had not. One third of the respondents considered malnutrition to be a major problem in elderly care and about half considered the new national regulation to have strengthened local work. A logistic regression showed that the odds for having adopted new routines were higher for CMNs with long experience in elderly care and who had previously worked to prevent malnutrition, and for those who considered the new national regulation helpful. To extract underlying factors in the adoption process, two principal component analyses were performed for key actors and support. For key actors, the analysis yielded four factors, explaining 67% of the total variance; (a) first line team, (b) expert team, (c) management team and (d) surrounding resources. For support, the analysis yielded three factors, which explained 65% of the total variance; (a) agile teamwork, (b) management and leadership and (c) acceptance. The slow adoption rate of the regulation raises questions about its impact; this might be an effect of the general trend of decentralisation in the Swedish welfare sector, and in elderly care in particular, making it hard to attain change that is steered centrally. However, malnutrition is a pronounced problem in elderly care and the mandatory nature of the new regulation therefore warrants further investigation of whether its launch has contributed to a reduction of malnutrition by investigating outcomes and preventive actions carried out in practice.